JEFFERSON PARISH ANIMAL SHELTER DEPARTMENT

Transcription

ANIMAL SERVICES
CONSULTATION PROGRAM
JEFFERSON PARISH
ANIMAL SHELTER DEPARTMENT
Jefferson, LA
Marrero, LA
The Humane Society of the United States
2100 L Street, NW
Washington, DC 20037
__________
January 2008
TABLE OF CONTENTS
INTRODUCTION
1.0 TASK FORCE
2.0 SHELTER MAINTENANCE
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
GENERAL OVERVIEW
BUILDING/GROUNDS/LANDSCAPING
EXTERNAL AND DIRECTIONAL SIGNAGE
PARKING AREAS/WALKWAYS
WASTE DISPOSAL/STORAGE
BUILDING SECURITY
GENERAL SAFETY ISSUES/OSHA
EMERGENCY PROCEDURES/DISASTER
PREPAREDNESS
FACILITY MAINTENANCE
3.0 SHELTER INTERIOR DESIGN AND LAYOUT
3.1
3.2
HUMAN SERVICE AREAS
3.11 RECEPTION/SERVICE LOBBY
3.12 OFFICES/DISPATCH AREAS
3.13 RETAIL AREA/SHELTER STORE
3.14 HANDICAPPED ACCESS
3.15 INTERNAL SIGNAGE
ANIMAL SERVICE AREAS
3.21 VENTILATION/TEMPERATURE (HVAC)
3.22 DOG HOUSING
3.23 CAT HOUSING
3.24 SMALL MAMMAL/EXOTIC HOUSING
3.25 WILDLIFE HOUSING
3.26 FARM ANIMAL/EQUINE HOUSING
3.27 ANIMAL EXAMINATON AND MEDICAL
ROOM
4.0 SHELTER OPERATIONS
4.1
4.2
4.3
GENERAL OPERATIONS
4.11 HOURS OF OPERATION
4.12 TELEPHONE SYSTEM
4.13 COMPUTER SYSTEMS AND SUPPORT
4.14 INFORMATION MANAGEMENT SYSTEMS
4.15 GENERAL RECORD-KEEPING/SHELTER
STATISTICS
4.16 INCOMING ANIMAL IDENTIFICATION AND
PROCEDURES
4.17 LOST AND FOUND PROCEDURES
ANIMAL HANDLING
ANIMAL CARE
4.31 DOG AND CAT CARE
4.32 SMALL MAMMAL CARE
4.33 WILDLIFE/EXOTIC CARE
4.34 FARM ANIMAL/EQUINE CARE
5.0 VETERINARY/HEALTH ISSUES
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
VETERINARY SERVICES/CONTRACTS/RELATIONS
GENERAL SHELTER MEDICINE
INCOMING ANIMAL EXAMINATIONS
VACCINATION PROTOCOLS
STERILIZATION SERVICES
DISEASE CONTROL AND SANITATION
ISOLATION AND SEPARATION
FEEDING PROTOCOLS
ZOONOSES
5.91 HEALTH DEPARTMENT RELATIONS/BITE
CASE PROCESSING
6.0 EUTHANASIA
6.1
6.2
6.3
6.4
6.5
6.6
SELECTION CRITERIA
EUTHANASIA PAPERWORK
EUTHANASIA METHODS
CARCASS DISPOSAL
EUTHANASIA ROOM/ENVIRONMENT
EUTHANASIA TECHNICIANS/TRAINING
7.0 ADOPTIONS
7.1
7.2
7.3
7.4
7.5
SELECTION CRITERIA/BEHAVIORAL
ASSESSMENTS
ADOPTION PROCESS AND POLICIES
ADOPTION FOLLOW-UP/COMPLIANCE
COMMUNITY ADOPTION PARTNERS
FOSTER CARE PLACEMENT
8.0 COMMUNITY OUTREACH PROGRAMS
8.1
8.2
8.3
8.4
8.5
8.6
8.7
PROMOTION/SOCIAL MARKETING
VOLUNTEERS
HUMANE EDUCATION/OTHER PROGRAMS
RELATIONS WITH AREA ANIMAL SHELTERS/
ORGANIZATIONS/COMMUNITY INTEREST
GROUPS
CLIENT SERVICE
WEB SITE
FERAL CATS
9.0 FIELD SERVICES/ANIMAL CONTROL
9.1
9.2
GENERAL OVERVIEW
OFFICER SAFETY
9.21 OPERATING POLICIES, PROCEDURES AND
FIELD OFFICER TRAINING
9.22 COMMUNICATIONS/DISPATCH
9.23 EQUIPMENT/VEHICLES/UNIFORMS
9.24 LAW ENFORCEMENT BACKUP AND
RELATIONS
9.3
9.4
EMERGENCIES/AFTER HOURS
JOB DESCRIPTIONS (ANIMAL CONTROL
OFFICERS/FIELD STAFF)
9.5 FORMS/RECORDKEEPING
9.6 OFFICER ACCOUNTABILITY PROCEDURES
9.7 ANIMAL CONTROL ORDINANCE REVIEW
9.8 LICENSING
9.9 DOGFIGHTING
9.10 INVESTIGATIONS AND ENFORCEMENT
9.11 FIELD SERVICES/ANIMAL CONTROL CONTRACTS
9.12 WILDLIFE ISSUES
10.0 GOVERNANCE, MANAGEMENT, AND
LEADERSHIP
10.1 GENERAL OVERVIEW
10.2 ARTICULATION OF ORGANIZATIONAL VISION,
MISSION, AND PLANNING
10.3 STABILITY AND LEADERSHIP
10.4 INFRASTRUCTURE AND SUPPORT SYSTEMS
10.5 PERFORMANCE MANAGEMENT AND
ACCOUNTABILITY
10.6 OPERATING POLICIES, PROCEDURES, AND
TRAINING
10.7 COMPENSATION AND BENEFITS SYSTEM
10.8 ANIMAL CONTROL ADVISORY BOARD/
COMMITTEE
10.9 DEFINITION AND RECOGNITION OF AGENCY’S
ROLE IN THE COMMUNITY
11.0 HUMAN RESOURCES
11.1 PERSONNEL/POLICIES
11.11 STAFFING LEVELS
11.12 JOB DESCRIPTIONS (NOT INCLUDING
ANIMAL CONTROL OFFICERS/FIELD STAFF)
11.13 STAFF UNIFORMS (NOT INCLUDING ANIMAL
CONTROL OFFICERS/FIELD STAFF)
11.14 EMPLOYEE HANDBOOK
11.15 STAFF GRIEVANCE PROCEDURES
11.2 STAFF TURNOVER
11.3 HIRING/FIRING/DISIPLINARY PROCEDURES
12.0 GENERAL FINANCIAL ISSUES
INTRODUCTION
The Humane Society of the United States (HSUS) believes that the objective examination of
shelter procedures and operations is best accomplished through independent consultations.
The HSUS is the nation’s largest animal protection organization and is uniquely positioned to
evaluate the effectiveness of local animal care and control services, offer recommendations,
and provide assistance with implementation.
Recognizing the need within the animal sheltering community for professional, standardized
analysis, The HSUS has developed the professional Animal Services Consultation (ASC)
program, a service created to effectively assist local animal care and control agencies (both
municipal and nonprofit) in managing their way to success.
In May 2007, The HSUS provided a proposal for a comprehensive review and evaluation of
the Jefferson Parish Animal Shelter Department’s current operations, services, and programs
with an eye to the future. A site visit was conducted October 1–4, 2007. The HSUS team
visited the East Bank shelter October 1, 2, 4, 2007 and the West Bank shelter October 3, 4,
2007.
Each HSUS ASC is tailored to meet the client’s needs by utilizing a team of experts to
conduct an assessment of services and suggest feasible solutions, as may be necessary, for a
wide range of issues. To assist Jefferson Parish, The HSUS utilized a team with specific
expertise within the field of animal care and control. The team for this evaluation included
the following HSUS representatives:
Carl Bandow, HSUS Consultant
Management and Administration
Dena Fitzgerald, HSUS Consultant
Shelter Operations
Keane Menefee, HSUS Consultant
Field Services and Animal Control
Gordon Willard, HSUS Consultant
Shelter Facilities and Operations
Carolyn Machowski, Manager, Animal Services Consultation
Site Coordinator
Beau Archer, Shelter Services Coordinator
Assistant Site Coordinator/Report Development
Along with this report, we have compiled a reference materials binder, which contains
sample forms, relevant articles, studies, and other information to help further support our
recommendations. Footnotes marked by a plus sign (+) have been included and consist of
books, CD-ROMs, brochures, and catalogs. Footnotes marked “CR” are simply credit
references and are not included. Footnotes with neither a (+) or “CR” are found in the
reference materials binder. All photographs are at the end of the report.
Notes:
The HSUS team would like to applaud Jefferson Parish for taking this initial step towards
improving services for both the people and animals in Jefferson Parish. We are optimistic
that positive change will result from the collaboration of those overseeing, working for, and
working with the Jefferson Parish Animal Shelter Department.
Included in this report are many recommendations, some requiring substantial change, and
we understand that these can be overwhelming. To start, we suggest reviewing the report
several times and forming a task force in order to prioritize the recommendations. (See
section 1.0, Task Force) Some of the recommendations can be implemented immediately
with just a change in procedure while others may take months or even years. It will be an
ongoing process.
The recommendations are derived from the expertise of The HSUS team as well as HSUS
guidelines, and they are based on what we believe are best practices in the sheltering field.
The recommendations in this report have been carefully chosen for Jefferson Parish based on
the current facilities. While this report has been written specifically for Jefferson Parish,
some of the recommendations are those we would make for any agency receiving a report.
For example, every animal shelter should ensure 100 percent spay/neuter compliance for
adopted animals.
The HSUS team has attempted to make recommendations that are feasible; however,
unbeknownst to The HSUS team, Jefferson Parish may have already tried some of them in
the past, and some may not be feasible with available resources. In short, The HSUS team
does not imply that Jefferson Parish must implement every recommendation to be successful.
The observations included in this report are based on information gathered by The HSUS
team. The team:
•
observed the staff and the facility during the site visit,
•
held discussions with staff, volunteers, government officials, and other area animal
organization representatives,
•
reviewed information provided to The HSUS team such as standard operating
procedures (SOPs), forms, statistics, etc., and
•
solicited and reviewed public comment via press releases to local media.
The HSUS has tried to ensure the integrity of the observations and the information used to
derive them, but recognizes that some of the statements made to The HSUS team may not
have been accurate.
By their nature, our reports focus on areas that need improvement, but the observations
throughout this report are not meant to be critical; rather they should be viewed as a snapshot
of where the agency was at the time of the site visit, and they should be used as a departure
point to where management wants the agency to go. In addition, we do our best to highlight
areas that are commendable. Unfortunately, some agencies that have received evaluations
have been unfairly besieged due to individuals and groups taking observations and
recommendations out of context and using them to target individual shelter staff. Some of the
issues discussed in this report are not uncommon in sheltering agencies around the country,
and The HSUS urges those reading the report to use it as a tool for positive change, not as a
weapon.
Please note that hereafter the Jefferson Parish Animal Shelter Department will be referred to
as “JPASD.” The HSUS would like to thank the people involved with the JPASD and
Jefferson Parish for their assistance and cooperation with The HSUS team. We have been
extremely pleased to assist in their efforts to improve programs and services for both the
animals and humans within their community, and we remain available as a continued
resource. With that in mind, The HSUS respectfully presents the following report.
Animal Services Consultation
Jefferson Parish Animal Shelter Department
1.0
TASK FORCE
The development of a task force to review this document and create a working plan of action
is a very important step to take. After reading this report, the task force should recommend
priorities and action items and specify due dates. The document the task force develops then
becomes the JPASD’s working document to implement the recommendations in this report.
The structure of the task force and the people selected for it are critical.
This process will help the JPASD prioritize and plan for the future both in response to this
report and with respect to other potential changes and plans for the JPASD. This process has
been used successfully with other agencies that have received evaluations.
The JPASD management, in concert with the task force, should prioritize and weigh each
recommendation against available resources and decide whether that recommendation is to
be implemented as-is or used as a departure point for what is most realistic for them.
Recommendations:
Put together a committee of no more than seven members who are willing to commit
up to four months and who work well in group settings. It is important to appoint
unbiased individuals to the task force. The task force should include the following:
Shelter staff representatives
Members of the advisory board
A veterinarian with a strong shelter medicine background
Other members may include:
An individual with legal strength
Public health officials
Parish budget officials
Community members with expertise in short-term and strategic planning
Those interested in animal protection, but without personal agendas
If the agenda does not move forward due to disagreement, strongly consider hiring a
professional facilitator.
Convey the task force’s responsibilities, which include:
reviewing the report
prioritizing each recommendation using a standardized form to rate each
recommendation by expected financial/labor cost, time, potential benefits, etc.
The recommendations can be divided up among the task force members.1
1
Task force matrix example
1
This process allows the agency, through the task force, to evaluate the
recommendations as they relate to each other.
Develop a reporting mechanism so the recommendations of the task force can be
presented and the JPASD can begin to implement the changes.
Create written guidelines outlining expected behavior and conduct for task force
members. These guidelines should include stipulations for missed meetings.
A memorandum of understanding (MOU) should be created that outlines the above
sections and the role and outcome of the task force. All task force members should be
required to sign the MOU so it is understood that the task force is to be a professional
undertaking.
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2.0
2.1
SHELTER MAINTENANCE
GENERAL OVERVIEW
The JPASD consists of two shelter facilities, the East Bank shelter located at 1 Humane Way
in Jefferson, and the West Bank shelter located at 1869 Ames Boulevard in Marrero. The
East Bank shelter was constructed in 1985 and the West Bank shelter was constructed in the
mid-1960s, with an addition constructed in the late 1990s. The East Bank shelter is located
on a service road where South Clearview Parkway (LA 3152) and Earhart Expressway (LA
3139) intersect. The West Bank shelter is located one mile south of the Westbank
Expressway (US 90).
2.2
BUILDING/GROUNDS/LANDSCAPING
Observations:
East Bank
The shelter is located near the water treatment plant, set back several hundred feet from the
parkway. The water treatment plant is west of the shelter, woods are north and east, and the
parkway is south. There is an expansive grassy area bordered by the driveway, the front
parking lot, and a water run-off control ditch. During the site visit, an old tractor and a
brightly colored spay/neuter vehicle which belonged to the Louisiana SPCA (LA/SPCA)
were parked on the grassy area which contained several mature pine trees. (See photo 1)
There are public parking areas on the front and the right side of the building. A chain-link
fence encloses the left and back of the building.
The single story building is constructed of painted architectural and standard concrete block.
The entrance is slightly recessed with a painted metal fascia on the roof that extends over
each entrance. Three screened, louvered vents along the long side of the shelter secured with
vertical security bars are set in the block wall. The entrance provides the only visual sight
line and natural sunlight into the Service Lobby.
A hose reel was setup to the left of the entrance. A slightly askew white mail box was in the
grass area to the right of the main entrance. There was an ash tray to the left and a garbage
can to the right side of the entrance door. There was a secondary entrance by the second
parking lot on the right side of the building with the same recessed design as the front
entrance. This door was not being utilized as an entry, but rather was converted into the entry
to the director’s office.
A sign that identified the shelter was located in the grass between the building and the
concrete walkway in front of the front parking area. The landscaping in front of the sign
consisted of two palms and some flowers, which obscured the lettering on the sign. (See
photo 2) The grass around the building was cut and neat; staff indicated that the parish had
recently assumed responsibility for cutting the lawn.
The grounds in front of the shelter were clean. However, there was clutter in the rear of the
3
shelter consisting of an old freezer, an old picnic table, some concrete blocks, two old
dumpsters, and an old flatbed trailer. The old freezer’s door was missing and several inches
of dirty, standing water sat at the bottom. (See photo 3) In addition, in the rear parking area
near the dumpsters there were three large storage sheds set on blocks and near the corner of
the building there was one shed.
West Bank
The West Bank shelter is located approximately forty feet off of Ames Boulevard between
the public health clinic and the emergency management facility. Ames Boulevard is west of
the shelter, the clinic is north, the emergency management facility is south, and an industrial
parking lot is east. A sign in the grass island between the parking lot and the road identified
the shelter.
The single story building is painted concrete block. The front entrance of the building is
about thirty feet wide, and a single door leads to the Service Lobby. There is a fire lane in
front of this portion of the building. Two other sections of the building set back from the
front entrance—the Garage and the Stray Dog Kennel—are visible from the road.
Staff indicated that the roof had been damaged by Hurricane Katrina and had been replaced.
However, the eve under the overhang at the front entrance was completely open. (See photo
4) Staff indicated that it had been this way since Hurricane Katrina. The open eve allowed
one to see the roof structure, which presented a security risk, as well as an entry and exit port
for wildlife and animals from inside the shelter.
The Garage to the left of the main entrance was used as an animal holding area. The front of
the structure consisted of the garage door, which was left open during business hours
allowing the public to observe the entire space. (See photo 5) The metal exterior was in very
bad shape. The exterior paint was faded, the metal was torn away from the steel structure,
and much of the lower portions of the wall were rusted completely through. (See photo 6)
Staff indicated that this section was supposed to be fixed, but they did not know how or when
it would be done.
The Stray Dog Kennel was set back approximately thirty feet to the right of the main
entrance and was about one hundred feet long. The Stray Dog Kennel was obscured by a six
foot chain-link fence with visible razor wire, just inside a solid wood fence. (See photo 7)
The fence concealed the front and right side of the Stray Dog Kennel.
The perimeter of the property was encircled by a chain-link fence roughly six or seven feet
high. The fence was topped with razor wire or overhanging barbed wire. The fence adjacent
to the driveway of the health clinic was leaning, leaving openings where it no longer joined
other parts of the fence. Staff indicated that there used to be a wood fence along the property
line parallel to the driveway to the public health clinic, and said they hoped it would be
replaced. An automatic gate gave field service vehicles access to the Garage.
The fenced-in area on the left side of the property was used for animal control vehicle
parking. The smaller area immediately to the rear of the shelter was mostly used for the dog
get-acquainted area. Beyond this, two large storage sheds set up on blocks occupied most of
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a grassy yard. The lawn in this area was neat and recently trimmed.
Landscaping in front of the shelter consisted of a small grass island between the road and the
parking lot roughly six feet wide where four trees were planted. There was also a small area
of grass and a raised flower bed between the parking lot and the wood fence in front of the
Stray Dog Kennel. Plants were in the bed; however, it did not appear to be routinely
maintained.
The HSUS team was told that security at this facility was a priority and that the use of
multiple fences and razor wire was to prevent break-ins.
Recommendations:
East Bank
Maintain the flower bed in front of the sign so that it can be seen clearly from the
parking area.
Make sure the hose reel is neat and maintained. If it needs to remain in front, it can be
hidden behind the palm or removed between uses.
Reset the mail box so that it is upright.
Add additional plantings along the front of the building to help break up the
institutional look of the large wall surfaces.
Add some outside benches and seating areas to help soften the appearance and to
indicate that visitors are welcome.
Change the building’s exterior color scheme. The incorporation of murals, multiple
colors, symbols, and/or other architectural signals could help to attract attention to the
facility.
Remove and dispose of the old freezer in the back area. Not only does standing water
attract mosquitoes, but the freezer serves no purpose and is unsightly.
West Bank
Repair the open eves at the front entrance.
Redesign and renovate the metal garage. The structure, as it stands now, is not secure
enough to protect against break-ins or keep animals from escaping.
Repair the leaning chain-link fence along the north side of the property line.
Consider adding some attractive professionally crafted designs, signs, or other
graphics on the solid wood fence to help improve the appearance of the front of the
building.
Provide additional attention to the landscaping along the road and in front of the Stray
Dog Kennel. Green space can help soften the appearance of the facility. Landscaping
5
could include better edging and separations between grass and parking, taller plants
and vines to obscure the wood fence, and perhaps trees to help provide some relief to
the industrial appearance of the adjoining property.
Discussion:
First impressions are lasting, and as visitors approach the shelter, the impression they receive
should be warm, friendly, and inviting. Animal control, with its law enforcement aura, has
traditionally been perceived as cold, bureaucratic, unresponsive and far from user-friendly. A
community’s animal shelter is the heart of an animal care and protection program. It should
help to set the standards within a community. The facilities and grounds should be
maintained so that they are attractive and welcoming to the public. The external maintenance
levels of the physical building itself can be—or can appear to be—reflective of the strength
and level of care of the internal programs, so take the time to attend to the outside as it can
help to frame a positive perception as visitors enter the shelter.
2.3
EXTERNAL AND DIRECTIONAL SIGNAGE
Observations:
East Bank
Traveling south on LA 3152, a green municipal sign read “Animal Shelter Treatment Plant”
and indicated making a U-turn at Citrus Boulevard. After the U-turn, traveling north on LA
3152 at the first exit ramp, another green sign read “Animal Shelter Treatment Plant.” Once
at the intersection of LA 3152 and the service road, another sign pointed towards the shelter.
On the first attempt, The HSUS team missed the turn from the exit ramp onto the service
road. The HSUS team commented that the road looked like it was closed, or ended. That, in
combination with this directional sign—which seemed to indicate to go straight—gave the
team the sense that the correct way to the shelter was to follow the main road. This, in fact,
was not the correct choice, as the road led to LA 3139.
The final directional sign was located at the intersection of the driveways to the water
treatment plant and the animal shelter. The green municipal sign directed a right turn. This
sign appeared damaged and was leaning.
The HSUS team sought visual clues for the shelter when a wrong turn was taken. The team
noticed the LA/SPCA’s spay/neuter vehicle, which was a good indication that the building
behind it was the animal shelter.
Volunteers at the shelter indicated that there was previously a different driveway, which was
much more convenient and provided much easier access to the shelter; road changes
eliminated its use. They also indicated that they were often told by others that it was difficult
to find the shelter. Their opinion was that clients had a hard time finding the shelter, resulting
is fewer visitors. They said that the parish created a committee which recommended
additional signage but the process was taking too long and that they were not sure if the signs
were actually going to be installed.
6
Other than the sign next to the entrance, there were no signs on the property or on the
building to identify it as the Jefferson Parish Animal Shelter. A laminated, computer
generated sign indicating the hours of operation was taped to the inside surface of the glass
door in the main entrance. The lettering was legible, although faded from exposure to
sunlight. There were no other external signs posted at the facility aside from the following: a
red and white “Do Not Enter” sign posted on the chain-link fence to the left of the building,
an “Entrance” sign posted on an outer chain-link fence at the back of the building, and a
“Authorized Personnel Only” sign posted on an inner chain-link fence roughly 20 yards
beyond the first fence. (See photo 8)
West Bank
Traveling east on the Westbank Expressway service road, there was a green municipal road
sign at Ames Boulevard indicating that the West Bank shelter was to the right. Once a right
turn was made, traveling south on Ames Boulevard, the shelter was clearly visible on the left.
A green, two-sided sign—visible from both directions—identified the shelter. This was the
only sign on the property that indicated the identity of the building as the Jefferson Parish
Animal Shelter.
There were a few other signs on the exterior of the building and fence. A sign on the wood
fence read “Beware Guard Dog on Premises.” The side door had been completely covered
with brown paper and a computer crafted paper sign taped to the inside surface instructed
visitors to go to the front door. Two signs were posted to the right of the front door. One sign
announced that there were no fees for surrendering animals and the other indicated the hours
of operation. The commercially produced surrender fee sign was brown with white reflective
letters and was large enough to be noticed from several feet away. The hours of operation
sign was posted further to the right on the flat surface of the wall. This sign was white with
black lettering and was in poor shape. Corrections were made using white paint, black paint,
marker, and additional stick-on vinyl pieces. This sign was crated over another sign and the
shadow of the old lettering was visible. The sign was confusing in its attempt to describe the
hours of operation. (See photo 9) A “no smoking” sign was inside the front door and a
computer generated sign taped to the inside of the door instructed visitors to ring the buzzer
in order to gain access to the building. The buzzer was affixed to the concrete wall to the left
of the door. A plastic laminated sign above the buzzer also indicated to ring the buzzer for
service, and a large red arrow painted on the block pointed to the buzzer. In addition to the
signs and the arrow, someone had written “ring door bell” and had drawn two arrows in back
marker. (See photos 10, 11)
Recommendations:
Consider adding graphics to signs. Graphics could include the parish logo or a JPASD
logo. Creating a consistent visual may also support marketing and branding
initiatives.
East Bank
Review the quantity and quality of the directional signs used on the roadways. Add
additional signs on the roadways and the service road in order to better direct people
to the shelter. First time visitors who are not familiar with the roads, the shelter, or the
water treatment plant will then have less difficulty locating the shelter.
7
Separate “animal shelter” from “treatment plant” on some or all signs. It is far more
likely that visitors need to find the animal shelter than the treatment plant.
Place large signage or graphics at the shelter site that can be seen from the highway.
There is ample space in the grass area along the roadway for a large billboard-type
sign. The front surface of the shelter also offers a great opportunity to identify the
building to the passing public.
Add a more prominent sign where the shelter service road splits from the LA 3152
exit ramp. Put the sign in the wedge between the roads directing people to take the
left roadway in order to get to the shelter. The condition of the road and its
appearance to drivers is currently confusing.
Repair the sign at the driveway entrance. Provide routine maintenance of all signs
making sure that they are standing straight and can be clearly understood.
Add signs that identify where visitors may park in order to fill the spaces in the
larger, front parking area as well as the smaller parking area to the right of the
building.
Add signs that help direct visitors to the main entrance. Since this door is used for all
transactions, clients should be directed to enter here. The fascia above the entrance
provides a great place to identify the main entrance.
Replace the paper sign on door indicating the hours of operation with a professional
high quality sign.
Consider moving the “Authorized Personnel Only” sign to the first chain-link fence,
and remove the “Entrance” sign. This will increase security and the possibility of the
public mistakenly entering the back area of the shelter.
West Bank
Consider putting signage, including the logo, on the front of the building to help
identify it as the animal shelter. The large flat surface provides a great opportunity to
identify the building as well as direct all services through the front door.
Remove the guard dog on premises sign. It is not consistent with the image of an
animal shelter and in all reality it would not deter someone from breaking into the
facility. If additional deterrents are required, utilize the services of parish
departments, including the police, and professional security firms to incorporate more
state of the art measures to accomplish additional security.
Replace the no fees for surrendering pets sign. This sign is much too dominant for the
space. If the message is important, replace the sign with a professional sign that
provides the same basic message, but in a softer and more appealing way.
Provide entrance and exit signs to the driveway. Since Ames Boulevard is quite busy
and the parking area is small, traffic control is essential.
8
Replace the sign that indicates the hours of operation. Be sure that the hours of
operation are clear and understandable. Use a high quality professional sign.
Replace the paper sign on the front door that indicates how to gain access through the
entrance. Use a professional sign that states simple instructions. If the instructions are
detailed because the door is not easy to use, repair the door.
Remove the hand written marker below the current red sign over the intercom/buzzer.
Replace the brown paper on the side door with a higher quality obstruction. Use
frosted glass in the door or apply an after market frosting to obscure sight. Use a
professional sign to instruct clients to the front door.
Discussion:
An animal control facility is often the first place people seek when they need advice about
any animal related situation. Exterior signage should be designed and installed with the
intention of directing and welcoming shelter visitors. Visitors should be able to find the
shelter, navigate easily into the facility, and locate the help they require. They need to feel
that their concerns will be handled with care and that the government has taken the business
of animal control seriously. The messages and the quality of the signs—just like the general
appearance of the facility—help to frame the visitors’ impressions and their interactions with
personnel. Take the opportunity to set clients up for a positive experience right from the
beginning by providing signs that represent how the parish wishes to serve its people and
animals.
2.4
PARKING AREAS/WALKWAYS
Observations:
East Bank
The public parking area was split into two sections, each area faced the building. The two
parking areas were separated by a small grass island where the flag pole stood. There were
nine spaces in the front of the building, one reserved for handicapped parking. There were
four spaces in front of the entrance to the director’s office with one designated as
handicapped parking. This parking area was split in half by a small grass area and storm
drain.
The two handicapped spaces were similar in construction. Each was identified by a
commercially produced metal handicapped sign on a five foot metal post at the head of the
parking space. Concrete ramps measuring 3 x 6 feet connected the parking spaces to the
elevated walkways. There were no handicapped insignias or markings on the surface of either
handicapped parking space.
Staff parking was located behind the shelter. The main staff parking area consisted of eight
spaces facing the woods. There were six spaces available for animal control and shelter
vehicles facing the back of the shelter to the right of the garage. The horse trailer, emergency
mobile kennel trailer, and one flatbed trailer were parked in the grass off of the main parking
9
area. The sheds and dumpsters in the back of the shelter occupied a number of parking
spaces.
During the site visit at least two upper management staff members used general public
parking. The vehicles remained in those spaces throughout the day. On October 1, a car
remained in the handicapped parking space in front of the director’s office entrance
throughout the day. There was no visible handicapped license plate or tag hanging from the
mirror. (See photo 12) The HSUS team observed the director driving the vehicle that was
parked in the handicapped parking space throughout that day.
All parking areas were paved. The paving was weathered and showed some damage. There
were holes in the pavement behind the shelter and there were broken down areas that left
loose gravel in place of pavement.
There was no marked fire zone in front of the building. The closest operational fire hydrant
was located in the grassy area between the parking lot and the main highway. The hydrant
was roughly one hundred feet from the building.
The walkways were elevated to 4–5 inches above the parking lot grade. The walkways and
entrances were concrete with a light brush finish and extended along the front of the two
public parking areas leading to the entry ways to the shelter. The concrete walkways and
entrance pads were in excellent condition—flat, even edges and no cracks or damage, but
some darkening in color. The Garage concrete was in good shape without any major cracks
or damage.
West Bank
The shelter had a circular driveway leading into the parking area. One of the driveways
intersected with the driveway to the fenced parking lot of the emergency management
facility. The driveway ran along the side of the shelter property. Staff indicated that the
property behind the shelter had once been used for housing farm animals and another time
for staff parking. The driveway on the other side of the property lined up with the driveway
leading through the mechanical gate to the Garage. There was an electronic security pad to
the left of the driveway protected by four bollards topped with traffic cones. The driveway
connected to the concrete garage apron.
The main client parking lot consisted of seven spaces along the wood fence in front of the
Stray Dog Kennel. Five spaces were used for the general public parking and two spaces
closest to the front entrance were designated as handicapped parking. The handicapped
spaces were identified by metal handicapped signs on metal posts at the head of the spaces.
There were no clear pavement markings showing the spaces or unloading areas, and there
were no handicapped emblems on the pavement.
Upon entering the property, The HSUS team observed three vehicles parked in the four
parking spaces parallel to the main road along the small grass island between the road and the
parking lot. The team was told that these spaces were used for staff parking. The vehicles
parked in this area, a mix of trucks and cars, obscured any line of sight from the road making
it difficult to see the public parking, the front entrance, directional signs, or any other public
10
areas at the shelter. (See photo 13)
There were four additional parking spaces on the left of the property. These spaces were also
used for staff parking. There were two dumpsters to the right of the four spaces that were
taking up two parking spaces—a single dumpster that was in use and another out-of-service
dumpster.
Animal control vehicles were parked along the side and towards the rear of the shelter inside
the fenced-in area. This space was also used for staff night parking. One staff member
indicated that previously cars had been stolen out of the main parking lot at night or after
hours. An out-of-service vehicle was parked at the rear corner of the back lot area. The only
other equipment parked in the space was a riding lawnmower.
There were no walkways, therefore clients must walk behind parked cars and in line of
moving vehicles that are either backing out or entering the parking area. There was one
concrete pad in front of the main entrance that was in good condition. An area of pavement
directly in front of the concrete main entrance was marked with yellow paint stripes and a
number of traffic cones. Staff told The HSUS team that this was to prevent clients from
parking directly in front of the shelter. The area was most likely a fire zone; however, there
was no pavement marking or sign indicating that it was a fire zone or prohibited parking.
During the course of the first day of the site visit, several cars had parked in the marked area
when the parking lot was full.
The pavement in the driveways, the public and staff parking spaces, and the other driveways
that were shared by the shelter and emergency management facility were in poor condition.
The material was broken down to such a degree that pavement markings were not visible.
Loose stones caused vehicle tires to spin and certainly, anyone who was in a wheel chair or
using any other walking aids would have found it difficult to maneuver.
The pavement had sufficiently shrunk at the concrete pad at the main entrance causing a
small edge where a visitor might trip. A handicapped individual would have some difficulty
negotiating the edge. In addition, the threshold of the main entrance was at least an inch or
more higher than the concrete pad, presenting another potential risk to clients and a barrier
for handicapped clients. The pavement led to a cement apron in front of the Garage. Gravel
and grass covered the ground to the left of the Garage; the gravel was firm and appeared to
be level.
Recommendations:
Review the federal guidelines for handicapped parking as well as access to the
building.2, 3 The current handicapped spaces and building access are not in
compliance. Guidelines indicate handicapped space size, size of loading zones, ramp
specifications, how pavement should be marked, requirements for signage, and
entrance door size and operation.
2
3
www.access-board.gov/adaag/html/adaag.htm
www.usdoj.gov/crt/ada/restripe.htm
11
East Bank
Conduct a review of local building code requirements and current public and staff
parking needs. The total number of public and staff parking spaces may be inadequate
for the size and use of the building.
Prohibit staff from parking in the limited public parking spaces and especially in
handicapped spaces. If additional staff parking or some accommodation for
handicapped staff must me made, it should be done without reducing public parking
space.
Additional public parking could be gained by enlarging both parking areas and
adding additional walkways. The larger parking area could be extended several
spaces using some of the grass area while the parking to the right of the building
could be enlarged using the grass area between the current spaces and by
expanding to the right.
Additional staff parking could be accomplished by moving the storage sheds,
removing the unused dumpsters, and moving the single in-use dumpster to
another location.
Add signage to help identify public parking. In addition to signage, add proper
surface painting including directional arrows.
Seal the parking pavement that is currently intact in order to extend its serviceability.
Repair and resurface all potholes and broken-down areas.
Clean up walkways to help eliminate the black discoloration to make them more
appealing.
West Bank
Review the parking needs and create alternatives. Additional public and staff parking
are needed. Alternatives might include: provide staff parking at the local health clinic,
expand existing parking using some of the land along the entrance of the health clinic,
allow staff to park in the underutilized emergency management parking area behind
the shelter, or utilize the space within the fenced-in area around the shelter.
Provide a clear sightline for visiting clients and for security by eliminating the four
parking spaces parallel to Ames Boulevard.
Designate public walkways so that clients do not have to traverse the parking lot
traffic.
Remove the unused dumpster from the property to help create needed space. Consider
moving the dumpster currently in use to another location in order to reclaim two
additional parking spaces. If the dumpster cannot be moved from the front of the
building, it should be enclosed so that it cannot be seen or accessed from the road, but
12
would still allow easy access to staff and the refuse service.4
Repave the parking lot once a new parking scheme has been completed. It is
necessary to replace the current deteriorating pavement and comply with handicapped
access guidelines. Be sure to allow for adequate space and loading zones for the
handicapped spaces.
Repaint the parking lot, adding proper handicapped striping and insignias and surface
directional arrows to assist with traffic patterns.
Immediately correct the handicapped obstacles at the front entrance if the parking lot
cannot be repaved right away.
Mark the fire zone in front of the building with the appropriate warning signs and
pavement painting.
Remove the out-of-service vehicle from the rear lot area.
2.5
WASTE DISPOSAL/STORAGE
Observations:
East Bank
The JPASD did not have an SOP outlining how to manage waste. Of the three dumpsters that
were at the back of the shelter, one was in use while the other two appeared out of use for
some time. The two old dumpsters were empty and clean. Staff indicted that the main
dumpster was emptied twice a week by a contracted waste hauler. The area around the
dumpster was clean and there was no unpleasant smell.
Regulated medical waste was managed by the same company used for general waste
disposal. Staff indicated that the medical waste was removed every three months. There was
a supply of empty, approved containers available to staff; filled containers were stored in a
metal cabinet in one of the storage sheds behind the shelter. The storage shed used for
regulated medical waste was locked, but the metal storage cabinet inside the shed was open.
Animal carcasses were delivered directly to the land fill each day. A freezer in the Euthanasia
Room stored carcasses overnight for disposal the next day. General garbage was moved
directly to the dumpsters using a rolling bin. The bin was found to be dirty and wet and was
not washed out after use.
There was adequate internal and supplemental storage capacity at the shelter. Internal storage
consisted of five dedicated storage rooms and external storage was accomplished using three
large storage sheds. A forth shed was located on the grass next to the rear corner of the
building. The HSUS team was told that it had been used by another organization that no
longer exists. Access to the shed and metal cabinet was restricted to four employees.
4
http://gcaaafences.com/productCat49036.ctlg
13
Two storage rooms were located in the garage area. The first storage room was used to store
boxes of records, starter kits, out of service office equipment, and a mix of other
miscellaneous items and boxes. There were three metal shelf units in the room which were all
overloaded. The entire floor was filled with boxes of records with no organization. Boxes of
very old records could be seen dispersed among more current records and staff indicated that
they had to rummage around to find the right boxes of records. Staff called the room the “rat”
room, presumably because from time to time, there were rodent issues.
The second storage room was used to store cleaning and medical supplies such as needles,
medications and other animal care products. Shelves were set up against the walls to help
store and organize materials. Generally, the room was navigable, but space was not being
effectively utilized. When staff was asked about rotating stock, they indicated that there was
no real method, but that the quick turnover of stock made rotating materials unnecessary.
Another storage room was located next to the food preparation/sink area and was used for
food storage. A small mechanical room was located within this storage room. The
mechanical room was free of general debris and was accessible. Shelves lined the walls
where bags of cat food, litter pans, bedding, and other miscellaneous animal care items were
stacked. (See photo 14) The shelves were not secured to the supports; therefore they shifted
around as product was moved. There were several covered garbage cans filled with animal
feed, a pallet of dog food on the floor, some open bags of food, and other items scattered
around. There were bits of dry food on the floor and some evidence of rodent droppings in
the corners of the room. Staff was asked if they rotated food items and they responded that
the turnover of food made rotating stock unnecessary. No dates could be found on any of the
bags or containers indicating when the food was received or how long it had been in the
room.
A forth storage area, accessible from the exterior of the building, was a large mechanical
room. The room was located to the left of the Garage. In this space were two hot water
heaters, an air handler, a heating unit, the transfer switch for the generator, and an electrical
closet. The room was filled with many other items including folding tables, metal folding
animal cages, and stacks of airline animal crates. The plastic crates filled the space from the
floor to the ceiling, making it impossible to see the air handler and heating unit. (See photo
15) There was little space to maneuver around the room and when The HSUS team tried to
inspect the air handler, many items had to be moved in order to gain access. When staff was
asked if the fire inspector had any problems with the space, the staff indicated that it was
permissible to store items in the area as long as they were not combustible.
The last internal storage space was located at the end of the hallway across from the
veterinarian’s office—the former director’s office—in the administrative section of the
building. The space actually housed the air handler for the administrative space in addition to
providing storage. The room was used for office supplies and other items associated with
administrative/educational functions. The space was not overly cluttered and one could move
about freely.
The three sheds in the back parking lot provided additional storage. One shed was dedicated
to holding supplies for hurricane preparedness and relocating the shelter animals to a more
14
secure sight. Another shed was used to house lawn and garden tools, maintenance tools, and
regulated medical waste. The third shed held some additional hurricane items as well as
animal shelter records.
All of the sheds were disorganized. Items were stacked on top of each other, and not clearly
labeled or, if labeled, labels were not visible. When staff was asked about the inventory of
items in the sheds, especially the hurricane preparedness stock, they indicated that there was
no inventory or lists of items.
West Bank
As previously mentioned, there were two dumpsters located in the front parking area to the
left of the driveway. The dumpster in use had been recently emptied and no debris was
noticed around the dumpster and no strong odor was detected.
Shelter garbage was taken to the landfill every morning along with animal carcasses.
Carcasses were stored overnight in the freezers in the garage. Garbage that accumulated
during the day was placed into the dumpster. Staff indicated that they understood how to
manage the garbage, but The HSUS team received different answers when asked about the
frequency of pick up.
Regulated medical waste was stored behind the door in the Surgery Room. The room was
locked and keys were given to designated staff members. Regulated medical waste was
moved from the West Bank shelter to the East Bank shelter when it had accumulated. One
regulated container was sitting on the desk in the central hallway, which was accessible to
staff and visitors.
There was one general storage room centrally located off the hallway that led from the main
hallway to the garage. Twelve large Shoreline® stainless steel cages were stacked around the
room to create storage compartments. The room held cleaning products, paper products, air
filters, and other miscellaneous items. (See photo 16)
The staff locker room was located across the hallway from the general storage room. Six full
length staff lockers, a large shower stall, and a small restroom were in the room. Boxes and a
file cabinet were in the shower room area making the shower unusable. Two metal cabinets
used to store rabies tags and a lateral cabinet were set up along the walls. Three chairs and
some other miscellaneous items were spread around the room. The room was cramped and
dirty, but staff continued to use the restroom and lockers.
Another storage area was constructed at a corner of the central hallway and the hallway
leading to the garage door. Administrative items, papers products and other items that the
shelter manager wanted secured were stored in this room. During conversations with the
shelter manager, it was indicated that if items were not secured, they had the tendency of
getting lost. The shelter manager had the only key to this room. There was also a small
storage room located next to the inner office in the Service Lobby which was used to store
office supplies.
The animal food storage room was accessed through the staff Lunch Room/pet food
15
preparation area. Bags of food were stacked on the floor, some were open. There was no
system of food rotation. An underutilized shelf unit was on one wall of the room holding
extra water bowls and other miscellaneous items. (See photo 17)
The final internal storage room was located at the rear of the shelter. As discussed later in
this report, the room was meant to be a cat isolation room; however, it was filled with
stainless steel cages, empty boxes, and other miscellaneous items, and could easily be viewed
by the public. (See photo 18)
External storage consisted of two large storage sheds located on the grassy area along the
fence in the rear of the shelter. One shed had been moved by the parish when the road to the
emergency management vehicle parking lot was created. The shed floor was sagging below
the building because it was not properly supported; there was no ramp from ground level to
the elevated doorway. There was no walkway or path to the shed. A few items were stored in
the rear of the shed along the back wall, but for the most part the shed was unusable due to
the sagging floor.
The second shed was used to store office supplies such as old computers waiting to be
recycled, old records, and other miscellaneous items. The shed was not well organized,
which made accessing items difficult. There was a wood ramp from the door to the ground,
but no walkway or path.
Recommendations:
Create SOPs5 for handling regulated medical waste, general waste materials, and
animal carcasses. Regulated medical waste should not be accessible; therefore keep
the storage sheds and cabinets locked and secured at all times.
Put in place a rotation system in the food storage areas to reduce the risk of spoilage
and infestation. If bags are opened, the remains should be stored in covered
containers.
Create a stock management plan for items that have expiration dates, such as
medications. It is important to rotate stock in order to maintain quality.
Review legal requirements for holding records. Remove old records and organize
records that must be maintained so that they are easily located. This activity will free
up much storage space and will greatly reduce staff time when a record search is
needed.
Create inventories of items in storage. An inventory is especially critical to the
hurricane preparedness and evacuation plan. Inventories are also required when any
kind of audit and/or review are completed. Having inventories of equipment and
items in storage would be beneficial during the budgeting process as well as
understanding if there was loss of resources.
5
HSUS SOP template CD-ROM+
16
East Bank
Review the items that need to be stored in the shelter and storage sheds. Designate
space for needed items and do not accumulate obsolete items. Items have
accumulated because there is no plan; once a plan has been implemented, this facility
will provide adequate storage capacity and storage areas will not be cluttered or
overfilled.
Address rodent problems using humane solutions.6 Removing clutter, blocking access
points, and improving sanitation will help deter rodents from the premises.
Repair the shelves in food storage room; secure them to the walls with supports.
Organize the hurricane preparedness shed. Use shelving to help keep similar items
together and to assist in providing an inventory. Be sure to label products and if feeds
are stored, be sure to rotate stock to prevent spoilage.
Remove and/or reorganize airline crates and other items in the large mechanical
room. Easy access to all mechanical equipment is essential.
Remove the shed once used by another organization, or utilize it for JPASD storage.
West Bank
Repair and properly support the floor in the damaged storage shed and install a ramp.
Install walkways or hard paths from the sheds to the shelter so that products can
easily be moved in and out.
Secure regulated medical waste containers that are in public areas, or store them
elsewhere. Commercial racks and security boxes are available.
After planning and rearranging storage needs, remove the storage items from the
locker room so that it can be utilized for its designed purpose.
Discussion:
Good storage habits will save time and expense in searching for what is needed. Staff will
benefit from having what they need on hand in an environment that is clean and orderly. Do
not be afraid to throw out what you may never use and to create open, available space that
does not have to be occupied simply because it is there.
2.6
BUILDING SECURITY
Observations:
East Bank
There were no written SOPs related to security concerns, procedures for closing, after hour’s
6
“The Humaneness of Rodent Pest Control,” G. Mason and K.E. Littin
17
access, or fire response. Staff members indicated that when the security alarm was triggered
or when they called 911, police response was generally very prompt.
The shelter was protected by an electronic security system. The system consisted of card
swipe entry and key pads, a network of motion sensors placed around pre-selected locations
in the shelter, and one external security camera. The entire system was monitored by a
contracted monitoring firm.
The system was programmed to activate at 6:00 p.m. and turn off at 7:00 a.m. the following
morning. Staff, who required access to the building after hours, used their key card and then
entered a code on the key pad to prevent an alarm. An alarm was reported to the police by the
monitoring firm. All staff members used one access code to disarm the system. In addition to
the protection at the doors, motion sensors were set up to detect activity within the facility. If
there was an unauthorized entry, the sensors would activate an alarm.
Staff members were issued key cards in order to open the doors at selected entry points. The
system was designed by parish security and the key cards were issued to staff by the parish.
Generally, storage rooms and sheds were all locked during the day using pad locks.
Management staff carried around a large key ring. Some staff members were issued keys;
they did not have good information about how key assignment records were maintained.
One security camera was mounted on the building at the rear of the facility. There was an
internal monitor located in the veterinarian’s office. Upon inquiry, one management staff
member indicated that the system was taped by a recorder at the shelter; however, after
speaking to management at the West Bank shelter; it was learned that the system was
monitored and taped by the outside monitoring firm for both shelters.
The entire rear area of the shelter was enclosed by a perimeter fence. There were two gates
through the fence, which were locked after hours. Most of the fence was in good shape and
was easily accessed. However, the area behind the sheds and dumpsters was not visible and
upon inspection was found to be overgrown with trees and vines making it difficult to inspect
the fence.
There were eight parking lot light poles: one at the entrance of the shelter driveway, one at
the edge of the parking lot at the corner of the building, one near the flag pole, one at the
right side parking area, one at the rear of the side parking area, two along the old driveway
entrance, and one at the right side driveway at the entrance to the fenced-in rear parking area.
The team was not on site at night to observe if all of the parking lights were operational. Staff
members indicated that the lights were operational, but could not indicate how they were
activated or controlled.
There were eight large quartz spot lights on the roof of the building pointed towards the
parking areas. While they may have had more of a security function, they would emit
additional light in all of the parking areas. Perhaps some of these lights were activated by
motion sensors and/or light level sensors, but after interviewing several staff members, there
was no clear consensus about how these lights were controlled.
18
The Garage, which consisted of two large areas split by the garage door, was used to house
animals. The Garage was an open, unsecured space. (See photo 19) The garage door was
closed at night; however, the outer part of the Garage—where animals were housed in
stainless steel cages—was open to the outdoors. During the day, the garage door remained
open while staff members transferred and handled animals. Animals in the outer portion of
the Garage were not secure from escape, or from unauthorized persons who may enter the
property. There were no locks or securing devices to ensure that the cage doors could not be
opened by a person, the animal, or as a result of an equipment malfunction. Staff was
supposed to check all cage doors at the end of the day. For more on animal housing please
review sections 3.22, Dog Housing, and 3.23, Cat Housing.
West Bank
There were no written SOPs related to security concerns, procedures for closing, after hour’s
access, or fire response. Staff indicated that the closing practice at this facility was different
than at the East Bank shelter. At the West Bank shelter the last person out of the building
checked doors and cage locks and called the monitoring service to let them know the
building was secure.
The HSUS team was told that building security was a major concern at the West Bank
shelter. Management staff members indicated that break-ins occurred in the past. Office
equipment, drugs, medical supplies, dogs, and cars reportedly had all been stolen. The team
was also told that theft of Pit Bulls from the Stray Dog Kennel was a serious problem. One
manager stated very frankly that some people would do just about anything in order to get
their dog back, or take other dogs that they wanted.
The security measures consisted of the following: exterior fencing, razor wire, barbed wire,
extensive lighting, use of pad locks on all dog cages, locked front door, and security cameras.
The shelter was protected by the same card key system, motion sensors, and monitoring
practices used at the East Bank shelter and the practices for after hour’s entry seemed to be
consistent with the East Bank shelter practices. However, at the West Bank shelter the front
entrance door was always locked, requiring staff to open the door from the inside either
manually or by using an electronic device and the automatic gate leading to the Garage
remained closed. There were two exterior security cameras set up to view the Stray Dog
Kennel and there was a monitor in the kennelmaster’s office.
Roughly 24 gas vapor lights affixed to the shelter walls or roof overhangs lit the public and
staff parking in the front of the shelter and the side and rear animal control parking areas.
There were no parking lot light poles. The HSUS team was not on the property during the
night to observe how well the parking areas were illuminated; however, it can be assumed
that if all of the lights were operational, the general area would be reasonably illuminated.
The public parking in front of the wood fence may not be as bright because the lights were
under the overhang, above the runs, and behind the six foot fence. Six lights were distributed,
three to a side, directly over the outer portion of the Stray Dog Kennel. The protective lenses
were not in place, leaving the bulbs exposed.
The Garage was used to house animals in stainless steel cages along both sides of the room.
During the day, the side door and garage door remained open to help ventilate the space.
19
Staff indicated that animals have escaped, but could not provide an idea of how many or how
often. The walls of the building were damaged in many places, offering escape routes to
animals even when the doors were closed. (See photo 6)
The fence along the driveway to the emergency management parking lot behind the shelter
property did not reach the ground. There were pieces of concrete and wood placed along the
bottom of the fence to help cover the holes.
According to the shelter manager, all of the dog run doors, both inside and outside, were
supposed to be locked at all times. Since all of the runs were chain-link covered, in order for
someone to gain access without the key, the locks or the chain-link itself would have to be
cut.
During the site visit, The HSUS team noticed that locks were left off of some run doors
during the day. Management indicated that as part of the closing procedure, all gate locks
were checked. The locks were all keyed alike and staff members were assigned a key. Pad
locks on the cages were meant to secure them during the day and at night. The HSUS team
observed some runs with locked pad locks, some with unlocked pad locks, and some without
pad locks at all.
Generally, storage rooms and manager offices were locked when not in use. Staff members
were assigned keys; they indicated that they did not have all of the keys, but managers did.
According to the shelter manager, the monitoring service provided reports on who entered
the building after hours. The key card system tracked times and the card used to open the
door. According to the shelter manager, the reports came in handy to help catch a staff
member who was taking products out of the building after hours.
Recommendations:
Develop and implement SOPs for building security including opening and closing
and alarm procedures. A written SOP will help provide consistency and avoid critical
oversights such as doors left unlocked and all staff, especially managers, will have a
full understanding of security issues and how they are managed.
Train the staff how to respond to dangerous situations such as a security breach,
dangerous and unruly clients, and other security issues. This should also be included
in the SOPs.
Maintain a master list of key assignments and make sure that staff acknowledges
receipt of keys.
East Bank
Trim back the trees and vines from the exterior fence line so that it can be inspected
and maintained.
Review parking light operations. Determine if they are on timers, light sensors, or
motion sensors. Document the specifications and create a routine maintenance
program.
20
Immediately discontinue holding animals in the outer portion of the Garage. This area
cannot be secured during the day or night and therefore should not be utilized for
housing animals.
Discontinue holding animals in the inner portion of the Garage, or close the garage
door if animals continue to be housed and handled in this space. This is a
recommendation related to security only, not the quality animal care; for this, please
review section 4.3, Animal Care. One of the most basic animal handling security
requirements is to have a minimum of two barriers between an animal and the outside
world. If housing and handling animals in the Garage continues, extensive
renovations will be required to address proper animal housing, sanitation, HVAC, and
other husbandry needs.
West Bank
Install video camera(s) in the front office. Based on the security issues and the
potential risks, additional internal surveillance might be warranted.
Repair the broken lenses on the six lights under the eves of the Stray Dog Kennel.
The lenses help to disperse light effectively and protect the bulbs from damage. Since
the lights are situated over the outer portion of the Stray Dog Kennel, broken glass
posed a risk to the dogs.
Review the lighting patterns on the property. If there are areas that are not
illuminated, add additional lighting. Lighting increases safety, as well as convenience.
Review the integrity of the perimeter fence. There are some places where breaches
can occur that can easily be rectified. Reset the fence or add barriers at the base along
the south side of the property line. As it is now, small dogs who might escape the
building into the yard could escape under the fence.
Immediately close all doors in the Garage and repair all walls and other escape routes
if this space continues to be used for animal housing. This is a recommendation
related to security only, not the quality animal care; for this, please review section
4.3, Animal Care. If housing and handling animals in the Garage continues, extensive
renovations will be required to address proper animal housing, sanitation, HVAC, and
other husbandry needs. Simply closing doors, repairing the external metal skin and
fans to address HVAC needs will not be adequate.
Discussion:
Because day-to-day operational concerns often receive the most immediate attention in
shelters, building security, and precautions to ensure staff and public safety often take a back
burner. These issues must remain a priority, and any problems must be regularly pinpointed,
addressed, and resolved before a crisis occurs. However, efforts should be made to strike a
balance between adequate staff safety and unencumbered client/staff interactions. In addition,
the safety of the animals in the shelter should be a priority and governmental agencies have
an obligation to assure reasonable efforts are made to keep the animals secure.
21
2.7
GENERAL SAFETY ISSUES/OSHA
Observations:
During discussions with upper and middle management at both facilities, they indicated that
there were procedures in place for safety, reporting injuries, and some other safety
components. They indicated that the parish safety and human resources divisions provided
safety training and driver safety training and were to conduct routine safety programs and
tailgate meetings as described in the 2003 Jefferson Parish Employee Safety Manual.
The manual spoke to the availability of training; comments made by management indicated
that some staff had received required training and as a result of this, other staff members
knew to go to trained staff members with safety concerns.
The HSUS team found it difficult to assess the level of procedures, training, and staff
understanding. Staff indicated that there had not been any kind of safety training at the
shelter since 2001. The staff further indicated that a request for assistance had been made in
January of 2007, and as of then there had not been a response. There was no Internet training
made available to shelter personnel, and no routine safety tailgate sessions at the shelters.
Other than requiring drivers to participate in driver training, safety and mandatory OSHA
training was deficient. There were no SOPs, reports forms, or other documents produced
prior to or during the site visit. A few references to safety were included in: the Jefferson
Parish Animal Shelter Department Manual draft dated April 2007, the Jefferson Parish
Animal Shelter Department Employee Regulations, issue year 2007, with no date, and in the
Jefferson Parish Employee Safety Manual. Concrete evidence of following those directives
was not evident.
The Material Safety Data Sheets (MSDS) manuals at both shelters were clearly marked and
were stored in a special holding rack on the wall. The East Bank shelter manual was next to
the sink near the food storage room, and the West Bank shelter manual was located on the
wall in the central corridor. Upon inspection, the books were not up-to-date. Also, a staff
member commented that when a parasite dip had once been inappropriately used causing an
unfortunate incident with dogs at the East Bank shelter, the MSDS for that product was not in
the book. The HSUS team was told that at least one staff member referred to the book at the
time of the crisis, indicating that there was some awareness of the importance of MSDS.
Although this procedure was not performed during the site visit, The HSUS team reviewed
the JPASD Operational and Administrative Procedures 1.11 a, b, and c, and 1.12 d,
“Preventing Flea and Tick Infestation—Animal Shelter Kennel Personnel Responsibilities,”
and “Clean-up Responsibilities,” which required animals to be dipped and applied to all dogs
and cats entering the shelter. Although The HSUS team was told that animals were no longer
dipped, signs were observed in both shelters. One sign read, “Important Reminders! Dip
every dog and puppy, scan every animal coming into the shelter,” and another sign read,
“Don’t forget to scan and dip all dogs owned and stray coming into the shelter daily.” The
team had serious concern about the benefits versus the hazards of this process for both staff
and animals. Procedure 1.11 stated that disciplinary action would be taken for failure to dip
adult dogs and spray puppies, cats, and kittens before putting them into the runs or
22
appropriate areas of the kennel. Procedure 1.12 d stated that animal control officers and
humane officers were responsible for dipping or spraying animals when they arrived at the
shelter. Neither Procedure stated what products were used or outlined instructions on how to
perform these duties other than 1.11 a, which stated, “If an animal is too large or too small
for the vat, the dip shall be poured over them.” The Procedures did not address the age,
physical condition, health, etc. of the animals who were expected to be dipped.
Secondary labeling on bottles was not in compliance with chemical safety guidelines. Spray
bottles were labeled in black marker indicating the product. The team saw bottles labeled
bleach and water, alcohol, Nolvasan®, Trifectant®, and Fecasol®, to name a few. In some
cases, the writing was faded and hard to recognize. (See photo 20)
There were no visible eye wash stations and staff indicated that they were not aware of any
portable eye wash equipment. First aid kits were located in each animal control vehicle and
throughout the shelter facilities. There were designated staff members responsible for
maintaining the kits.
Management indicated that protective equipment such as back braces, eye wear, and gloves
were distributed to staff. During The HSUS visit, no staff member was observed wearing
protective equipment other than latex gloves. Some staff members indicated that they had a
latex sensitivity, but non-latex gloves were not observed by the team.
The animal housing and handling areas were quite noisy in both shelters. The Dog Kennels
and the Garages were particularly noisy, made worse by fans that were in constant operation.
Cat Rooms were generally quieter; however, the roar of fans was overwhelming.
The HSUS Team recorded sound levels at both shelters between 7:15 a.m. and 11:30 a.m. as
follows:
Date
10/2/07
Room/Area
Dog Adoption Kennel
Sound Level
97 decibels
Shelter
East Bank
10/2/07
Bite Hold Room
90 decibels
East Bank
10/2/07
Stray Dog Kennel
88–92 decibels
East Bank
10/2/07
Isolation Room
85 decibels
East Bank
10/4/07
Stray Dog Kennel, near entry
76–82 decibels
West Bank
10/4/07
Stray Dog Kennel, far side
95–98 decibels
West Bank
10/4/07
Puppy Room
63 decibels
West Bank
10/4/07
Stray Cat Room
83–85 decibels
West Bank
10/4/07
Garage
79–90 decibels
West Bank
10/4/07
Adoption/Bite Case Kennel
87–97 decibels
West Bank
Many of the cat cage banks were three- or four-tiered. This made it particularly difficult for
staff to reach upper surfaces and posed a potential risk of injury. Ladders were used by staff
to reach upper cages although the number of times staff had to go up and down to clean the
units both increased the risk of injury and seemed to be a very inefficient method of cleaning.
Small ladders or step stools were not available in each room.
23
Current state and federal labor law posters were clearly displayed in the both shelters. The
posters were displayed on large cork display boards. Posters at the East Bank shelter were
displayed on the wall in the hallway leading to the Dog Kennels and the posters at the West
Bank shelter were in the central corridor.
Floors in both shelters generally provided good traction when dry. The floors in the kennel
areas were sealed concrete and painted concrete in some areas. Office hallways and office
floors were covered with vinyl tile. The soaps used to clean the kennels made the smooth,
sealed floor slippery and potentially dangerous. When tiled floors were cleaned, “wet floor”
signs were clearly visible.
Recommendations:
Create a comprehensive employee safety manual addressing all safety issues as
required by OSHA. Each staff member should receive a copy of this manual and sign
a statement acknowledging receipt that will become part of their personnel record.
The safety manual should contain, at the minimum, all of the information provided
during the safety training sessions as described below.
Each employee should attend safety training specific to the JPASD at the start of
her/his employment. Volunteers should also be required to attend this training.
Attendees should be given a written test at the conclusion of the safety training to
demonstrate that they have learned and comprehended the material. A record of this
safety training and the test should also become a part of each employee personnel file.
The safety training should include the following topics:7
How to read a Material Safety and Data Sheet (MSDS)
Location of emergency exits
Emergency evacuation procedures
Locations and use of fire extinguishers, eye wash stations, and first aid kits
Proper lifting technique
How to complete an accident report
How to report a maintenance problem
How to handle a chemical spill
Where to go for emergency medical treatment
Use of personal protective equipment (PPE)
Proper secondary labeling of hazardous materials
Animal handling
Fire safety
Transmission and prevention of zoonotic diseases
The safety committee should hold regularly scheduled monthly meetings to discuss
issues, review accident reports, ensure that all MSDS are current, and make
7
HSUS Animal Sheltering magazine, “Safety Insurance Checklist,” January–February 1999+
24
adjustments to training and policies as needed. At least one staff member from each
shelter department should attend these meetings.
Cease the use of parasite dips and sprays for the prevention of fleas and ticks, if the
JPASD has not already done so. Parasite dips are not only an ineffective method of
controlling fleas and ticks, but must also be handled by personnel in accordance with
the manufacturer’s labeling and with personal safety measures. There are many safer,
easier-to-apply topical flea and tick treatments available, see section 5.3, Incoming
Animal Examinations for specific recommendations.
Assign a supervisor to make regular inspections of the facilities and report any OSHA
concerns to the safety committee on a weekly basis.
It is essential that the JPASD management be aware of the personal protective
equipment required for use within the facilities and that they maintain staff
compliance. According to OSHA, employees must be trained and required to do the
following:
Use PPE8 properly
Be aware of what kind of PPE is necessary
Understand the limitations of PPE in protecting employees from injury
Don (put on), wear, adjust, and doff (take off) PPE
Maintain PPE properly
Properly labeled all secondary labels to comply with OSHA regulations. These
secondary labels must include the full name of the materials in the container, the
concentration if a solution or mixture, and the date. Proper labeling of containers
containing chemicals is essential to health and safety.
Install eye wash stations at both shelters. In addition to eye wash stations, other
portable eye wash devices should be made available. According to OSHA standards,
specifically §1910.151(c), eyewash stations need to be located within ten seconds (or
less than 25 feet away) of the work area, and where a strong acid or caustic is used,
the station should be immediately adjacent to the hazard area. A staff member should
be assigned to check the eye wash stations and equipment on a weekly basis to ensure
that they are operational and all contents are within the expiration dates.
Continually evaluate the sound levels (with a sound level meter) in the animal
housing areas, and require earplugs for staff during cleaning and feeding to stay in
compliance with OSHA regulations. The importance of policies regarding hearing
protection should be stressed to all staff on a regular basis.
Maintain “Employee Right to Know” stations and move the current posters and
MSDS manuals to the common staff areas that are accessible to all of the staff at all
8
OSHA Fact Sheet, “Personal Protective Equipment”
25
times. This should include:
MSDS
Accident report forms
Where to seek emergency medical treatment
Safety hazard and maintenance request forms
There are additional safety resources available on the Internet. Examples include:
MSDS Online:
www.msdsonline.com
Cornell University:
www.ehs.cornell.edu
9
OSHA :
www.osha.gov
Consider eliminating three- and four-tiered animal cages. They take more time to
clean and are difficult to maneuver, which can cause a greater risk of injury to staff
that must constantly use ladders.
Provide step stools in all rooms if the three- and four- tiered animal cages cannot be
changed immediately.
Ensure that all chemicals being used in the shelter have an MSDS and that the binders
are readily accessible to staff.
Discussion:
Employee and public safety must be taken seriously in any work environment, and it is the
employer’s responsibility—and legal and ethical obligation—to ensure the safety and welfare
of employees and the visiting public. This is achieved by providing a safe environment,
proper training, necessary equipment, and appropriate accountability protocols.
To some degree, noise is inevitable in all animal shelters regardless of size. Noise, however,
not only presents a danger to staff, it also plays a significant role in forming the public’s
opinion of an animal shelter. Additionally, the short- and long-term effects—many of which
are stress-related—of noise on the animals must also be strongly considered.10, 11, 12
The barking of dogs is generally the greatest source of noise, but many other factors also
contribute. Advancements in the design of shelters, and the materials incorporated in them,
have served to help to reduce the noise in many animal care and control agencies.13
OSHA has strict regulations regarding acceptable decibel levels (particularly on a continual
9
OSHA Fact Sheet, “OSHA Compliance Assistance”
Science Daily, “Constant Din Of Barking Causes Stress, Behavior Changes In Dogs In Shelters,” July 26,
2006
11
The Daily Illini, “Colorado Study Finds Shelter Designs, Noise Levels Affect Animals’ Well-being,”
August 2006
12
HSUS Animal Sheltering magazine, “Going Barking Mad,” pages 29–31, January–February 2004+
13
HSUS Shelter Pages 2008, “Noise Reduction Products,” pages 112-113+
10
26
or routine basis) to protect employees. Their guidelines state that when employees are
exposed to 85 decibels or higher on an eight hour time-weight average, ear protection must
be available and a general hearing conservation program instituted.
To deter long-term hearing loss, Consumer Reports® developed a set of recommendations
based on the findings of the National Institute on Deafness and Other Communications
Disorders, which states the following relating to sound levels:
Category
Decibel Level
Examples
Recommendations
Dangerous
About 110 and up
Always use ear protection
Harmful
About 100–110
Potentially
Harmful
About 85–100
Relatively
Safe
About 85 or less
Firearms; fireworks and jet
engines at close range; loud
concerts or music clubs
Chain saw; snowmobile; loud
aerobics class
Circular saw; loud string
trimmer or power blower;
motorcycle at high speed; loud
wedding reception; loud mower;
loud vacuum cleaner
City traffic noise; hair dryer;
electric string trimmer or
mower; quiet vacuum cleaner;
noisy dishwasher; noisy air
conditioner
2.8
Protect ears when exposure
exceeds 15 minutes
Ear protection recommended,
especially for regular, lengthy
exposure
Ear protection not needed
EMERGENCY PROCEDURES/DISASTER PREPAREDNESS
Observations:
There was no hard-wired, early fire detection or sprinkler system in place at either shelter.
Battery powered smoke detectors were placed throughout the shelter facilities. During the
entire site visit, at least six detectors were emitting an audible signal at the East Bank shelter
indicating that the batteries were low. Those same detectors continued to signal without
attention throughout the site visit even though staff recognized the warning signal.
Staff did not indicate that they were familiar with a fire evaluation plan, where to meet, or
who would count employees. They did not indicate that they received training or had
participated in recent fire drills. Some management staff indicated that they did have a plan
in place and mentioned some of the important components; however, no written documents
or SOPs could be produced. There were framed emergency evacuation plan diagrams posted
in the public areas describing locations of fire extinguishers, exits, hazardous areas, and other
places within the shelters. Proper Emergency Exit signs were installed over doors; however,
because some rooms had been renovated or assigned new functions, those exit signs may
have become obsolete. For example, at the East Bank shelter the door that led from the
hallway to the director’s office was blocked; however, the exit sign remained over the door.
Fire extinguishers were clearly identified and recently inspected. There were no security or
27
secure key boxes (KNOX boxes)14 outside the shelters to provide fire and police with
immediate access and there were no emergency contact phone numbers listed on the doors or
other conspicuous areas at the shelters.
Staff indicated that when they had problems with difficult clients, they used the 911 system.
There were no internal security cameras or devices such as panic alarms in the building.
The East Bank shelter was equipped with an auxiliary generator, fueled by natural gas. The
kennelmaster was responsible for operating it weekly. The unit was activated for The HSUS
team; the generator started immediately and ran for more than five minutes before being shut
down. The unit can support some lighting, office equipment, and other more essential
equipment, but it was not large enough to run the entire facility.
The West Bank shelter was not equipped with an auxiliary generator. Management indicated
that it had been discussed at some point after Hurricane Katrina; however, the topic had been
abandoned. There were several battery-powered emergency lights in the main corridors of
the shelter, which would activate in a power outage.
The JPASD utilized the American Humane Association’s Emergency Animal Relief and
Disaster Planning: Operational Guide for Animal Care and Control to create their plan. The
plan included emergency practices for a community disaster as well as evacuating animals
from the shelters. Staff indicated that the parish held a training practice session this past
summer. Management was familiar with the process and indicated that it took six hours to
move the animals out of the shelter and about two days to move animals from both shelters to
the Washington Parish Fairgrounds. Components of the plan had been recently updated.
Recommendations:
Create specific SOPs detailing actions the staff should take in the event of any
possible emergencies, including fire, chemical spills, potentially violent individuals,
lost children, and human medical emergencies. These SOPs should be reviewed in the
employee safety training program.
Add panic alarms at the front desk and other critical locations at both shelters.
Expand camera surveillance to include the front offices of both shelters, but at the
very minimum, at the West Bank shelter, as previously mentioned.
Incorporate a maintenance program to ensure routine inspection and replacement of
batteries in smoke detectors.
Incorporate a preventive maintenance program for the emergency generator at the
East Bank shelter; include detailed records.
Consider installing a back-up generator at the West Bank shelter.
14
www.knoxbox.com
28
Evaluate the advantages of installing early fire detection systems at both shelters. Fire
detection is important for human safety; however, in the case of a devastating fire
which could kill many animals, the media attention and public outcry could be
significant. Providing early detection might help to save animal lives as well as
mitigate public concern.
Install a lockbox at both shelters to provide building access to the police and fire
departments during an emergency. These boxes should contain entry keys to the
shelters and to any locked areas. The JPASD should also provide a call list of current
staff telephone numbers to the monitoring service, police and fire departments and
post all emergency numbers on the doors.
Select at least one staff member from each department to be trained in human first aid
and CPR.
All staff and volunteers who have contact with the public should receive training on
conflict resolution, dealing with difficult clients, and diffusing volatile situations.
This training will minimize the number of situations that could get out of control.
Discussion:
Emergency situations do not always fall into the category of a full-scale disaster. An
emergency may consist of a broken water line, a gas leak, or someone falling and sustaining
an injury. It is critical that staff know and understand the importance of reacting properly and
professionally to these situations. One of the primary functions of having an emergency plan
is to teach staff how to mitigate injuries, damage, and losses.15
2.9
FACILITY MAINTENANCE
Observations:
The general condition of both shelter facilities indicated that major repair work and routine
maintenance has not been completed with any regularity. Inquiries made to staff and
managers revealed that no real formal or established procedures for repairs had been
followed. It seemed that certain staff was responsible for maintaining certain items
depending on the level of their personal experience, but it was unclear to the team which staff
was responsible for which items. At one shelter, an employee who had some mechanical
experience, seemed to handle many tasks and liked the responsibility, but at the other shelter,
staff made repairs out of necessity expressing frustration because they could not attend to
their primary responsibilities.
Staff indicated that repair and maintenance were ongoing problems and were not addressed
by supervisors or the parish. After much discussion with staff and managers, The HSUS team
understood that some minor repairs and upkeep were accomplished by staff and managed by
the direct supervisor. Staff did not object to providing simple maintenance, but many
15
HSUS Animal Sheltering magazine, “Weathering the Storms,” May–June 2005+
29
indicated that they could barely care for animals and perform other essential functions, no
less try to perform maintenance and repairs. At both shelters it seemed that items were
repaired, based on how serious the need. Staff seemed to accommodate or work around
broken items as best they could.
When staff members could not make repairs, the next level was to secure assistance from
parish maintenance personnel. However, reports from staff and managers indicated that
response was slow and many times inadequate. For example, as previously mentioned, parish
personnel moved a storage shed at the West Bank shelter, but did not properly support the
floor which led to damage that has not been repaired years later. In another example,
repeated requests for the eves at the entrance of the West Bank shelter to be repaired have yet
to be made.
When parish staff could not handle the repair, shelter managers sought outside assistance
from contractors. Managers indicated that securing bids for repairs, especially smaller, short
term jobs was problematic because of the lack of available skilled contractors who were
interested in the jobs.
Throughout both shelters, major repair work was needed. For example, the metal garage
structure at the West Bank shelter was in deplorable condition. Metal side panels were pulled
away from the structural steel frame and rusted completely through. This did not happen
recently or as a result of hurricane damage, signaling that repairs had been deferred for quite
some time.
At the East Bank shelter, large portions of the drop ceiling were missing from almost every
room in the shelter. (See photo 21) There seemed to be no attempt to make repairs, indicating
a lack of understanding about how to secure rooms that housed animals, but also how it
affected client opinion of the parish’s commitment to its animal sheltering program. Staff
indicated that they did not use the staff lunchroom because the ceiling was missing and
things fell from the ceiling when they ate.
During The HSUS site visit, the HVAC units were inspected. The filters were dirty and
clogged and three air handling units were frozen. The temperature and humidity level in
many of the rooms was too high, but staff was unresponsive until The HSUS team members
brought the problem to their attention.
It was clear that both shelter facilities have been neglected. The West Bank shelter, while
about twenty years older, seemed to be in better shape than the East Bank shelter, although
there were considerable repair issues that must be addressed. The East Bank shelter, which is
larger and handled slightly more animals, seemed to have more significant repair issues
perhaps because it was a more complicated facility.
Recommendations:
Parish and shelter officials must complete a comprehensive assessment of the repair
needs of both shelter facilities. A short term repair plan and a long term maintenance
and replacement plan must be implemented.
30
Follow the parish practices for securing bids and authorizing work.
Parish officials must consider the mission of the animal control program and forecast
future needs. It may be timely to establish a facilities review committee to look at
future requirements and current industry best practices in order to incorporate
findings into a future development plan.
It would be reasonable to make significant renovations to the East Bank shelter and
consider replacing the West Bank shelter.16 The average lifespan of an animal shelter
facility is between twenty five and thirty years.
Develop a comprehensive facility maintenance plan to include regularly scheduled
inspection of all kennels, cages, floors, walls, doors, equipment, lights, and HVAC
system including the vents, etc. Regular preventative maintenance will help to
anticipate and address problems before they arise.
Maintain written logs of all requested and completed repairs as well as repair histories
for major mechanical components.
Appoint or hire a dedicated maintenance professional to oversee all animal services
repair and maintenance. Two shelters and associated equipment justify the attention
and oversight.
Discussion:
An animal shelter is no different from other municipal buildings, requiring constant attention
and funds to adequately maintain the property. Routine problems, such as drains clogging,
guillotine doors not functioning properly, hoses breaking, and light bulbs burning out,
commonly occur and must be addressed. The parish has a responsibility to ensure that the
facility is kept in a manner that is functional, safe, and attractive, and that crucial equipment,
such as HVAC systems, is maintained and in good operating condition.
The difficulties and concerns that result from years of differed and neglected repairs and
maintenance have now become quite significant. It seems that a higher price will be paid to
make up for years of neglect. Routine inspections will decrease the number of costly repairs
that have to be initiated because something was overlooked. It is much more cost effective to
have a solid preventative maintenance program in place rather than wait until something
breaks or gets worse.
16
HSUS Animal Care Expo 2007, “Bark-itecture on A Budget, Creative Animal Shelter Design,” Martha T.
Seng, AIA
31
3.0
3.1
SHELTER INTERIOR DESIGN AND LAYOUT
HUMAN SERVICE AREAS
3.11
RECEPTION/SERVICE LOBBY
Observations:
East Bank
The entrance to the Service Lobby was through double glass doors at the front entrance. The
reception area was clean, neat, and open. The service counter formed a boundary between the
clerical staff who perform client service and the clients. There were three planters on the
floor near the entrance. A large tree to the left of the door obscured several framed pictures,
plaques, and a suggestion box which hung on the wall. There was a metal and fiberglass three
seat unit along the right wall and a similar three seat unit on the left wall to the right of a
door. Generally, the space appeared plain and unplanned.
The service counter was opposite of the entrance. The service area was a rectangular cut out
in the wall with a laminate counter top for the working surface. The office space was on the
other side of the service counter. There were two doorways leading out of the Service
Lobby—a wooden door immediately to the right of the service counter which led to the
office space, a metal door on the left wall which led to a second waiting area, public
restrooms, and the hallway that traverses the building.
Two walls in the Service Lobby were light tan-painted drywall with a vinyl base cove,
another wall was textured block. Generally, the paint was in good condition although it
showed some signs of age. The floor was vinyl tile. Some of the tile edges were pulling away
from the floor, which was dull, but free of surface dirt. The floor had not been waxed, buffed,
or thoroughly cleaned other than having been mopped. The base cove under the service
counter was damaged, painted on, and missing in some spots.
Two candy dispensers were against the left wall to the right of the door. An aluminum/glass
display case hung on the wall to the right of the door displaying t-shirts for sale. Pictures, two
signs, and a comment box hung on the wall above the seating unit. Another aluminum/glass
display case was affixed to the wall to the left of the service counter which displayed current
fees.
A large cork board hung above the seating unit on the right textured block wall. An
information display set on the coffee table portion of the seating unit. There were three
information racks in the Service Lobby. One metal wire rack was to the left of the service
counter, a metal tower rack was on the floor between the service counter and the wood door,
and another metal tower rack was in the corner to the right of the wood door. The two tower
racks were full of informational sheets and the wire rack held a few brochures.
There were additional table top displays arranged on the left side of the service counter, and
three paper signs were taped to the countertop which read, “no pets or kids on counter.” The
32
information displays and the lost and found binders took up nearly one quarter of the
working surface on the counter.
The reception area was open and seemed to provide ample space. The counter was used for
all services: adoption, lost and found, incoming animals, and other general business. During
the site visit there were never more than three clients in the space at one time, but there was
sufficient room for more.
A second waiting area was between two intersecting hallways—the hallway that led to the
administrative offices to the right, and the hallway that led to the kennels to the left. There
were seating units across from the two public restrooms and along the wall opposite the point
of intersection between the two hallways.
A vending machine was located to the right of the public restrooms, across the hallway from
the doorway to the kennelmaster’s office. The restrooms were sometimes locked, so clients
had to ask to use them and a staff member was summoned to open them. There was a large
garbage can between the restroom doorways and a yellow “wet floor” sign which was
leaning in the corner. The “wet floor” sign remained in the corner during the entire site visit.
When clients were interested in going to the animal holding areas, they first reported to the
service counter. The clerical worker then instructed the client to proceed to the second
waiting area where a staff member would meet them. Clients were observed waiting for a
short time and also sometimes a very long time. Staff was summoned repeatedly before they
came to the waiting area. The HSUS team witnessed some clients, who had been in the
shelter before, walk to the animal areas unaccompanied.
The hallway floors in this area were vinyl tile. They were free of surface debris and had been
recently mopped; however, like in the Service Lobby, the floors were dull and worn. They
did not appear to have been sealed and/or waxed in some time. The walls were brownpainted concrete block, which made the area relatively dark.
West Bank
As mentioned in section 2.6, Building Security, the entrance into the shelter was locked at all
times. The team felt that this may have created conflicting perceptions about how welcomed
clients felt at the shelter.
Upon entering the Service Lobby, it appeared crowded and overpowered by the cubicles to
the right. The service counter was to the left and there were three clerical staff desks located
on the other side of the counter. A walkway on the left led to the clerical area. Part of the
counter top could be lifted and lowered across the walkway.
A seating unit in front of one of the cubicles to the right provided two seats for clients.
Originally, the room was designed to be one open space and staff indicated that at one time,
adoption counseling areas were in the Service Lobby, but eventually they were replaced with
the clerical and animal control office cubicles.
Limited wall space was available for educational materials and displays. There was a display
33
on the wall behind a clerical cubical that displayed t-shirts for sale; however, it was not very
noticeable. A cork board display, a tower information rack, and the water fountain were on
the wall to the right of the door leading to the main hallway. An information display hung on
the small wall to the right of the service counter. A number of counter displays sat on the
right side of the service counter and occupied nearly half of the working surface.
The walls were mauve-painted concrete block. The floor was vinyl tile. The floor seemed
free of general dirt, but it was worn and dull. It did not appear to have been cleaned, sealed,
or waxed recently.
The Service Lobby was used for all client transactions including incoming animals,
adoptions, animals returned to owners, paying fines, etc. Because the space was limited and
one could only gain access through the locked door, staff could control how many people
were given access to the Service Lobby at one time. However, clients waiting outside would
not understand and sometimes grew impatient if not promptly let into the Lobby. During the
time of The HSUS site visit, no more than three clients were observed in the office area at
one time.
Recommendations:
Increase the selection of educational materials in the Service Lobbies. Make sure to
include information in Spanish and English regarding rabies vaccination,
spay/neuter, local and state laws pertaining to animals, responsible pet ownership,
behavior and training, list of local veterinarians, and upcoming events. Providing
written materials is an easy way to educate the public. Continually develop
educational and informational materials for public use, or take advantage of
materials made available by national organizations, including The HSUS.17, 18 Be
sure that all educational materials are branded with the name and address of the
JPASD.
Assign a staff member to stock and straighten the educational literature displays on a
daily basis.
East Bank
Review the activities that take place in the Service Lobby from the client’s
perspective in order to reorganize this space. Client service is an essential component
of successful performance and designing the area to meet that objective should take
priority.
Review the flow of traffic, especially at busy times. There are too many conflicting
processes currently programmed in this one area which affect safety and client
service. Seek to separate incoming animals from adoption and other services. One
possibility would be to move intake to the entrance that is currently the director’s
office.
17
18
Guide to The HSUS Animal Sheltering Programs+
HSUS Publications Catalog+
34
Seek to eliminate or reduce the boundary line between clerical staff and clients at the
service counter. Assigning one or two clerical staff to sit and work at the counter
would be one way to address this issue.
Remove all items from the service counter to offer an open, inviting area for multiple
clients to work.
Repaint the Service Lobby and the second waiting area and use color and design to
help direct clients.
Repair the broken and lifting floor tiles or replace the floor surface. Repair the base
cove.
Institute a regular floor maintenance program.
Replace tower information racks with attractive commercial display units that hang
on the walls. Good utilization of wall space will free floor space as well as reduce
obstacles for effective floor maintenance.
Review the practice of announcing that clients need assistance by summoning staff.
Clients waited for staff and clerical staff became disengaged until the client returned
either to ask about assistance or to complete a transaction. If summoning staff is
determined to be essential, provide quiet internal systems like personal
communication devices rather than using the public address system.
Unlock public restrooms. If the locks on the door are not appropriate, change them.
Continue to inspect bathrooms regularly and routinely; be sure that they are clean and
stocked.
Incorporate a volunteer assistance service to help clients visiting the shelter.
Volunteers can help clients go to the animal areas, can help clients with animals and
children at the service counter, can address many routine questions. This can free up
staff and at the same time improve client service.
West Bank
Remove items on the service counter to create some additional working space.
Replace the cork display board with a quality commercial information display unit to
consolidate all educational material. Remove the tower unit in order to gain as much
floor space as possible.
Remove the book case components of the desk sets in the reception area to help open
the space. Wall space could be utilized to replace the lost storage capacity.
Review the flow of traffic, especially at busy times. Consider separating animal
intake from adoption and other services. One possibility is to move intake to the
opposite side of the Service Lobby. This change could be accomplished in concert
35
with the following recommendation. Another option could be to move animal intake
to the Garage. Making an opening through the inner office could maintain the
connection between clerical staff and the incoming process.
Review the necessity of having clerical and animal control staff in the Service Lobby.
If workload other than direct client service was consolidated and moved to another
location, the reduction of staff in the Service Lobby could free up the space.
Consider moving some of the adoption clerical process beyond the door of the animal
area. It could help the flow of traffic and reduce noise in the Lobby.
Discussion:
An animal shelter’s Service Lobby provides the first impression for incoming visitors and
can create a lasting, positive effect. Readily accessible client service is important for setting a
pleasant tone and providing quality education.
3.12
OFFICES/DISPATCH AREAS
Observations:
East Bank
An open, shared office space was located on the other side of the client service counter. Four
desks used by clerical staff were directly behind the service counter. Two desks were set up
in an alcove area immediately to the right of the doorway that led from the reception area to
the inner office. Two desks for animal control dispatcher were at the rear of the office.
The assistant director’s office was to the right of the dispatch area and the executive secretary
and shelter manager offices were located off of a short hallway leading to the main shelter
hallway on the left side of the office.
In general, the space was open and bright, but was also cramped, although one was able to
move around without difficulty. Based on the floor plan that was provided, the space was
originally designed for five desks, yet there were eight desks present. The room was noisy
while clients were at the service counter, phones rang, and staff members handled routine
business and it became louder and more distracting as staff interacted.
The veterinarian’s office was large, but not fully set up due to his recent appointment. The
kennelmaster’s office was located off of the second waiting area, across from the public
restrooms. The director’s office was moved to what was once a second lobby; this office had
its own private entrance, but was still connected to the inner office and the Conference
Room.
There were two Lunch Rooms in the shelter. One was on the animal care side of the shelter
and the other was located across the hallway from the Conference Room. The animal care
side Lunch Room had a large refrigerator and the administrative services side Lunch Room
was being utilized to hold post-operative cats from the LA/SPCA spay/neuter van.
36
The Conference Room was disorganized and in a state of disrepair. The rug had been pulled
off of the floor, but the old glue had not been removed. Tables, chairs, files, and other
miscellaneous items were scattered around the room. Staff indicated that the room had been
used recently to house cats, but that all of the cats had gotten sick and were euthanized as a
result. A couple of cats were roaming freely in and out of the conference room and the
director’s office. A few piles of feces were noticed around the perimeter of the room and
litter boxes and food dishes were scattered about; they did not appear to have been recently
cleaned.
West Bank
The office was part of the Service Lobby, separated by the service counter. The space was
fairly cramped. Three clerical staff desks were dark wood grain making the space somewhat
dark.
The area was noisy as the clerical staff worked with clients, answered phone calls, worked on
computers, and went about everyday business and the noise increased due to dispatching.
Generally, calls were handled by the animal control dispatchers; however, clerical staff also
handled calls when the office got busy or dispatching staff were not available.
There were two offices on the left side of the hallway just beyond the doorway leading out of
the Service Lobby. The first office was used by the shelter manager and the second was used
by the kennelmaster. The public restrooms were on the opposite side of the hallway across
from the two offices. The women’s room was accessible from the main corridor and the
men’s room was at the end of the narrow hallway leading to the side door. The staff Lunch
Room was located off of the hallway leading from the main corridor into the Stray Dog
Kennel.
Space was at such a premium that changes would be difficult to make. The offices for
clerical staff were cramped and could not absorb any additional equipment.
Recommendations:
Consider moving dispatch to a different location. Since most of the functions of
dispatch have to do with telephone and radio communication and centralized data,
dispatch can be managed from anywhere that there is a computer system and phone.
Moving dispatch out of the inner offices to a separate office in the shelters or
consolidating it to one shelter may provide some relief.
Maintain desks, work areas and general office areas to help eliminate clutter. This
would help to organize the space and free up additional floor space for better
movement.
East Bank
Determine how the Conference Room will be utilized. There are a number of
possibilities for utilizing this space effectively depending on overall general strategic
initiatives.
Renovate the Conference Room if it is for staff only. If it is to function as a public
37
space, then the connecting office (the director’s office) should return to its designed
and intended function so that it can be entered by the public with relative ease.
Other possible uses for the Conference Room could include dispatch, general
office duties, phone services, internal training, volunteer support, or any
combination. The space provides opportunity to address some of the other
deficiencies in service delivery at both shelter facilities.
Repair the ceiling in the Lunch Room.
West Bank
Add additional lighting to the office area.
3.13
RETAIL AREA/SHELTER STORE
Observations:
There were no gift shops or stores at either shelter. Each shelter displayed t-shirts for sale in a
display case on the wall in the reception area.
Recommendations:
At this time, the sale of pet items and supplies is not a priority. No action is
recommended.
3.14
HANDICAPPED ACCESS
Observations:
Overall, the East Bank shelter was in compliance with the Americans with Disabilities Act
Accessibility Guidelines (ADAAG). Doorways throughout the facility seemed wide enough,
thresholds did not present obstacles and the floor surface was generally level. Handicapped
parking, as previously mentioned, did not meet guidelines. There was no automatic door
opener on the entrance door.
The West Bank shelter, in general, did not meet guidelines. The hallways and doors seemed
to comply; however, as previously noted, parking and exterior walkways did not comply.
Restrooms did not comply. There was no automatic door opener at the front entrance and the
elevated door threshold presented an obstacle.
Recommendations:
Ensure that the facilities comply with the ADAAG, which cover the construction and
alteration of facilities in the private sector (places of public accommodation and
commercial facilities) and the public sector (state and local government facilities).
Discussion:
The ADAAG gives civil rights protections to individuals with disabilities similar to those
rights and protections provided to individuals on the basis of race, color, sex, national origin,
age, and religion. It guarantees equal opportunity for individuals with disabilities in public
38
accommodations, employment, transportation, state and local government services, and
telecommunications.
A public entity must ensure that individuals with disabilities are not excluded from services,
programs, and activities because its existing buildings are inaccessible. A state or local
government’s programs, when viewed in their entirety, must be readily accessible to and
usable by individuals with disabilities. This standard, known as “program accessibility,”
applies to facilities of a public entity that existed on January 26, 1992. Public entities do not
necessarily have to make each of their existing facilities accessible. They may provide
program accessibility by a number of methods including alteration of existing facilities,
acquisition or construction of additional facilities, relocation of a service or program to an
accessible facility, or provision of services at alternate accessible sites.
3.15
INTERNAL SIGNAGE
Observations:
Signs posted throughout both shelters were a mix of computer generated signs on 8 ½ x 11
sheets of white paper taped to doors and walls, metal reflective signs, vinyl decals, plastic
signs, handmade signs, and letter board cases. Some of the signs did not present a
professional appearance. The language on some of the signs aimed to convey jokes, while
others were designed to prevent some action, rather than be instructive, helpful, or
encouraging. One sign in full public view at the East Bank shelter proclaimed, “We have the
cleanest lost pets in America, owner’s claim they just washed their pet and forgot to replace
the tags and collar.” A sign at the West Bank shelter in public view said, “Stop, if you are not
a supervisor, do not sit at my desk.” Another sign said, “due to circumstances beyond our
control, the maid has recently terminated her employment. Your cooperation in keeping this
area clean is appreciated.” A white metal sign at the East Bank shelter that provided adoption
information was direct, but appeared harsh in its design, as did the sign that read “there are
no fees for surrendering your personal pet.”
Many doors and wall spaces were pasted with four or more signs, which seemed to be placed
wherever there was an empty space rather than in strategic locations to encourage notice.
Rooms and hallways were not well labeled. Directional signs were minimal and there were
few architectural signals or designs that helped move the public through the spaces.
No smoking signs were posted throughout the shelters. Cork boards displaying various flyers
and photos seemed very cluttered and hard to read. Some were more attractive than others
and some appeared to have been posted for quite some time.
Recommendations:
Use professionally made signage whenever possible. Not only are professionally
made signs more attractive, but they are also more durable.
Incorporate signage style and materials to match the updated design and image.
Discontinue using taped-up signs, which never look professional and quickly become
faded and tattered.
39
Interior signage should be clear, noticeable, and standardized with a common color,
shape, and size. They should assist clients using positive images and language that
also supports the marketing and branding plan. There might be important messages in
some of the current signs; however, they should not be conveyed harshly or
sarcastically to the public, since public image is of concern.
Evaluate the messages and strategic placements for important messages. Clients come
to the shelter to see animals and to interact with the agency and its staff. Resist the
urge to cover every bit of wall space with some form of communication, picture,
display, or other items.
Internal signage should comply with the ADAAG, which has requirements for
character proportion and height.19
3.2
ANIMAL SERVICE AREAS
3.21
VENTILATION/TEMPERATURE (HVAC)
Observations:
East Bank
The JPASD did not have a written SOP regarding ventilation or temperature control. Three
HVAC systems were identified for the administrative offices, public reception spaces, and
some of the interior rooms in the animal care wing. Staff and management did not know
about air exchange rates in any of the animal housing areas and did not indicate that they
understood specifications of the general system. They handled air exchange and cooling by
adding more fans and opening more doors. This, in fact, countered any of the design
specifications of the HVAC system.
The Stray Dog Kennel, Garage, Euthanasia Room, and Healthy Cat Room were warm and
humid. All of the doors in these spaces, including the garage doors, were open during The
HSUS site visit. Wall fans, large pedestal fans, and large cattle fans moved air around all of
the animal spaces. Besides causing additional noise in all of the rooms, fans blew air directly
at animals.
A system of ceiling exhaust fans in the animal holding rooms and hallways was designed to
exchange air only. The exhaust fans drew air out of the facility and fresh air entered the space
through vent openings in the exterior walls of the rooms. Simple on/off switches for the
exhaust fans were located on the walls in each area. All of the switches were in the “on”
position; however, it was impossible to determine if all of the exhaust fans were operational.
Large cattle fans were placed at one end of each of the each Dog Kennel, presumably in
order to move air around the room to make it cooler. Some of the exhaust grates in the
ceilings were dirty and partially obstructed.
19
www.access-board.gov
40
Humidity levels in the New Orleans area are usually very high. Since The HSUS visit was
completed in early October, it can only be assumed that the temperatures and humidity levels
in the animal rooms would become elevated during warmer periods.
Temperature and humidity in the animal housing areas at the East Bank shelter were recorded
by The HSUS team between 9:00 a.m. and 3:00 p.m. on 10/2/07 as follows:
Room/Area
Dog Adoption Kennel
Temperature
82°
Humidity
57%
Bite Case Kennel
82°
55%
Stray Dog Kennel
84°
54%
Isolation Room
82°
53%
Healthy Cat Room
88°
45%
Garage, inner portion
91°
43%
Garage, outer portion
93°
51%
Cat Adoption Room, outer portion
79°
58%
Cat Adoption Room, inner portion
81°
54%
Heat was provided by a series of ceiling mounted space heaters. Staff indicated that they
rarely needed to use supplemental heat, but on the few days that they did, the units “could
really throw out some heat.” The staff indicated that they continued to run the exhaust fans in
the kennel areas in order to exchange air.
The HSUS team inspected the three air handlers. The air filters in two of the units were dirty
and clogged, adding to the pressure on the units. The coils of the air handler located in the
laundry room were frozen solid. Staff seemed unaware that the rooms serviced by the unit
had deteriorated over time; as it became warmer and more humid, odors seemed to become
more evident. The HSUS team reported this malfunction to management on-site. Water ran
out of the air handler in the mechanical room and the skin of the unit was cold. The shell was
not opened for inspection; however, the sound of the unit along with the water leaking out of
its base indicated that the coils had frozen at some point.
West Bank
Management indicated that design and “as built” plans no longer existed for the shelter. The
Service Lobby, Lunch Room, locker room, hallway, main storage room, two manager’s
offices, and public restrooms seemed to be cooled by the HVAC system. The temperature
and humidity levels were comfortable and seemed to remain constant throughout the day.
The filters in the unit were clean.
The Stray Dog Kennel was an indoor/outdoor run design. A single exhaust fan removed air
through one large return in the center of the ceiling and drew fresh air from outside through
the open guillotine doors in each dog run. The door at the end of the room was open and a
cattle fan was used to pull fresh air into the area.
In the Adoption/Bite Case and Isolation Kennels, the runs were inside, with no guillotine
doors. Fresh air was drawn into the space through open windows high on the walls and the
41
door at the end of the kennel. Air was distributed by two high capacity fans affixed to the
walls, one per side, and exhausted by two through-the-wall exhaust fans, one per side, high
on the walls. Forced air gas heaters were installed near the ceiling of these kennels. The air in
the room was heated by the units and moved around by its fans, but the heaters did not
provide any air exchange. Staff members indicated that the exhaust fans were kept running
and windows kept open in order to provide air exchange. With this system there was minimal
air exchange for the animals because air flowed in through the windows and exhausted at the
same height.
The remaining animal holding rooms included a Healthy Cat Room, a Cat Adoption Room, a
Puppy Room, and a Small Bite Case/Laundry Room. The Healthy Cat Room and the storage
room to the right had screened windows supplying fresh air. These rooms also had a throughthe-wall fan that exhausted air from the room. There was a ceiling mounted gas heater in the
rooms that provided supplemental heat when needed. A pedestal fan in the Healthy Cat
Room created a strong flow of air directly at the cats.
There was an air supply grate in the ceiling of the Cat Adoption Room, but no return grate
was observed in the ceiling or walls. The room was cool but seemed humid. Air in the Puppy
Room seemed to be provided by one supply line. There was no noticeable return vent, but
there was an exhaust fan in the exterior wall above the corner sink. The operation of the fan
created significant noise.
The Small Bite Case/Laundry Room was humid and condensation had formed on the floor.
There was an air supply vent in the ceiling, but a return vent was not observed. The washer
and dryer were not in use at the time; the dryer was vented to the outdoors.
In the Garage, the outside door and mechanical garage door were open and large fans moved
air throughout the space. The large through-the-wall exhaust fan at the rear corner of the
Garage, behind the carbon monoxide euthanasia chamber, was operating.
Temperature and humidity in the animal housing areas at the West Bank shelter were
recorded by The HSUS team between 6:00 a.m. and 10:00 a.m. on 10/4/07 as follows:
Room/Area
Stray Dog Kennel
Temperature
77°
Humidity*
94%
Puppy Room
75°
73%
Garage
77°
91%
Small Bite Case/Laundry Room
75°
68%
Cat Adoption Room
75°
67%
Healthy Cat Room
79°
90%
Adoption/Bite Case and Isolation Kennels
79°
90%
* It was raining on 10/4/07.
Recommendations:
Complete a full review of air quality and handling requirements for both shelters.
Short term and long term plans should be developed to correct the deficiencies. Air
42
exchange, temperature, humidity levels, rate of exchange, direction of flow, and other
factors are critical and essential animal care components in an animal shelter.
Review mechanical and “as built” drawings or some engineering studies in order to
establish the current HVAC capacity of the systems in operation. Loads should be
reviewed based on current use and systems should be evaluated and redesigned to
meet current needs.
It is critical to disease control to provide the following air changes per hour:
Public areas: minimum of 6–8 changes per hour
Animal housing areas: minimum of 12–14 changes per hour (where HVAC is
present)
The best environment would be created using 100% fresh air. Where this is
prohibitive, filters and other purification systems should be utilized to purify
returned air.
Maintain an air temperature between 68 and 72 degrees in animal housing areas
where HVAC systems are in place.
Clean fans and air vents regularly. Vents, air ducts, and filters should be cleaned
and/or replaced monthly, at minimum.
Put in place a preventative maintenance and service program for the HVAC system.
It is imperative that fans not blow from areas housing sick animals to areas housing
healthy animals and fans should not create drafts directly on animals. The optimum
control of air quality and flow is accomplished with enclosed shelters. Special
attention must be given to animals when ambient (outdoor) air quality is harsh.
Redesign the air flow in all areas where ambient air is used. In areas where air
exchange is accomplished using exhaust fans and openings for supply air, air should
flow evenly past the animals.
Consider utilizing humidity control systems during peak humid weather. These
systems can often be integrated into the HVAC system. The HSUS understands the
region’s climate and therefore the challenge of regulating humidity in the shelters.
The HSUS defers HVAC recommendations to the expertise and experience of Design
Learned, Inc.20, 21
Discussion:
Even a well-designed kennel or cattery is only as effective as the air circulation and
ventilation it employs. Many diseases in a shelter setting are airborne, and when these
20
21
www.designlearned.com
“Fresh Air & Filtration-Mechanical Design for Animal Care Facilities,” C. Scott Learned, MS, PE, 2005
43
diseases are spread to other populations in the facility, the entire shelter is put at risk. No
amount of cleaning will prevent the spread of disease in the face of an inadequate ventilation
system.
The inability to control temperature in the shelter may also contribute to serious disease
problems. Although there are advantages to having indoor/outdoor kennels and moving fresh
air through animal spaces, there are also disadvantages, such as not being able to eliminate
moisture and the introduction of dirt, dust, and pollutants. Moisture and dirt can facilitate the
spread of certain diseases.
Heating, cooling, and humidity control systems should be serviced regularly as part of a
facility’s preventive maintenance program. These systems are crucial, not only to provide for
the animals’ health and comfort, but also for that of the staff and visiting public. A means of
circulating the air must always be in operation in all animal housing areas.
3.22
DOG HOUSING
Observations:
East Bank
There were four dog kennels in the shelter: the Dog Adoption Kennel, the Bite Case Kennel,
the Stray Dog Kennel, and the Isolation Kennel. The kennels were accessed using the central
corridor that intersected with the client waiting area beyond the Service Lobby. Down the
corridor and through a doorway, the Dog Adoption Kennel and Bite Case Kennel were on the
left and the Stray Dog Kennel was on the right. The Stray Dog Kennel was also connected to
the Garage on its other side. Animals brought in by animal control officers (ACOs) entered
the shelter through the Garage. The Isolation Room adjoined the Stray Dog Kennel. During
the site visit the Isolation Kennel was being used as a puppy and small breed stray holding
area. At intake, stray puppies were housed in a two-tier bank of stainless steel cages in the
outer portion of the Garage. There was an unclean two-bin stainless steel food hopper in the
Dog Adoption Kennel that was not being used for food storage.
Each dog run was similar in construction and size at 7 x 3 x 7 feet. The runs were
manufactured by the Mason Company and were constructed of galvanized tube and chainlink with the door at the corridor end and chain-link at the opposite end. The two end runs in
each line of runs had a door at the back end to allow access to the drain trough area; these
runs were 7 x 6 x 7 feet. All runs were covered with chain-link tops. A painted, four-inch,
standard face concrete block wall separated each run. The walls ran the full length of the runs
to about four feet high. Chain-link separations continued from the top of the wall where they
met with the chain-link run cover.
Floors were at one time sealed concrete, although The HSUS team observed imperfections,
cracks, and areas of the floor that were worn. The floors did not appear to have been treated
or resealed recently. Run floors were properly pitched towards the open drainage trough
where it flowed into a number of drains in the trough. The floor provided good traction when
dry; however, it was slick when wet and during the cleaning process. The paint on the walls
between the runs was a light color. The paint coating seemed dull, and chipped; the walls did
44
not appear to have been recently recoated.
Most of the dog runs ran along exterior walls; however there were two lines of runs back-toback in the center of the Stray Dog Kennel. An open trough for the runs along the walls ran
between the exterior walls and the back of the runs. The drain trough for the center runs ran
between the backs of the runs. (See photo 22) The open troughs were about two feet wide.
Please see section 5.6, Disease Control and Sanitation for further discussion on the efficacy
of the back-to-back runs in the Stray Dog Kennel.
There were 92 runs located throughout the shelter: 15 in the Dog Adoption Kennel, 17 in the
Bite Case Kennel, 50 in the Stray Dog Kennel, and 10 in the Isolation Room. All runs were
equipped with metal-framed platform benches. Corridors that ran between the fronts of the
runs were roughly six feet wide, providing ample space to move.
There was adequate lighting from the fluorescent light fixtures above the animals and in the
corridors. There was also natural light coming through the glass blocks along the length of
the exterior walls in the rooms. Ceiling tiles were missing in many parts of the kennel areas.
The paint color on the walls and the separations in the runs was light, but the finish was dull
and dirty.
Each kennel was equipped with a mechanical hose reel for cleaning. The reels were mounted
high on the walls. Several hose reels leaked and water ran across the walking areas. All runs
were equipped with water lines and heavy plastic automatic watering bowls located at the
rear of the runs. Some water lines were continually flowing; but because the bowls were at
the drain trough end, water did not flow across the animals’ living space. Hot and cold water
used for cleaning was mixed before going through the washing hose. Temperature gauges
were on all of the water lines except for the line in the Stray Dog Kennel. The water
temperature at each location was about 60 degrees.
The stainless steel cages where puppies were kept upon intake were located on a sun
drenched wall in the outer portion of the Garage. For more on this issue please see section
4.3, Animal Care.
West Bank
There were three dog kennels in the shelter: The Stray Dog Kennel, the Adoption/Bite Case
Kennel and the Isolation Kennel. The Stray Dog Kennel in the older part of the shelter was
located to the right of the main corridor, and the Adoption/Bite Case and Isolation Kennels
were in the building addition on the right.
The Stray Dog Kennel’s roof extended over the runs helping to shield rain and sun. The Stray
Dog Kennel consisted of 42 indoor/outdoor runs which ran along the exterior walls separated
by a six foot corridor. There were 21 runs on each side of the corridor. A composite sliding
guillotine door was raised up and down using a chain and pulley system. One set of guides
had been pulled from the wall, but otherwise the guillotine doors seemed to function properly
other than some that were slightly loose.
The majority of the indoor runs were roughly 6 x 3½ x 6 feet, while the outdoor runs were
45
9 x 3½ x 6 feet. Runs were constructed of galvanized metal tubing and chain-link mesh.
Sheet metal panel inserts the length of the run and four feet high ran between each run.
Chain-link went from the top of the sheet metal panel to the top where it reached the chainlink panel that covered each run.
Some of the metal tubing along the bottom of the divider panels was rusted through. The
solid metal side panels were not secured to the floor which allowed dog noses to touch, but
prevented visual contact and presumably also cage fighting. The opening along the floor
permitted waste materials to move freely under the panels.
The floor was made of sealed concrete and showed signs of wear and tear. There were some
cracks, small depressions, and areas where the surface had begun to break down making it
porous. There was a large repair in the center corridor where the concrete was finished
poorly, leaving it rough and uneven. The floors in the runs were sloped correctly from the
rear of the run towards the front door where water ran under the door into trench drains that
ran along the line of runs on both sides of the corridor. The corridor was also sloped to allow
water to run into the trench drains. Water tended to pool on the floor of the large repair.
The outside runs were constructed of galvanized pipe frames and chain-link mesh. The doors
were located at one end of the run and the side panels were attached to a block wall at the
other end. The runs were covered with chain-link panels; there were no solid dividers
between runs. Animals had full sight of other animals allowing direct contact which can lead
to cage fighting and cross contamination. The chain-link mesh was in fair condition, but there
were damaged portions.
The concrete run floor was graded to allow for drainage from the wall end towards a trough,
which was on the other side of the walkway running the entire length of the runs. The cement
was worn, cracked, showed wear and tear, and was stained indicating that it was porous. It
was not coated, nor did it seem to be sealed. Two drains were without covers. There was one
on each outdoor walkway which measured six inches at the opening and tapered to four
inches. (See photo 23)
Regular garden hoses connected to cold water faucets were used to clean cages. The hoses
were not rolled or on a reel, rather they were lying on the ground or in the trench drain.
While the hoses did not present a danger to people walking in the areas, sitting in the drain
with urine and other waste presented a disease transmission concern.
The Stray Dog Kennel was dark and uninviting. The walls were painted a dark color, there
were no windows to allow light into the room, and there were six, four-bulb recessed
fluorescent lights located over the corridor. The majority of the ceiling tiles were made of
perforated hard board. The metal ceiling grid was rusted, many of the ceiling tiles were dirty
and sagging from moisture damage, and some were missing.
An automatic watering system like the East Bank shelter’s was in place. The water line ran
along the wall with a supply line to each run. A hard plastic water bowl was attached to the
supply line. Some of the bowls were overflowing and water ran from the rear of the run to
the trench drain at the front. Staff indicated that water lines and bowls had been repaired
46
often because dogs pulled, chewed, and ultimately broke them. One staff member recalled
there being a previous suggestion to put shut-off valves in each line, which would help to
keep the system in operation if a line was damaged. No shut off valves were installed.
There were eighteen runs, nine per side, in the Adoption/Bite Case area and six runs, three
per side, in the Isolation Room. The runs in the Adoption/Bite Case and Isolation Kennels
were single covered runs made of chain-link with four-inch thick painted block walls that
were four feet high. Chain-link ran from the top of the block walls to the chain-link run
cover. The runs were roughly 6¾ x 3 x 6¾ feet. The end runs had doors at the rear that led to
the open trough drain. A chain fastened to a metal sign blocked off the farther two-thirds of
the kennels. The sign noted, “Stop, dogs behind chain are not for adoption, authorize
personnel only.” (See photo 24) At the time of the site visit there were six runs designated for
adoption, two of which were storing cleaning supplies and tools. The Isolation Room was
beyond a block wall and open door at the far side of the Adoption/Bite Case Kennel. The
Isolation Room was not in use and did not appear to be recently used until the last day of the
site visit. See section 5.7, Isolation and Separation for more information on this topic.
The exterior and run walls were made of 18-inch architectural blocks with a deep square joint
cut halfway resulting in walls that looked like the blocks were eight inch square blocks. As a
result, there were twice as many joints in the walls, as in regular block walls. Dirt and dust
accumulated in the joints on all of the block walls including the upper edge of the run walls.
The room was brightly painted and cheery. Ample light was provided by fluorescent lights
which hung over the central corridor and directly over the runs. Rows of windows along the
exterior walls provided added light and the insulated lofted ceiling made the room seem very
open.
The hose used to clean the runs was affixed to either of two water faucets in the room. There
was no hose rack or reel in the room. The same automatic watering system was in place;
some units were leaking and water was flowing. Since the plastic bowls were at the rear end
of the runs, the water drained directly into the trough.
The floor appeared to have been sealed at one time, but there was some wear and tear. The
paint on the block walls in the runs was beginning to chip but generally the paint on the
exterior walls was in good condition. The door to the outdoors at the Isolation Room end of
the kennel was open in order to provide additional air flow. For security, a barred,
unscreened metal door was in place over the opening.
The Puppy Room was located off of the main hallway. The window was covered with paper
and a “do not enter” sign was taped on the door. The room was originally designed to house
puppies in a series of seven puppy bins. The side walls of the bins were made of painted
standard concrete block raised about eight inches off of the floor. The side walls were about
16 inches high. Two of the puppy bins were fitted with a wire extension that raised the side
walls even higher because larger puppies used to escape easily, staff said.
A wire mesh grate served as the floor of the puppy bins. The concept was to allow the puppy
waste to drop to the floor through the wire grate which would help to keep the puppies
47
cleaner and allow for cleaning without having to move the puppies. The floor in the room
was sealed concrete that sloped gradually towards the drain in the center of the room.
A two-tier bank consisting of four stainless steel cages had been placed on some of the puppy
bins on the left side of the room and two of the puppy bins were used for storage. The paint
on the walls of the puppy bins and the room walls was dull, chipped, and dark. Lighting in
the room was not sufficient.
The final dog housing area was the Small Bite Case/Laundry Room. There was a three-tier
bank of ten stainless steel cages on one wall and a two-tier bank of five cages on the opposite
wall. A small refrigerator was used to store specimens for rabies testing. Other items in the
room included three staff lockers and a washer and dryer. There were two doors to the
room—one from the main hallway and an exit door on the opposite wall leading outside. The
exterior metal door and frame was rusted and in poor condition. The floor was concrete that
at one point had been sealed, with no drain. The walls were standard, painted block. There
were cracks in the mortar and what looked like a build up of black mold and/or grease on the
exterior wall. The room was not well lit.
Recommendations:
Reseal or coat concrete floors, being mindful to maintain good traction especially
when soaps, cleaning chemicals, and animal waste will be present. The floors will
receive hard use; therefore, utilize high quality products that will adhere to the floor.
Repair any cracks or breaks in the floors. Though challenging, it is important to strive
to reseal concrete floors every six months to two years. Do not paint concrete.
Utilize stainless steel water bowls with the automatic dog watering system. See
section 5.6, Disease Control and Sanitation for more information on this subject.
Repair leaking hose reels, hoses, fixtures, and leaks in the automatic watering system.
Water waste has financial as well as environmental repercussions.
Name and refer to the “Bite Case” Kennels as “Quarantine” Kennels.
Repair, repaint, or replace ceiling tiles and rusted/damaged ceiling grid where needed
throughout both shelters.
East Bank
Install a solid wall at the rear of the back-to-back runs in the Stray Dog Kennel. The
wall will help to prevent cross contamination during the cleaning process, but can still
allow water to drain under the divider into the trough during the cleaning process.
The Mason Company fabricates solid metal walls for this purpose.
Repaint the kennel areas, walls, and corridors using a high quality coating that will
stand up to hard use, daily cleaning, and harsh cleaning compounds. Consider using
colors and patterns to help improve the aesthetics which will improve the
environment.
Check to make sure all temperature gauges are operational and replace temperature
48
gauge in the line in the Stray Dog Kennel.
Repair and/or replace any chain-link and other wires that have been broken. Broken
wires can cause harm to a dog’s mouth. Replace the large grid chain-link with smaller
sized material making it harder for dogs to pull at the wire.
Remove the stainless steel food bin from the Dog Adoption Kennel, or keep it clean
and utilize it for food storage.
West Bank
Consider replacing the chain-link fence and the sheet metal dividers between the dog
runs in favor of solid block walls in the Stray Dog Kennel. This will dramatically
improve the conditions for the dogs by eliminating cross contamination issues, cage
fighting, chewing on the chain-link, and a number of other husbandry issues. If this
recommendation is considered, the extent of repair may result in replacing the whole
dog run system.
Repair rusted runs, galvanized tubing frames, and any broken chain-link mesh.
Replace mesh with smaller weave material to make it harder for dogs to grip and
chew.
Repair the loose slides of the guillotine doors.
Repaint the block walls in the Stray Dog Kennel using a much lighter color to help
brighten the room.
Add lighting in the Stray Dog Kennel. Be sure to place lights above the animals as
well as above the central corridor.
Cover the open drains in the walkway on the outer portion of the Stray Dog Kennel.
Research materials and utilize them to preserve the finish of the block walls between
the runs in the Adoption/Bite Case and Isolation Kennels.
Store cleaning equipment in another location in order to reclaim the two unused dog
runs in the Adoption/Bite Case Kennel.
Change the use of the Adoption/Bite Case and Isolation Kennels. For example, do not
hold quarantine dogs next to dogs for adoption. For more on this issue, see section
5.7, Isolation and Separation and section 7.2, Adoption Process and Policies.
Repaint the block walls in the Puppy Room and the Small Bite Case/Laundry Room.
Use brighter colors to help open up the small space.
Clean and repair the walls in the Small Bite Case/Laundry Room to eliminate the
black material and cracks.
Add lighting in the Puppy Room and Small Bite Case/Laundry Room.
49
Renovate the puppy bins in the Puppy Room. If the bins are to be utilized for puppies,
the walls need to be raised to a much higher level using additional blocks or some
other appealing methods. Replace the floors with solid material to prevent small
puppies from getting injured. A drain can be installed into the graded puppy bin
bottom to assist with cleaning; however, puppies must be moved from the bins during
the cleaning process.
Discussion:
Caging, flooring, and lighting are often given less importance as other urgent needs of animal
sheltering facilities arise. However, proper caging, flooring, and drainage is a powerful tool
in the fight against disease, odors, and safety-related hazards for animals, staff, and the
visiting public.
3.23
CAT HOUSING
Observations:
The stainless steel cage banks throughout both shelters were free-standing. They were not
built into walls, waterproofed, or otherwise secured; rather they were either propped up on
cinder blocks or on wheels. This left the spaces between the cages vulnerable to dust and
general debris.
East Bank
Cats were housed in three areas of the shelter: the Cat Adoption Room, the Healthy Cat
Room, and the Garage. The cat adoption area consisted of housing in a small cat colony room
located across the hallway from the medical rooms, and in portable cages in the alcove
leading into the colony room. The Cat Adoption Room was constructed of three painted
block walls and a full glass wall. The aluminum frame glass panes gave clients a good view
of the cats in the room; however, the space in the alcove area could not accommodate more
than three or four people at one time. A glass door provided access into the room. Five
concrete cat resting pedestals were built into the block wall at different heights. Three chairs,
several litter pans, some cat toys, and a few scratching posts sat on the floor of the room. A
broom and dust pan leaned against the wall.
The floors in the alcove area and the Cat Adoption Room were painted concrete. A drain was
located in the center of the Cat Adoption Room and the floor was sloped towards the drain.
The finish on the floors had deteriorated in many places and was generally in poor condition.
The wall paint was in much better shape and provided a good cleaning surface.
Tiles were missing from a large portion of the ceiling. A portable room air filter sat on a shelf
in the room, but it was not plugged into the electrical socket. Staff indicated that the unit was
unplugged because the filter needed to be changed. The HSUS team was told that ten cats are
housed in the room at one time, but they used to keep many more in the room. Reportedly,
the cats got sick frequently so they began introducing new, healthy cats to the population as
space opened.
The Healthy Cat Room was situated between the Cat Adoption Room and the hallway to the
50
Garage. The room was “L” shaped with a bank of cat cages along three wall surfaces,
including a small inner room holding another bank of cages for feral and “possibly feral”
cats. All of the stainless steel cages were Ken-Kage® cages on blocks. There were a total of
33 cages in this room. Many of the units were missing pieces and screws and had surface
rust. Some of them had not been properly assembled and door latches were hard to operate;
some of the doors had to be slammed in order to engage the automatic latch system. In some
cases it was necessary to manually align the doors with the mechanism in order to secure the
door latch.
The concrete floor was sloped towards the covered floor drains. The floor was not painted,
but may have been sealed at one time. The room was equipped with a mechanical hose reel
unit near the doorway. The unit was dirty and it leaked. There was a two-bin stainless steel
food hopper in the room that was used as a table, not for food storage. Other items in the
room included a garbage can, a large pedestal floor fan, and two unplugged room air filters
on shelves high on the wall. Lighting in the area seemed adequate. Ceiling tiles were missing.
As mentioned previously, the Garage was used for intake and housed cats and some dogs.
There were 59 stainless steel cages and four metal crates. The outer portion of the Garage,
beyond the mechanical door, held stray cats—and as previously mentioned, stray puppies—
in two separate stainless steel cage banks. In the inner portion of the Garage, two- and threetier banks of stainless steel cages were set up on concrete blocks and on frames with wheels
or pedestal legs. (See photo 25) The cages were in the same general condition as those in the
Healthy Cat Room.
While The HSUS team understood the concerns about needing additional cat housing
space—which could help to segregate and isolate stray cats and new arrivals from the general
healthy population of cats—the Garage did not provide the very basic components required
for animal care, handling, or safety. There was nothing securing animals from escape; and as
staff indicated, many animals escaped rather frequently. In fact, during the site visit, The
HSUS team witnessed several cats escape from the Garage and run to the hallway and Stray
Dog Kennel. For more on this issue, please review section 2.6, Building Security and section
4.2, Animal Handling.
West Bank
Cats were housed in three areas of the shelter: the Healthy Cat Room, the Cat Adoption
Room, and the Garage. The Healthy Cat Room was located on the left of the main corridor in
the newer part of the shelter. A metal door provided access into the room. Cats were housed
in three, three-tier banks of nine Shoreline® stainless steel cages set up on wheels. The cages
were properly assembled and secure and the doors and latches seemed to function properly.
The walls of the room were two-tone, painted concrete block. The blocks were the same as
those utilized in the Adoption/Bite Case and Isolation Kennels. The walls did not extend to
the lofted insulated ceiling; therefore, large spaces were open where cats could escape. In
fact, The HSUS team was told that the insulated ceiling was torn open in the next room
because a cat had escaped out of the room and had gotten into the attic space above the
insulation. (See photo 26) Cats that escaped the room could get into the corridor and out the
barred gate at the exit door or any other open door. The joints of the blocks were dusty and
51
dirty, likely due to unfiltered air that came through the screened window and cat litter dust.
There were two, two-bulb fluorescent fixtures supplying light to the room. Some additional
light came in through the open window; however, the room seemed somewhat dark. The
floor was sealed concrete, graded towards the covered drain in the center of the room. Cat
and kitten food was stored in the stainless steel food hopper in the corner of the room. There
were two large garbage cans in the room; a can for cat litter and the other for animal waste.
There was no sink in the room.
There was a room next to the Healthy Cat Room that was used for storage, as mentioned in
section 2.5, Waste Disposal/Storage. Staff indicated that the room was supposed to be for cat
isolation, but it had never been set up.
Like the East Bank shelter, the Cat Adoption Room was set up colony-style. The room was
located to the left of the main corridor, across from the Small Bite Case/Laundry Room. A
single door provided access to the room, but the metal door did not line up with the door
frame so it did not close and latch. The door was heavy and had a slow closer mechanism.
With only one door, there was a serious risk of cats escaping from the room and once in the
main corridor, they could escape outside through a number of exterior doors that were left
open to aid in ventilation. In fact, as The HSUS team exited the room several kittens darted
to the closing door. Since there was no handle on the outside of the door it was difficult to
keep the kittens from escaping without bending down and blocking the open area until the
door came to a final close. The walls were dark green, painted concrete blocks. One, fourbulb fluorescent light fixture provided light in the space. The combination of too little light
and the green walls made the room seem dark and dingy. The floor was light green, painted
concrete. Paint was pealing off of the floor, exposing many layers of paint. The room had a
suspended ceiling. There were no chairs for clients to sit on and the only other items in the
room were two plastic feeders (one for dry food and one for water), two litter pans, some
scratching posts, and a couple of cat trees.
The Garage held three banks of stainless steel cages set up on concrete blocks on opposite
walls. Many of the banks were not properly assembled, had missing parts, and were hard to
operate due to dysfunctional latches. The Garage was not designed to house animals and very
little had been done to meet minimal animal care standards.
Recommendations:
Improve the Cat Adoption Rooms by adding hard-surfaced play areas, hiding places,
places for clients to sit, and other enrichments to entertain cats.
Repaint the Cat Adoption Rooms and other areas needing uplift. Utilize vivid colors,
whimsical designs, and murals to brighten the otherwise plain walls.
East Bank
Reseal or recoat the floors in the Cat Adoption Room and Healthy Cat Room.
Consider using brightly colored industrial coating, making sure to fully prepare the
floor prior to installing any quality industrial finish.
52
Consider converting the unused staff Lunch Room into an adoption counseling/indoor
meet and greet room. Properly equip the space, including ceiling repair. Provide
adequate air quality and bring the other Staff Room into usable condition.
Store brooms and cleaning tools outside of the Cat Adoption Room. These items are
potential disease vectors and many times become play toys for the cats.
Repair or replace the ceilings.
Repair the banks of cat cages so that they are properly assembled and all doors and
latches work effortlessly. Ken-Kage® can provide all replacement parts.
Consider enclosing, insulating, and waterproofing the cage banks and securing them
to the walls in the Healthy Cat Room. Change to a two-tier configuration, making it
easier for staff to clean the cages.
Repair the hose reel, hose, and connections.
Immediately discontinue using the outer portion of the Garage for animal housing.
If the inner portion of the Garage is to be utilized as an animal holding area it must
have extensive renovations to bring it to animal care standards. At minimum, the
Garage doors must remain closed at all times to prevent the risk of escape.
West Bank
Extend the walls of the Healthy Cat Room and the adjacent room to the ceiling in
order to make them safe and secure. Install a hard surface ceiling or suspended ceiling
to help prevent cats from escaping through the insulation into the attic space.
Consider enclosing, insulating, and waterproofing the cage banks and securing them
to the walls in the Healthy Cat Room. Change to a two-tier configuration making it
easier for staff to clean the cages as well as reduce the urge to overcrowd the space.
Another possible configuration would be to place the banks back-to-back in the center
of the room so that the cats do not face each other.
Repair the door of the Cat Adoption Room so that it shuts and latches. Add a handle
to the outside of the door.
Add a security feature to the Cat Adoption Room that would prevent the escape of
cats as people enter and exit the room. Ideally, any colony-style cat room should have
two doors.
Add additional lighting in the Cat Adoption Room.
Add water supply and sinks to all cat holding rooms. Having the capacity to wash
walls, cages, equipment, floors, and hands are all basic components of disease
prevention and control.
53
Discontinue using the Garage for animal housing on the long term. The area is not
appropriate for animal housing at any level and minor modifications would not bring
it up to standards. The space would need to be redesigned and rebuilt for that purpose.
If the Garage is to be redesigned and enlarged, it could serve several essential
functions including animal intake, as previously recommended, and several animal
holding rooms, including but not limited to a cat isolation room and a euthanasia
room.
3.24
SMALL MAMMAL/EXOTIC HOUSING
Observations:
The JPASD did not have any written SOPs regarding small mammals/exotics housing. There
were no specific rooms or cage units identified for housing small animals. The HSUS team
witnessed the East Bank shelter intake a rabbit on October 2. The rabbit was kept in the cage
he was surrendered in and placed on top of a two-tier stainless steel cage bank in the Garage.
(See photo 27) No small animals were observed at the West Bank shelter during the site visit.
The JPASD Employee Regulations manual provided a list of abbreviations for animals,
including many small animals, which indicated that they received small domestic pets from
time to time. Rabbit food was stored in the food room at the East Bank shelter and staff
indicated that they handled small animals on a case by case basis.
Recommendations:
The HSUS team strongly recommends that the JPASD develop a written SOP
addressing the care and housing for every species that may come into its shelters.
Some exotics, such as iguanas and chameleons, are very difficult to care for and have
very specific housing needs and nutritional requirements.
House all animals appropriately, based on their needs and personalities.
Discussion:
There is no single correct or best approach to housing small domestic or exotic animals;
however, there are commercial cages that work well and shelter enclosures that could be
retrofitted. Whatever space is available or dedicated for this use should have a fair degree of
flexibility so that the shelter can accommodate the needs of the various animals they find in
their care. The inherent nature of these animals causes them to be easily stressed, and any
holding space should be located out of high traffic and noisy areas in the shelter, especially
those with public access. In addition, staff access is best restricted to those trained in the care
of small animals and exotics. This space should also function somewhat as a quarantine
and/or isolation area, allowing some control of potential medical problems.
The following are examples of traditional and nontraditional caging and the species of animal
that can be accommodated in each:
•
Aquariums: Various sizes; appropriate for both aquatic and terrestrial amphibians and
reptiles, as well as for small exotics such as hedgehogs and prairie dogs. As with any
54
aquarium, make sure there is a tight-fitting screen or other suitable top, with a device
or system for locking the top down.
•
Household Storage Containers: Various sizes, clear and opaque plastic; usually with
snap-on lids that can be punctured for ventilation; suitable for amphibians, reptiles,
small exotics, and bats.
•
Livestock Equipment: Watering troughs for cattle and other livestock, in either plastic
or metal; can also be used for larger aquatic or terrestrial reptiles and non-climbing
mammals.
•
Commercial Wire Cages for Mammals: Various sizes and configurations;
manufactured for use with rabbits, guinea pigs, ferrets; they provide suitable housing
for small to medium-size exotics like sugar gliders and flying squirrels, for whom
glass may not be the best choice.
•
Commercial Cages for Birds: Various sizes; cages that allow horizontal movement
are preferable to tall, narrow ones; be aware of the gauge of bars when housing large
parrots—gauge is used to determine the thickness and strength of the bars, and large
parrots can easily bend or crush small-gauge bars.
•
Miscellaneous/Other: In the event that an animal is too large for the caging discussed
above, freestanding sectional dog pens and large dog crates can be utilized.
3.25
WILDLIFE HOUSING
Observations:
The JPASD did not have an SOP for housing wildlife, nor did The HSUS team witness
wildlife on the premises during the site visit. The list of animal abbreviations in the
Employee Regulations manual included many species of wildlife and one inter-office
memorandum dated August 28, 2007 stated that as of this date, healthy wildlife (raccoons,
possums, etc.) were to be released in remote wooded areas, or on the levee on the east bank
or west bank.
Staff stated that when wildlife came to either shelter they were injured and were therefore
euthanized. Staff stated that when wildlife had been involved in a human bite, the animal was
sent for rabies testing.
Recommendations:
For more on this subject, please review section 9.12, Wildlife Issues.
3.26
FARM ANIMAL/EQUINE HOUSING
Observations:
The JPASD did not handle farm animals at either of its shelter properties. At one time, there
was a small farm area maintained by the parish at the West Bank shelter; however, the
facilities were eliminated and the land was turned over to emergency management.
55
Procedure 1.13, “Handling of Stray Livestock,” instructed staff to refer all farm animal cases
to a local contractor or to the Louisiana Livestock Brand Commission.
The HSUS team was not afforded the opportunity to visit the off-site farm animal contractor.
Staff indicated that the facility was within a short drive from the West Bank shelter. The
HSUS team tried to meet with the contractor to visit the facility on short notice; however, he
was not available. It should be noted that if this request had been a farm animal situation,
response would have been delayed, unless there was a secondary protocol in place.
Recommendations:
Develop a written SOP addressing farm animal handling. The practices should set
standards for response, handling, care, feeding, and housing for every livestock
species that may come into its care. Even if a contractor handles livestock, the JPASD
is the responsible governmental agency.
3.27
ANIMAL EXAMINATON AND MEDICAL ROOM
Observations:
East Bank
The Examination Room and Surgery Room were across the hallway from the Cat Adoption
Room. An inner door of the Examination Room served as the entry to the Surgery Room.
The Surgery Room had a door that led to the hallway as well, but it was blocked off and not
being utilized.
The Examination Room was equipped with an examination/scale combination table in the
middle of the room and a large refrigerator. There was a base counter with a sink and wall
cabinets next to the refrigerator and a two-tier bank of five stainless steel cages on the
opposite wall. The table had a cabinet base with several drawers and a stainless steel
examination top. The cabinet drawers were operational, but several cabinet doors did not
close properly. The shelves were cluttered with a variety of antibiotics, deworming
medications, latex gloves, heartworm test kits, and Frontline®. The paint on the walls had
begun to chip and several of the vinyl tiles on the floor were pulling up from the floor in the
corners of the room.
The cart that was utilized for transporting examination supplies to the Garage was kept in this
room. Cats were generally examined in the Garage, while the dogs were generally brought to
the Examination Room for exams. There were a few dog muzzles in one of the cabinet
drawers, but there was no other handling or restraint equipment in the room.
The Surgery Room was equipped with one stainless steel surgical table, a single anesthesia
machine, oxygen bottles, a surgical instrument tray, and a metal cabinet and small
refrigerator. There was a base counter with a sink, wall cabinets, and a stainless steel two-tier
bank of five cages on the left adjacent wall. There was a metal cabinet to the right of the
unused doorway; boxes and other items were on top of the metal cabinet and the two-door
drug storage cabinet sat on top of the metal cabinet. The veterinarian commented that the
cabinet needed to be affixed to the wall. A small desk sat next to the head of the surgical
56
table. Two shelves holding medications and books were affixed on the wall above the desk.
West Bank
The Surgery Room at the West Bank shelter was used not only for surgery, but also for
animal examinations and sometimes euthanasia. The room was located off of the main
hallway, beyond the second set of double doors, to the left. The room was equipped with a
stainless steel surgery table, located in the center of the room. A counter with a sink and
cabinets and an anesthesia machine, autoclave, and a refrigerator lined the perimeter of the
room. The room was bright and clean and the cabinets were in good condition. There was
enough working space around the surgical table for two people to work comfortably.
The overlapping usage of this room created a great risk of disease transmission and an
iatrogenic infection risk to surgical patients. This risk was clearly evident to The HSUS team
when two puppies suspected of having parvovirus were brought in by an ACO. The two
puppies were placed on the surgery table while two staff members performed a parvovirus
test. The tests were negative for parvovirus, but the two puppies still had undiagnosed
vomiting and diarrhea. When the two puppies were removed from the surgery table, no
attempt was made to clean or disinfect the room. A staff member was observed brushing the
hair off of the surgery table with her hand and then leaving the room and locking it behind
her.
Recommendations:
Designate a specific room exclusively for animal examinations at both shelters. A
surgery room or euthanasia room should not double as an examination room. Also,
examinations must always be conducted away from the general population of
animals.
A shelter examination room should be conducive to performing a complete
physical examination on incoming animals. The room should contain a stainless
steel examination table, a stethoscope, a microscope, a digital thermometer, a
large dog scale, and a baby scale for weighing puppies, kittens, and small
mammals.
An examination room should contain at least one working microchip scanner at
all times. Consider anchoring a scanner via a chain to one of the counter tops to
prevent it from being removed from the room.
East Bank
Consider keeping the door closed between the Examination Room and the Surgery
Room in favor of using the doorway from the hallway as the port of entry to the
Surgery Room. This would isolate the Surgery Room in a necessary way that is not
currently being accomplished.
Consider moving the storage units, desks, and other non-surgical equipment to
another location. Current practices and recommendations discourage using surgical
areas for any other purposes, therefore the room should be free of any additional
equipment and items other than those required for performing surgery.
Repair and adjust cabinet doors and drawers so that they are operational. Affix the
57
drug cabinet and oxygen bottles securely to the wall.
Repair the floors and repaint the walls. Medical rooms and surgical suites should
support easy and thorough cleaning. Anywhere that dirt and bacteria can accumulate,
should be repaired or removed.
West Bank
Strongly consider converting a space into an examination room.
Discussion:
Performing a thorough examination on all incoming animals is essential. The findings of a
physical examination will ultimately affect an animal’s adoptability and well-being as well as
the overall health of the entire shelter population. Keeping the examination room clean, well
stocked, and adequately equipped should be a top priority for any shelter.
58
4.0
4.1
SHELTER OPERATIONS
GENERAL OPERATIONS
4.11
HOURS OF OPERATION
Observations:
The East Bank and West Bank shelters were open to the public Monday through Saturday
and closed on Sunday and holidays.
At the East Bank shelter, the hours of operation were 7:00 a.m. to 6:00 p.m. Monday through
Friday and 8:00 a.m. to 4:30 p.m. on Saturday. Adoption hours were 9:00 a.m. to 5:00 p.m.
Monday through Friday and 10:00 a.m. to 3:00 p.m. on Saturday. Lost and found hours were
9:00 a.m. to 5:45 p.m. Monday through Friday and 10:00 a.m. to 4:30 p.m. on Saturday.
At the West Bank shelter, the hours of operation were 8:00 a.m. to 6:00 p.m. Monday
through Friday and 10:00 a.m. to 3:00 p.m. on Saturday. The sign posted on the building
listed public hours as 9:00 a.m. to 6:00 p.m. Monday through Friday and then indicated that
adoption hours were until 5:00 p.m. Monday through Friday. Finally, the same sign listed
Saturday hours as 10:00 a.m. to 3:00 p.m. and public hours as 10:00 a.m. to 4:00 p.m., which
is conflicting.
Recommendations:
Review the operating hours between the two shelters. Since clients most likely see
animal services as one entity, they expect services to be consistent. Since the
differences are really quite minimal to staff—and could be frustrating to clients
seeking to solve an animal problem—create a consistent schedule between both
shelters. Having similar and standard hours of operation would make communication
between shelters and with the public much easier—signs would be similar, and phone
systems and messages would be similar.
Review the benefits of opening both shelters one night of the week until 7:00 p.m.
(e.g. Tuesdays at the East Bank shelter and Wednesdays at the West Bank shelter)
and/or on Sundays. Evening hours and specifically extended Sunday hours helps
working families, hard pressed to visit the shelter during the week. Weekends provide
the very best opportunity for most families to come to the shelter to adopt an animal,
or search for their missing pet.
Create new hours of operation signs, making certain that the hours are clear and
consistent, as mentioned in section 2.3, External and Directional Signage.
Discussion:
The hours of operation of many animal shelters throughout the United States includes
59
weekday evening hours and weekends, usually their busiest visiting and adoption times.22
Despite the difficult nature of animal welfare work, employees who work at an animal shelter
need to embrace the “retail” culture of adopting animals to the public.
Convenience is a major factor in choosing a source for a new pet, which is why shopping
mall pet shops, neighbors, and relatives are often more popular sources than animal shelters.
An agency’s hours should allow it to compete for a segment of the adoption market by being
accessible during those hours most convenient for the general public.
4.12
TELEPHONE SYSTEM
Observations:
Staff members were not able to provide detailed descriptions of the phone system or how the
features had been set up and programmed. They indicated that the system seemed to operate
reliably and when there were problems, the parish communications team responded.
Phones were set up at every work station and each provided the ability to make
announcements through the public address system.
Clerical staff provided the first response to incoming phone calls. The HSUS team observed
staff answering phones at the East Bank and West Bank shelters. Phones were generally
answered within three rings.
Recommendations:
Provide the staff with information on how the phone system operates. Operating
instructions and system specifications should be available at both shelters.
4.13
COMPUTER SYSTEMS AND SUPPORT
Observations:
Staff indicated that the computers were connected to the parish computer network and that all
of the computers were set up, maintained, backed up, and supported by the parish
information technology (IT) department. The computer system stored basic client
information, rabies vaccinations and tags, purchasing, finance reports, lost and found reports,
and other day-to-day information that was entered into the database by the clerical staff.
Computers were set up at each work station. Printers and scanners were installed at selected
work stations, or in central locations. Staff indicated that they did not have major problems
with the system.
Recommendations:
None.
22
HSUS Guidelines for Animal Shelter Policies
60
4.14
INFORMATION MANAGEMENT SYSTEMS
Observations:
There was no written SOP for information management. The JPASD used a DOS operating
system as its animal management system. Kenneling and field activities were recorded in the
system; however, staff relied heavily on paper records prior to data entry and was observed
duplicating record-keeping procedures. The system allowed the retrieval of field activity
history for any given address. Staff had to rely on laminated code cards to look at animal and
color codes, which was very time-consuming in terms of data entry.
The statistical reports provided to The HSUS team on animal intake and outcomes were
generated from this system. Management indicated that the system did not allow for creating
reports that would determine, for example, what day/time is the busiest adoption period, what
the average response time is for emergency calls vs. non-emergency calls, what data entry
errors staff make, etc. The system was not capable of providing statistical data for the
purposes of benchmarking performances in the field or in the shelter.
The management indicated that if reports were created from the data in the computer, other
than basic animal activity and count information, they were not made available. Management
stated that report design had to be completed through parish information departments.
Recommendations:
Incorporate the use of shelter management software. Several products are available to
shelters and can be incorporated into current or modified networks or can be accessed
through a high speed internet connection. The software provides many advantages to
information management and reporting. Software ranges in cost from no cost to over
$20,000.
Investigate software systems that are animal care and control specific. The cost for
the software and support varies; most of the vendors offer a free demonstration of the
product. The following is a list of the leading animal management software systems:
AnimalShelterNet Software
Ark Software
Chameleon Software
Shelter Buddy
Shelter Pro Software
PetPoint Animal Management System
Animal Records Management System
Discussion:
As animal care and control has evolved, the need for both fast access to quality information
and autonomy at the shelter level have made it necessary and challenging to manage
information more wisely and efficiently. Information and technology has become an integral
part of enhanced lost and found, adoption field activity, and licensing programs. Animal
shelters continue to move towards the use of animal management systems to track their
61
animals, clients, and activities. Since today’s computers are fast and inexpensive, they are
accessible even to small, money-strapped facilities.23
Many software programs offer a range of reports that managers can use to report how well
the agency is doing its job, and what they want to achieve in the future. Some of the
programs allow for a range of helpful functions such as displaying pictures of animals on the
animal’s record, visuals of kennel set-ups, and bar coding for tracking animal inventories.
Many of these programs work well for multi-shelter agencies. Staff can view animal
inventories in each location; this type of service can achieve efficiencies by reducing the
need for each animal shelter having dedicated public telephone lines and multiple staff in
multiple locations performing the same functions. Take advantage of the free demonstrations
offered by some of the software companies. Seek information from other agencies; the
administration Society of Animal Welfare Administrators’ list server24 recently provided
information about the various software programs available.
Information management is an essential tool in running and evaluating a successful animal
care and control program. With the current technology and software available, there is little
reason to continue to manage so much information using a paper system.
4.15
GENERAL RECORD-KEEPING/SHELTER
STATISTICS
Observations:
Since the JPASD did not use shelter management software, all information and transactions
including animal intakes, medical records, cage cards, adoption records, microchip records,
etc. were completed using pre-printed forms or other paper documents. In the case of animal
cage cards, even Post-it® notes were used.
Once the paper records were completed, much of the data was entered into the database.
Entries were completed as time allowed, or at the end of the day. Entries were either made as
single entries or completed as batch entries.
Clerical staff was proficient at using the computer system to accomplish their duties. They
realized that they were managing information twice, first documenting it on paper and then
entering it into the computer. The systems did little more than store information and
accomplish basic searches. Staff understood how to change parameters in order to perform
complete searches. Searches were time consuming as staff altered their methods using
different parameters and moved between data files.
Staff indicted that they learned through repetition and on the job experience. Staff said it took
about six months to become completely proficient with general record-keeping.
23
24
HSUS Animal Sheltering magazine, “Finding Software For Your Shelter,” May–June 2000+
www.sawanetwork.org
62
Recommendations:
Once a software program is in place, submit monthly and annual reports to
appropriate parish officials to educate them about the problems faced by the JPASD
and to enlighten them on the workload associated with running an animal are and
control program.
Incorporate the following intermediate-level shelter statistics, which follow the
guidelines of The Asilomar Accords.25 Make monthly and annual comparisons which
can assist in judging the overall effectiveness of spaying and neutering within the
community’s animal populations. These comparisons can also help forecast future
intake and euthanasia numbers during certain times of the year.
Monthly and annual comparisons can be made to forecast future intake and
euthanasia numbers during certain times of the year as well as to judge the overall
effectiveness of spaying and neutering within the community’s animal population.
The statistics would include the following:
Number of animals received/entered the shelter:
A. Species
1. Dogs
a. Adults
b. Puppies (<six months)
2. Cats
a. Adults
b. Kittens (<six months)
3. Other
a. Domestic and exotic
Rodents
Rabbits
Avian
• Caged birds
• Uncaged birds
• Poultry
Reptiles
Amphibians
Ferrets
Livestock (e.g., cattle, pigs, sheep, horses)
b. Exotic/Wildlife
Primates
Non-native wild animals
Exotic cats
c. Native Wildlife
d. Other
25
www.asilomaraccords.org, The Asilomar Accords+
63
B. Method of Entry (Where did they come from?)
1. Owner-surrendered
a. Method
Turned in at shelter
Turned over to and picked up by staff
b. Euthanasia requested due to
Age
Illness/injury
Behavior
Other
2. Adoption returned within 30 days to shelter
3. Running-at-large/stray
a. Found and turned in at shelter by general public
b. Picked up in field by staff
Captured at large by staff
Trapped
Found and turned over to staff by general public
4. Transfers (e.g., from other shelters, organizations, institutions)
5. DOA
6. Seizures/confiscations
7. In-house births
8. Other
Number of animals leaving:
A. Species
1. Dogs
a. Adults
b. Puppies (<six months)
2. Cats
a. Adults
b. Kittens (<six months)
3. Other
a. Domestic and exotic
Rodents
Rabbits
Avian
• Caged birds
• Uncaged birds
• Poultry
Reptiles
Amphibians
Ferrets
Livestock (e.g., cattle, pigs, sheep, horses)
b. Exotic/Wildlife
64
Primates
Non-native wild animals
Exotic cats
c. Native Wildlife
d. Other
B. Disposition (See the detailed list in The Asilomar Accords)
Emphasize that the burden of responsibility for pet overpopulation must be shared by
all members of the community. For example, rather than stating that “Jefferson Parish
Animal Shelter Department handled XX stray and homeless animals in 2007,”
management should instead accentuate the public’s role in shelter numbers through
language such as “Jefferson Parish generated XX stray and homeless animals in
2007,” or “XX% of the animals generated by Jefferson Parish were euthanized.”
Discussion:
Record-keeping accuracy greatly improves when animal inventory information is part of a
software program designed to track animals. Like most businesses, animal sheltering
agencies are expected to maintain accurate records regarding their activities. This includes,
but is not limited to, the accurate accounting of all animals received and their corresponding
dispositions. An accurate and easy-to-use data collection and analysis system is essential for
reporting such information to local government, donors, and other funding sources. In
addition, such reporting is essential for assessing the organization’s performance, formulating
strategic plans, and setting goals.
What an agency does is important and need not be overshadowed by how much it does. It is
often stated that quality is more important than quantity; therefore, the JPASD can and
should put the numbers it has to work for it in ways that will improve the quality of its work.
Shelters of all sizes benefit from keeping accurate statistics on every aspect of their work.
Numbers tell people who an organization is and what challenges it faces. Presented below are
reasons to keep an accurate count of the animals an agency handles.
Accountability: Numbers justify a shelter’s existence to government entities and the general
public. An agency knows it is productive, but others must know this as well.
Liability: Proper recording of numbers will show that each animal was kept the legally
required amount of time.
Public Image: Numbers increase public awareness about the magnitude of a shelter’s
mission. Numbers help convey the results of an agency’s efforts and also help convey the
public’s role in generating stray and homeless animals.
Budgets/Fund-raising: A good budgeting process requires statistics in order to identify needs.
Numbers assist in planning for the future. Numbers paint pictures that may open pocketbooks
for donations.
65
Program Evaluation/Planning: Strengths and weaknesses are exposed through statistics.
Analysis of a shelter’s numbers identifies successful as well as ineffective programs.
Statistical analysis can assist in the design of future programs. Comparison of statistics may
expose animal population trends (local, regional, and national).
4.16
INCOMING ANIMAL IDENTIFICATION AND
PROCEDURES
Observations:
The JPASD had a very brief written SOP for animal intake in the Operational and
Administrative Procedures manual. The first part of this SOP stated that “Animals must not
be unloaded from trucks in front of the shelter and/or in the public parking lot. An animal
could escape into the busy street and become badly injured or killed by traffic, or an escaping
animal could pose a risk to the public visiting the shelter.” In practice, the JPASD actions
were not consistent with this statement, given that the Garages at both facilities were open to
the outdoors during operating hours. The second part of the intake SOP regarded logging in
animals. The SOP stated “Complete addresses, including zip codes, shall be included on all
paperwork. Do not abbreviate.” The HSUS team observed that the paperwork for strays
brought in buy ACOs generally had complete information. However, the paperwork for
strays brought in over the counter often had incomplete address information. People turning
in a stray or owned animal were not asked to show a photo ID.
Upon intake, each animal was given an identification number. If the animal was brought in
by an ACO, the ID began with that ACO’s initials, the month and date, and a sequential
number for that day. For example, “DR-10-02-05” indicates that the ACO with initials “DR”
brought in the animal, the animal was brought in on October 2, and it was the fifth animal
brought into the shelter on that day. If the animal was brought in over the counter, the ID
began with the letters “EO” at the East Bank shelter and “WO” at the West Bank shelter. The
sequential numbers were automatically generated by the computer system.
The JPASD had a separate one page intake profile form for cats and dogs. The dog form was
blue and the cat form was yellow. Both forms were comprehensive and garnered all relevant
information helpful in facilitating a reclaim or adoption of the pet. The same form was used
for stray and owner surrendered animals. The top of the form contained the statement: “Due
to the extreme pet overpopulation, we cannot promise to find a new home for this pet.
However, the more information we have, the greater its chances of finding a new home.
Please answer as completely as possible.” The form requested the owner or finder’s address
and phone number and asked whether or not they could be contacted regarding the animal.
For stray animals, the form asked how long they had the animal, how they found it, the exact
address where it was found, and if they had any idea who might own it. For owner
surrenders, the form asked how long they owned the pet; the pet’s name, age, breed, sex, and
color. The form also entailed a medical history section including veterinarian’s name,
vaccinations, deworming, heartworm or FIV/FeLV testing, and any known medical
problems. A behavioral information section was specific to dogs or cats. This form required a
signature at the bottom, stating that “all information stated on this form is true and correct.”
66
Unfortunately, the great majority of the intake profiles were not filled out completely. The
HSUS team observed the intake of two stray animals at the front counter of the East Bank
shelter. Rather than give the form to the client to fill out, the clerk asked the person for the
information. This procedure would have been preferable had the clerk asked all of the
questions on the form. However, in both cases the clerk only asked for the finder’s name,
phone number, and where they found the animal. The clerk did not ask for the finder’s
address nor did she ask the other questions under the stray profile. The HSUS team also
examined many of the intake forms in a binder at the front desk. Virtually all of them were
missing information. Many of the owner surrenders had no medical or behavioral
information filled out.
The JPASD also had a separate intake release/redemption form for each animal, which was
used for stray and owner surrendered animals. The top half of the form was a duplicate of the
cage card. The bottom half included a statement of release and a statement of redemption.
Owners surrendering an animal were required to sign the statement of release, which stated:
“I certify that I own the animal described above and I hereby surrender all my interests,
if any, therein to the Jefferson Parish Animal Shelter, and I request that said animal be
disposed of as seems advisable in the discretion of the Jefferson Parish Animal Shelter.
It is expressly agreed that the Jefferson Parish Animal Shelter, its officers and
employees, will not incur any obligations to me on account of such disposition of said
animal.”
Owners reclaiming a stray animal were required to sign the statement of redemption, which
stated:
“I certify that I am the owner of, and acknowledge receipt of the animal described
above. I further certify that I am aware that Jefferson Parish ordinances require me to
keep any dog or cat I own confined to my own premises and not allowed outside of my
own premises unless it is held under leash and accompanied by myself or a competent
person.”
Both the profile form and the release/redemption form for each animal were stapled together
and filed in a binder at the front desk while the animal was housed at the shelter. Upon
disposition of the animal, this paperwork was filed in a filing cabinet in the front desk area.
The JPASD did not charge a fee for surrendering an animal. Donations were accepted if
offered, but they were not solicited.
Incoming animals were identified with a 5″ X 8″ hand written cage card which contained the
intake date and time, ID number, whether they were stray or owned, descriptive information
(breed, sex, color, etc), whether or not housebroken, whether or not good with children, and
the reason for surrender. These cage cards were visually very unappealing and sometimes
difficult to read due to poor handwriting. Most of the dog runs had plastic sleeves for the
cage cards to prevent them from getting wet. However, The HSUS team noted several
animals with missing cage cards, especially at the West Bank shelter. There was a Pekingese
mix in run seven and two Lab mix puppies in run three in the Stray Dog Kennel, neither had
67
cage cards. When asked, staff acknowledged that cage cards were often lost and that when
that happened they had no way of identifying the animals.
Cage cards, Post-it® notes, and other forms of animal identification were affixed to run
doors, walls, window frames, and room doors to help identify the animals. The paper
identification cards and notes were hand written; information was hard to read and
understand, it was inconsistent from animal to animal and between shelters, it was blurred
and washed away from the cleaning process, and many times, it did not exist, although
animals were clearly present. Staff indicated that if a cage card was lost, the process to find
the original records and identify the animal was time consuming and many times when
similar or multiple animals were housed together, nearly impossible to accomplish.
The clerical staff was responsible for generating the paperwork and cage cards for animals
coming in over the counter. The clerks would page a kennel worker to come to the front
lobby and take the animal. The kennel staff was responsible for scanning the animal for a
microchip upon intake and noting the result of this scan on the animal’s cage card. The
ACOs were responsible for generating paperwork and scanning the animals they brought in.
The HSUS team observed that animals were being scanned consistently, but that negative
scans were not always noted on the cage card.
Incoming animals did not receive an ID collar or tag. Once an animal was put up for
adoption, it was fitted with a red plastic ID collar. (See photo 28) The animal’s ID number
was written on the collar. Also, adoptable cats had their cage cards replaced with a yellow
sticky note that contained their ID number and description (See photo 29). The cat cage cards
were then filed with the paperwork at the front desk.
Most of the animals brought in by ACOs had a color photograph printed on regular copy
paper which was then attached to the animals’ paperwork. Staff stated that all ACOs were
equipped with a digital camera. Staff also stated that there had been digital cameras available
at both shelters for photographing incoming animals, but that these cameras had all been
broken or misplaced.
Prior to the site visit, The HSUS was provided with a form that the JPASD used to notify the
public of the disposition of a particular animal. Individuals that turned in a pet could request
to be notified if the animal was to be euthanized. These persons were given a form to sign
that stated, “If the animal cannot not be placed for adoption because of a health or
temperament problem, you will be notified that you have 48 hours to reclaim the animal.”
The person was charged a $5.00 per day boarding fee as required by Jefferson Parish
Ordinance sec. 7-30. The HSUS team did not see this form being used during the site visit.
Clients turning in strays or surrendering their own pets during the site visit were not asked if
they wished to be notified if the animal was not adoptable.
The intake process was completed using a pre-printed inventory sheet. Animal and client
information was collected and cage cards, which were part of the inventory form, were
created at the time of intake. The inventory sheet was used for client relinquished animals
and those brought in by the animal control officers.
68
The data from the inventory sheet was entered into the computer database. The inventory
sheets were filed into two active folders; one for animals from clients and one for animals
from animal control. The animal cage cards followed the animals and were placed on the
door of the dog run or the door of the cat cage. Many cats at the West Bank shelter were
identified using hand written notes affixed to cages, stuck to walls or window sills, or pinned
to cork boards. Animals were not identified with any kind of identification collar. Staff
mentioned that pictures of animals were taken to help with identification; however, The
HSUS team did not observe pictures on cages or with records.
Owned animals were held for 48 hours and stray animals were held for five working days.
After the holding periods had expired, the animals were checked by the veterinarian and
medical staff. The veterinarian made a pass or fail note on the cage card—pass meant the
animals would be further processed for possible adoption, and those that did not pass would
be slated for euthanasia. The cage cards for the euthanized animals went to the
kennelmaster’s office for review and were delivered to the clerical staff for processing the
next morning. Because the failed animal cage cards went to the kennelmaster’s desk, clerical
staff did not receive real time information. Although they were supposed to check on the
disposition of animals prior to telling clients about them, mistakes did occur.
Recommendations:
Create clear SOPs regarding how animals are processed and identified upon intake.
The current SOP will provide a good starting point for a more detailed and expanded
SOP.
Create a better cage card system. Cage cards on dog kennels need to be better
protected in order to maintain important information, and cat cage cards must be
changed from Post-it® notes to a more substantial system. Standardize how they are
to be affixed to runs, cat cages, and/or within an animal area so that each animal is
represented by a full record that is helpful to clients.26, 27
Consider using electronic methods to manage animal information, create animal
records, and create cage cards.
Ensure that the cage cards for adoptable animals are as descriptive and as informative
as possible. The JPASD should develop attractive easy-to-read cage cards that include
detailed animal information and a color photograph. Cage cards should also include
the results of temperament evaluations once that program is implemented. A cage
card printed on an 8.5" X 11" sheet of paper will be more visible to visitors and will
provide room to display the information in larger text that is easier to read.
Give all animals, including those in litters, separate identification numbers. This will
help keep shelter records and statistics accurate.
26
27
Sample Cage Card
HSUS Animal Sheltering magazine, The Complete ‘How To’ Series, Section E, E-3, “How to Write a Cage
Card”+
69
The HSUS team strongly recommends that all dogs and cats be fitted with an
identification collar upon intake. There are several types of collars available and the
JPASD should decide which will work best for them. The JPASD may utilize the
bands that are currently being used on animals for adoption. Other options include:
Paper collars with sticky tape on one end that can be purchased inexpensively
from a veterinary medical supplier or through Animal Care Equipment and
Services, Inc. (ACES).28
Hollister hospital-type insert bracelets, which are water resistant and are secured
by a clip.29
Martingale collars (for dogs only) prevent dogs from backing out of them. The
benefits are that dogs will not tear off the collars and that volunteers will not have
to put a collar on a dog (risking a poor fit and a dog escaping) each time they take
him out. Once a dog has left the shelter the collar should be washed, and a new
identification number put in the temporary tag.
Require all individuals surrendering an animal, whether their own or a stray, to show
photo identification in order to verify name and address. The complete contact
information for every person brining in an animal should be recorded and tracked in
the computer.
Consistently ensure that the current intake profile forms are filled out completely for
each and every animal that is brought in by the public. This could be accomplished by
conducting an intake interview which covers each question in detail. Such an
interview would also give the JPASD staff the opportunity to acquire additional
information which may not be covered in the standard questions, but which could aid
in placing the animal. Generally, the more information gathered at intake, the greater
an animal’s chances of being reclaimed or placed in an appropriate home.
Create a Pet Personality Profile to collect behavioral information on those animals
relinquished by their owners. This will help staff determine the adoptability of an
animal and assist in making the best possible match between adopter and pet. This
information should be provided to potential adopters upon request.30
Train the front office clerks to educate people who are bringing in their own pets and
suggest other options prior to relinquishment. Spaying and neutering should also be
discussed.
Track the reasons owners give for surrendering or returning their animals in order to
help reduce relinquishment. Knowing why people are relinquishing their pets can
help the JPASD determine what type of community outreach is needed. For example,
if a large number of owners are relinquishing pets due to behavior issues, the JPASD
28
Animal Care and Equipment Services, Inc, www.animal-care.com, 1-800-338-ACES
www.hollister.com
30
Dog and Cat Personality Profile samples
29
70
may consider developing an educational training program to help owners resolve
basic behavior problems that can interfere with the human/animal bond. Such
information can be highly publicized within the community and can provide pet
owners the information they need before they become frustrated and turn over their
pets to the shelter. Understanding the reasons for pet relinquishments can help the
JPASD create intervention programs to help keep people and their pets together for
life.31
Establish a written SOP on how disclosure of disposition will be handled by the
agency. All staff should be provided with training and support regarding this process.
If the current form is to be used, then it should be presented to every person that turns
an animal into the shelter.
Replace the lost digital cameras and take measures to safeguard them against damage
or theft. The process of photographing all incoming animals should be incorporated
into the intake SOP. Photographing each animal upon intake is an excellent practice
which can further help to identify stray animals and place adoptable animals. These
pictures can be uploaded to the JPASD PetFinder™ Web site and they can also be
printed on cage cards to make them more visually appealing.
Discussion:
The information gathered at intake can often make or break an animal’s chances for adoption
or reclaim. The information provided on the owner surrender form will assist staff in
evaluating an animal’s health and temperament and ultimately play a role in the final
disposition of that animal.
Cage cards that are supposed to “move with the animal” are not reliable methods of
identification in a shelter environment. Paperwork can easily be lost, switched, or become
damaged or faded and animals of the same breed and color, such as black cats or black labs,
can look alike. It is imperative that animals be properly identified in the shelter. Identification
is invaluable if an animal were to escape from the shelter, and it also prevents errors such as
accidental euthanasia.
4.17
LOST AND FOUND PROCEDURES
Observations:
There was no written SOP for lost and found procedures. However, there were several
references made in sections 1.4 through 1.6 in the Operational and Administrative Procedures
manual about the importance of logging in animals, filling out paperwork accurately, and
maintaining animals for the full length of the legal holding periods.
Holding periods were as follows: for owner relinquished animals 48 hours, for stray animals
31
HSUS “Pets for Life Behavior Tip Sheets” on CD-ROM+
www.hsus.org/pets/pet_care/our_pets_for_life_program/index.html
71
five working days, and for bite cases ten days. The notations in the manual regarding holding
periods and euthanasia—including warnings of immediate suspension leading to further
disciplinary action including termination—indicated that the JPASD took this issue very
seriously. However, assigning such significance without clear protocols and training for staff
created inconsistency. That, coupled with the animal identification deficiencies, sets the stage
for future mishaps.
The lost and found process started with reports made to clerical staff either in person or over
the telephone. The clerical staff created a lost or found report using as much information as
possible; they were supposed to do a search and inform the client if there was a possible
match. If a lost report was taken, clerical staff would search the found reports, the current
shelter population, rabies information, or reports of injured animals receiving treatment at
local veterinarians. If a found report was taken, staff searched the lost reports. It was up to
the clerical staff to search the various databases.
Once the lost report was taken and a search completed, the data was printed out and placed
into binders for future reference. When animals were received into the shelter and the
inventory sheet information was entered into the database, the clerical staff was supposed to
complete a search of lost reports and rabies information. Clerical staff did not check local
newspapers to see if printed reports matched animals in the shelter, or in the lost and found
database.
Records remained active in the computer system, but staff was not able to indicate how long
the reports remained in the system or the binders. Staff did not indicate that there was an
automatic cut off or purge of reports nor did they indicate that phone calls were made to
follow-up on lost animals. The impression was that the hard records and the computer
records were removed only when an animal was returned home.
Section 1.1 c and d in the Operational and Administrative Procedures manual outlined the
importance of scanning all animals for microchips. The strong language that was used
indicated that scanning might have been overlooked in the past. Scanners were available to
animal control, kennel, and clerical staff. Some of the scanners were very old units with
limited scanning capacity, specifically for detecting all of the microchips that are being used
today.
The bulletin board for posting lost and found animal pictures and notices was located on the
hallway wall near the Stray Dog Kennel in the East Bank shelter and in the central hallway at
the West Bank shelter. No guidelines for use of the board were posted, or mentioned by staff.
During The HSUS visit to the East Bank shelter, a woman who had lost her dog a day earlier
came in with a notice and to fill out a lost report. Clerical staff instructed her to check the
kennels and to post the notice on the board. When she returned to the office, she had seen her
dog in the Stray Dog Kennel. In this case, a lost report had not yet been created prior to her
visit but the woman’s notice and picture clearly matched the animal, date lost, and location
where the animal was found. The woman paid the fines and fees and thanked the staff for
their help.
In another instance at the East Bank shelter, a woman came into the shelter and filed a lost
72
report for her lost cat. She was instructed to check the cat rooms and a staff member walked
her through each of the cat holding rooms. Her cat was not in the shelter, but she was grateful
for the staff’s help and concern. The HSUS team witnessed the clerical staff member perform
a computer search to see if the animal had been reported found and it had not.
The redemption fee and fine schedule was outlined in the parish code and posted near the
front desk at the East Bank shelter. The posting of fines and fees was not noticed at the West
Bank shelter. The fines and fees were progressive, ranging from a $10.00 redemption fee and
$5.00 daily boarding fee for a licensed dog or cat wearing its tag, to as high as $500 for a
forth impound within a year of the last impound.
There was no set requirement for altering or microchipping as a condition of redemption, but
license and rabies vaccinations were required. The HSUS team interviewed a client leaving
the West Bank shelter after he redeemed his dogs who had been picked up as strays the night
before. He said this was the second time they had been picked up and that the shelter
microchipped them the last time they were impounded. The client was pleased that the
shelter offered microchip services.
The statistical reports provided to The HSUS team included information on numbers of dogs
and cats redeemed, adopted, euthanized, died, or other. The reports were not extensive
enough to allow detailed reporting, but they offered some picture of the general activity and
performance.
Recommendations:
Replace the bulletin board system with a binder system. The lost and found reports
should be kept in separate three-ring binders with pictures, if available; two (one lost
and one found) for dogs and two (one lost and one found) for cats. Each binder
should be sub-divided by sex. For example, the lost dog binder should be divided by
lost male and lost female dogs. This is a simple and easy-to-follow system that may
increase return-to-owner rates.
Implement a standardized procedure for capturing lost or found animal information
and cross-checking against reports on file, in an effort to increase the numbers of
stray animals reclaimed by their owners. Because the general public is poorly
educated on breed identification, an initial cross-check system should rely on only a
few physical factors such as coat color, coat length, gender, and size. If the initial
cross-check produces a possible match, then other factors such as breed, age, and
location lost/found should be used.32
Require one staff member to be responsible for the daily checking of lost reports
against the animals in the facility and those reported in the local newspaper.
Require clients to fill out a lost report before being allowed to look at the animals.
Then when people claim that they found their pet at the shelter, the information on the
32
Sample Lost and Found Reports
73
lost report can be used to determine if in fact the animal really belongs to them.
Require pet owners to provide proof of ownership, not just personal identification.
The proof could be photos, veterinary records, licenses, bills of sale, breed registries,
etc.
Consider developing a long-term program for working with pet owners who have lost
an animal. Many animal care and control agencies have had overwhelming success
with such programs, resulting in greatly increased return-to-owner rates. Well-trained
volunteers could be used to assist office staff with:
Greeting people
Assisting visitors in completing lost reports
Escorting pet owners through the shelter
Ensuring that visitors review the DOA and “found pet” reports
Providing advice and counseling on how best to look for their pets
• Maintaining and updating both the lost and found files
• Performing daily lost and found checks on stray animals in the facility
Performing daily cross-checking on stray animals in the facility with the “lost and
found” listings in the local newspaper
Purchase universal microchip scanners and replace older scanners, as needed.
Discussion:
Allowing pet owners to look through the shelter for their lost animal prior to completing a
lost report provides the opportunity for dishonest people to attempt to claim an animal that is
not theirs, especially if they are not required to provide proof of ownership.
Placing the burden of searching for a lost pet solely on the pet owner will result in a very low
return-to-owner rate. Developing a strong lost/found matching program headed by a detailoriented staff member or volunteer should significantly increase the JPASD’s reclaim rate
and will benefit the community as a whole.
Increasing the reclaim rate improves staff moral, helps to reduce the pressures on holding
requirements and other animal care workload, and greatly reduces the impulse of clients to
immediately adopt another animal, especially when those stray animals might be returned
home.
4.2
ANIMAL HANDLING
Observations:
The JPASD did not have an SOP or training guide that outlined animal handling and training
practices. There was a lack of proper handling equipment at both facilities. Both facilities had
an adequate number of control poles and leather gloves, but there were no nets, squeeze
cages, shields, snares, or cat muzzles available. There was also an inadequate supply of dog
74
muzzles at both facilities. Management stated that all ACOs and kennel workers were
required to attend the Louisiana Animal Control Association (LACA) animal safety training.
In general, dogs were moved using simple nylon leashes without difficulty. Once stray dogs
were in their runs, they were not handled or moved until the holding period had expired and
the medical staff or management staff determined disposition. The only interactions between
staff and dogs were during the cleaning and feeding process.
Staff was observed spraying the dogs, trying to make them move out of the way during the
cleaning process at both facilities. Please see section 5.6, Disease Control and Sanitation for
more on this subject. At the West Bank shelter, a staff member was observed yelling at dogs
during the cleaning process in order to get them to move away from the hose.
Staff did not have the time or opportunity to work with the dogs on leash and/or provide any
social skills training. Staff appeared too busy completing the daily animal care and client
service tasks to interact with the animals, except when their duties involved cleaning,
feeding, or some medical attention. Volunteers at the East Bank shelter walked dogs
available for adoption on the shelter grounds.
The JPASD staff at both shelters demonstrated a lack of proficiency in animal handling.
Namely, The HSUS team witnessed insensitive handling of cats by key medical staff. The
veterinarian at the East Bank shelter had little to no humane animal handling skills, as
observed in the Examination Room and in the open Garage during routine euthanasia. During
the process of initial evaluation of new arrivals and vaccination, cats were scruffed,
suspended without body support, and approached quickly and abruptly, which resulted in
very frightened cats, and at least two staff members getting scratched. At one point, The
HSUS team observed the veterinarian literally toss a cat into a cage from about two feet
away. The cat had just been spayed and was still anesthetized when this occurred.
During routine euthanasia the team witnessed cats being handled with catch poles. Each cat
was pulled from the cage hanging by the neck on the control pole; the staff member then
flung the cat to the floor, stomped on the cat’s rear end, and held the cat down while the
veterinarian injected anesthetic intramuscularly. Many of the cats were strangled so tightly
with the control pole that they vocalized and one even turned blue. Several cats narrowly
escaped through their cage doors; to prevent escape, doors were slammed shut regardless of
whether or not the cat, or someone’s arm, was in the way.
The veterinarian was scratched and bitten by one cat and sustained several open, bleeding
wounds. Another employee was injured when the veterinarian accidentally slammed a cage
door on his arm in an attempt to prevent a cat from escaping, causing broken skin and
bruising. At one point, the veterinarian attempted to scruff a cat that was being held to the
floor with a catch pole and when the cat twisted and bit him, he flung the cat to the back of a
cage so hard that the team heard a loud thump.
A total of four cats escaped during this process. When questioned, staff acknowledged that
this is a very common occurrence. Since the Garage is open to the outside, many of these cats
are never recaptured. The HSUS team later observed one of the cats huddled in the corner of
75
the Stray Dog Kennel. (See photo 30) The team was told later that the cat was trapped and
returned to a cage.
At the West Bank shelter, The HSUS team observed two staff members struggling to restrain
and vaccinate an adult white miniature poodle that had just arrived. A staff member first
attempted to place the dog into a large run in the Stray Dog Kennel where many other dogs
were barking. The staff member had difficulty getting the leash off of the dog since he was
snapping at her. When she finally removed the leash, the dog escaped. It took several minutes
for the staff member to capture the dog by looping a leash around his neck. The staff member
then pulled the dog into the Small Bite Case/Laundry Room where she picked him up and
placed him into a cage. The staff member retrieved vaccines for the dog and asked another
staff member to assist her. The second staff member opened the cage and put his hands on
the dog’s shoulders while the first staff member attempted to give the vaccine. The dog
immediately jerked free and tried to bite them. They attempted the procedure a second time
with the same result. On the third attempt, the second staff member removed the dog from
the cage and held him up with no restraint while the other staff member attempted to
vaccinate again. At that point, the dog became even more fractious and vocalized and panted
heavily. The second staff member then scruffed the dog very tightly and the first staff
member administered the DA2PP vaccine. The second staff member maintained the scruff
hold on the dog as the first staff member drew up the Bordetella vaccine into the same
syringe that had just been used and then administered that vaccination. The dog was then
placed back into the cage.
During a routine euthanasia at the West Bank shelter, a staff member dragged an aggressive
Pit Bull from one end of the Garage to the other using a control pole and then attempted to
give an IC injection while the dog was still conscious. For more on this matter, see section
6.3, Euthanasia Methods.
Although many staff members showed a caring and compassionate attitude towards the
animals, others did not. A staff member who the team observed cleaning cat cages at the East
Bank shelter quickly grabbed cats and shoved them into a plastic cat carrier so that their
cages could be cleaned. While the handling was not rough, the staff member did not talk to
the cats or make any effort to handle them gently. A staff member at the West Bank shelter
was observed picking up a puppy to bring it in from the back yard. She carried the puppy
under its chest with one hand with its legs dangling. She did not support its rear end or hold
the puppy close to her.
For information on field services animal handling, please see section 9.1, General Overview.
Recommendations:
Develop animal handling SOPs as soon as possible. The SOPs should be separated
into dog, cat, and other small animal handling. These SOPs should detail not only
humane handling techniques for the animal, but also safe handler techniques that will
protect staff from bites and scratches. Procedures for the handling of small mammals
and exotics should be incorporated into the care and housing SOPs for these species.
Animal handling techniques should be a standard part of the JPASD training
76
program. Knowledge of safe and humane handling methods is essential in preventing
serious injuries to both the animals and the staff. The HSUS, American Humane
Association (AHA), National Animal Control Association (NACA), and other
national and local groups offer animal handling and restraint seminars, textbooks, and
videotapes that can assist in staff training.33
Develop and supervise a system to ascertain that animal handling and restraint
policies, procedures, and training programs are continually reviewed and updated, in
practice as well as in writing.
Discontinue the use of control poles for handling cats. Use of control poles on cats is
not recommended as a primary restrain or capture tool. A control pole should be used
only when other alternatives for restraint have been exhausted and restraint of the
animal is necessary so that the cat can be transported from one situation to another.
The HSUS “How to Use a Control Pole” would be a useful training tool for staff as it
provides guidelines on looping the cable under the foreleg.34 See below for the
recommended handling equipment for cats.
Never free-lift or hang animals using a control pole. Every animal’s body weight
must be well-supported prior to lifting.
Ensure that all animal handling equipment is placed on (at a minimum) a weekly
maintenance program that includes the immediate repair or removal of any faulty
equipment.
Always place cats in an appropriate carrier when being moved to a different area of
the shelter, especially when taken outside. No matter how adept the handler, a cat
could easily become frightened and escape. Using cat carriers will make the cat feel
more secure and also protect the staff from being accidentally scratched or bitten.
Cats should never be scruffed and held unsupported.
Inhumane handling should never be tolerated. Management must be accountable for
any acts of cruelty that are taking place in the JPASD. It is the ultimate responsibility
of management to provide staff with proper training and continual supervision.
In order to facilitate responsible animal care and control while assuring staff safety,
we recommended that all staff within each facility have ready access to the following
minimum animal handling equipment and receive instruction on the proper use of the
equipment:
Capture gloves: These can be critical to preventing injuries to both humans and
animals, and to ensuring that animals are handled humanely. Gloves are a wise
investment; they should be sized to fit snugly, made of a penetration-resistant
material, and lined with a puncture-resistant material. Welder’s gloves or oven
33
34
www.humanesociety.org, www.americanhumane.org and www.nacanet.org
HSUS Animal Sheltering magazine, The Complete ‘How To’ Series, Section A, Animal Handling+
77
mitts (which are similar in appearance) do not offer the needed protection, and
offer a false sense of security. Capture gloves are available from several
companies. Do not use oven gloves as bite protection.
Crates, Cages and Cardboard Carriers: Many sizes and types of cages and crates
should always be available for a variety of situations. Cardboard carriers can be
used for a variety of purposes, including the transportation of diseased or dead
animals or providing a quiet environment for animals undergoing the euthanasia
process.
Caging and Transfer Systems for Unsocialized Cats: Trap transfer cages, squeeze
cages, and feral cat handling systems are crucial equipment for animal care and
control. These caging systems provide for the anesthesia, euthanasia, or transfer
of feral and unsocialized cats without the need for human handling or intervention
whatsoever.
Feral Cat Handling Systems: Designed to provide an alluring “safe place” for
feral and unsocialized cats to hide, these versatile cages allow for the field pickup, daily care, cage cleaning, monitoring, treatment, transfer, anesthesia, or
euthanasia of feral or unsocialized cats with no handling necessary.35
Nets: Nets are an essential piece of equipment that can enable all staff to handle a
variety of animals with minimal restraint. Nets should be sturdy, at least twice as
deep as the diameter, and flat on the end instead of round. Many nets allow for the
capture and removal of unsocialized cats with minimal difficulty.
Leashes: Leashes can serve many purposes, and should be more readily available
for all staff. A number of manufacturers offer nylon leashes at a nominal price.
Muzzles: Commercially manufactured muzzles are available from many animal
equipment companies in a range of sizes to fit dogs and cats.
Syringe Poles: These devices allow for the humane chemical immobilization of
fractious, feral, unsocialized or aggressive animals without physical handling.
Stretchers: Most animal stretchers have plastic or vinyl covers designed to help
carry injured, anesthetized, or sedated animals safely and comfortably during
transport. Many come with a cover that fits over the prone animal, attaching to the
stretcher with a securing material, such as Velcro.
Towels and Blankets: These items can be used for a multitude of purposes,
including for capturing smaller animals, covering cages and traps, and providing
comfort to animals housed within transport compartments.
Discussion:
An animal handler’s most important tool is knowledge. Personnel trained in animal behavior
and humane handling techniques can ensure that they are handling animals in the safest, most
humane manner possible. To make quick assessments, staff must be able to accurately
interpret the situation and choose an appropriate response within seconds. The more humane
and skilled a staff member’s restraint or capture technique is the more efficient and effective
that staff member will be.
35
HSUS Animal Sheltering magazine, “Feral Cat Handling System,” May–June 1999+
78
Some training areas in animal handling and restraint may seem elementary—especially for
“seasoned” staff—but if the staff has not been provided with adequate information relating to
basic concepts, they will not recognize the underlying reasons for correct animal handling
techniques and procedures. As a result of staff’s lack of awareness of basic principles,
inappropriate techniques will be passed on from each employee generation to the next. The
same might be said for many, if not all, aspects of a modern animal care and control program.
The staff needs to know not only the right techniques, but also the rationale behind them.
Control poles, which have become a standard piece of equipment for most animal control
departments, are designed as a defensive or protective safety tool for guiding fractious
animals, and not for offensive maneuvers against animals, or as a matter of routine,
convenience, or speed. The routine use of control poles cannot be substituted for professional
animal capture and handling skills. Although staff safety is an important priority, the humane
handling of animals must also be ensured, and stress for both the animal and handler should
be eliminated whenever possible.
The HSUS team recognizes that standard professional animal handling equipment (such as
high quality gloves, nets, and caging) can be relatively expensive. However, the proper
equipment is well worth the investment for the staff as well as the animals needing care. We
strongly recommend that the JPASD invest in its staff by regularly allocating resources and
funding for organization wide training opportunities and appropriate animal handling
equipment.
4.3
ANIMAL CARE
4.31
DOG AND CAT CARE
Observations:
The JPASD did not have an SOP for dog and cat care.
Neither the dogs nor the cats were given comfort items such as blankets, towels, toys, or
hiding places in their runs or cages.
The dog runs at the East Bank shelter each had a metal-framed platform bench. Staff stated
that these beds were purchased earlier in the year. The West Bank shelter dogs did not have
beds in their runs.
The colony-style Cat Adoption Rooms at both shelters had beds, towels, climbing trees,
scratching posts, and toys.
Cats at both shelters were provided with plastic litter boxes containing clay litter. However,
the cats in the surgery area at the East Bank shelter were not given litter boxes until the
morning after their surgery, even though they were given food and water at the end of the
medical staff’s work day.
79
In both shelters the cats and dogs were housed in close proximity to one another in several
areas including: the Garages, the East Bank shelter Surgery Room, and the West Bank shelter
Small Bite Case/Laundry Room. The sight and sounds of barking dogs created a great deal of
stress for the cats and most likely contributed to the fractious behavior of some of the cats in
the Garage at the East Bank shelter.
While a few of the animal housing areas were air conditioned (the colony Cat Adoption
Rooms and Surgery Rooms) the majority were not. The temperatures and humidity levels in
the kennel areas were very high and exceeded the acceptable comfort range for both cats and
dogs. Of very serious concern to The HSUS team was the East Bank shelter Garage. For
example, the sun glared on the stainless steel cages, causing a hot and uncomfortable
environment for the dogs. The sun shined directly into the Garage and onto a bank of cages
along the wall in the outer portion for most of the day. (See photo 31) The HSUS team took a
temperature recording which read 93 degrees at the far left, upper cage where a Doberman
pup (MB-01-04-13) was housed. October 1 and 2, the team also witnessed dogs without food
and water in this bank of cages and until the team pointed it out, it was not remedied.
Of very grave concern to The HSUS team was the widespread lack of water provided at both
shelters. In fact, throughout The HSUS site visit, many animals were observed with empty
water bowls. Note the following examples:
East Bank
• At 10:00 a.m. on October 1, there were nine cats in the stainless steel cages in the
Garage that had no water in their bowls.
•
A stray Chihuahua mix (EO-10-01-08) arrived at 10:27 a.m. on October 1. He was
placed in a cage in the Garage and was not given water all day. At 4:00 p.m. The
HSUS team asked a kennel staff member to give him water.
West Bank
• At 3:00 p.m. on October 3, The HSUS team noted that the cat watering system (a
plastic bottle with a bowl) in the Cat Adoption Room was completely empty. (See
photo 32) The HSUS team asked a staff member to fill it.
•
On October 3, six cages contained cats in the Healthy Cat Room, out of these six,
three had empty water bowls and one had dried feces in the bowl.
•
On October 3, there were two kittens and one adult cat with empty water bowls in the
Small Bite Case/Laundry Room. A staff member entered the room to clean the two
litters of puppies that were housed there, but this person did not check the cats or give
them any water. The HSUS team asked another staff member to give the cats water.
•
At 6:30 a.m. on October 4, three litters of puppies had empty water bowls. One of
these litters was housed in the puppy pens in the Puppy Room and the other two
litters were housed in the Small Bite Case/Laundry Room. The HSUS team observed
staff members giving the puppies large bowls of dry food at 6:45 a.m., but the water
bowls were not filled at the same time. The puppies were given water after their cages
were cleaned at 7:10 a.m.
80
As previously mentioned, both shelters had automatic watering systems in the dog runs. The
East Bank shelter had six and the West Bank shelter had eight water bowls which
continuously ran and overflowed water. This malfunction caused a portion of the dog runs to
remain wet. Also at the West Bank shelter, one of the spigots was not running at all and the
dog’s bowl was completely dry—a tan Pit Bull (MS-09-27-07) in the Adoption/Bite Case
Room.
As will be discussed further in section 5.6, Disease Control and Sanitation, the dogs became
totally soaked during the cleaning process—several were viewed sitting and laying in
puddles of water. (See photos 33, 34) Many of the dogs huddled and shook in one corner of
their run. The following dogs were viewed by The HSUS team as completely soaked and
shaking from being sprayed during the cleaning process:
East Bank
• A Border Collie (EO-09-04-06), Dog Adoption Kennel, 10/2/07, 7:15 a.m.
•
A Labrador mix (BT-08-21-02), Dog Adoption Kennel, 10/2/07, 7:15 a.m.
•
A small Poodle (EO-10-01-10), Isolation Room (where puppies and small breed dogs
were housed), 10/2/07, 7:45 a.m.
•
Three young mix breed puppies (MB-09-26-03, EO-09-29-09, EO-09-19-04),
Isolation Room, 10/2/07, 7:45 a.m.
West Bank
• A small, black mix breed (TB-10-02-06), and a small, tan mix breed (TB-10-02-06),
Stray Dog Kennel, 10/4/07, 8:15 a.m. (See photo 35)
Some of the cat cages in the Garage at the West Bank shelter were overcrowded with kittens.
The cages measured 21″ x 21″ x 28″. One cage held eight kittens roughly nine weeks of age,
and another cage held six kittens around seven weeks of age. Another cage held a nursing
mother with two different litters of kittens. Her own litter of four kittens was about eight
weeks of age and the other litter consisted of three, two week old kittens. The mother cat was
attempting to care for all seven kittens, but the three younger kittens were not able to
effectively nurse because the older kittens pushed them away. At the suggestion of The
HSUS team, the staff moved the four older kittens to a separate cage since they were old
enough to be weaned. The cage overcrowding was not a result of a lack of space, in fact,
there were 19 empty, clean cages present at the time that The HSUS team observed the
crowded cages.
Recommendations:
Create and implement SOPs in order to provide staff with direction on the proper way
to house and care for the animals. All procedures should be consistent at both
shelters.
To ensure consistency, a supervisor should be responsible for making “spot checks,”
at minimum, in the early morning and late afternoon to confirm that all aspects of the
SOPs are being carried out.
81
The HSUS commends the JPASD for the purchase of the platform dog beds at the
East Bank shelter, because they provide the dogs with a resting area off of the
concrete flooring. Similar beds should be purchased for the West Bank shelter as soon
as possible.
Ensure that all animals have an adequate supply of water at all times.
Correct the malfunctioning leaks in the dog kennel watering systems at both shelters.
For more on this topic review section 3.22, Dog Housing.
Provide litter boxes for cats recovering from surgery as soon as they are awake.
The HSUS commends the JPASD for providing the cats in the colony-style Cat
Adoption Rooms with beds, towels, toys, and scratching posts. Replace towels and
beds with fresh ones daily so that the room is kept clean and sanitary.
Provide bedding (towels, blankets, bedspreads, or sheets) to all the animals in the
shelter, if possible, but especially to ill, injured, very young/old animals, and nursing
animals. These must be laundered daily in hot, soapy water with bleach.
Provide training for all staff and volunteers on recognizing, reducing, and preventing
stress in animals.36, 37, 38, 39, 40
Do not house dogs and cats in close proximity to one another.
Give all dogs a Kong® or other washable toy every day. Not only do toys provide
vital enrichment for the dogs, but studies show that shelter dogs that have a toy and a
blanket in their run are more appealing to potential adopters.41, 42
Discontinue the use of plastic litter boxes. Plastic becomes porous when scratched
and cannot be properly sanitized. Replace the plastic litter boxes with stainless steel
litter pans that can be easily cleaned and disinfected, for more on this subject please
see section 5.6, Disease Control and Sanitation.
Consider outfitting all cat cages with a stainless steel shelf. Shelves will increase the
floor space and give the cats a place to perch and sleep.
36
37
38
39
40
41
42
“When Something Must Be Done,” Rondout Valley Kennels, Inc.
“Stress Signals Checklist,” Rondout Valley Kennels, Inc.
HSUS Animal Sheltering magazine, “Kitty Comforts,” January–February 2005+
“How Can Learning About Dog Behavior and Training Benefit Your Shelter?”, Rondout Valley Kennels,
Inc.
HSUS Animal Sheltering magazine, “Keeping shelter cats healthy through stress reduction,” January–
February 2007+
HSUS Animal Sheltering magazine, ‘How To’ Series, “How to Set Up a Comfy Dog Kennel,” January–
February 2002+
“The Sue Sternberg Minimum Requirement Guide for Dogs in Shelters,” Rondout Valley Kennels, Inc.
82
Consider providing all cats with a disposable cardboard box to use as a bed. Shoe
boxes work well for small cats, and the boxes from cases of canned food or beverages
work well for larger cats. In the shelter environment, it is very common for cats to
sleep in their litter boxes if no alternative is offered. Donations of boxes can usually
be successfully solicited from the public and local businesses, such as grocery stores
and beverage distributors.
While The HSUS recognizes that it may not be feasible to install air conditioning in
all animal housing areas, every effort should be made to keep these areas as cool as
possible during hot and humid weather. Large floor fans, swamp fans, and/or
dehumidifiers should be used in all animal areas.
Immediately discontinue hosing the dog runs while the dogs are inside them, as also
recommended in section 5.6, Disease Control and Sanitation.
Do not crowd animals in cages or runs.43 Staff should be provided with written
guidelines that specify the maximum number of dogs, puppies, cats, or kittens that
can be housed in a cage, run, or room. With regard to cats, the UC Davis Koret
Shelter Medicine Program suggests the following:
There must be enough space so that every kitten can stretch out, move around, eat
and be able to get to the litter box without problems. Ideally, house no more than
2–3 unrelated kittens per cage.
Refrain from switching kittens around between different groups, but rather keep
kittens as a constant group once they have been introduced to each other.
If you have very young kittens not yet suitable for adoption, get them into a foster
program.
Provide proper training for all staff and volunteers on recognizing, reducing and/or
preventing stress in all animals.44 Utilize a form to document animals who are
exhibiting signs of stress.45
Discussion:
The quality of animal care is one of the most important aspects of preventative health care
and disease control. Any animal in a shelter environment will experience some level of stress
due to the change of environment, separation from family, and the daily handling by
strangers. Cats and kittens are particularly susceptible to stress when removed from familiar
surroundings. When subjected to the sounds of barking and whining of puppies and dogs,
cats can experience extreme distress.
In order for the animals to maintain their sociability in the shelter environment, some
43
Impacts of Shelter & Housing Design on Shelter Animal Health, ‘Avoid Crowding,’ UC Davis Koret
Shelter Medicine Program
44
Impacts of Shelter & Housing Design on Shelter Animal Health, ‘Housing that minimize stress and
maximizes welfare,’ UC Davis Koret Shelter Medicine Program
45
Kennel Walk Through Form
83
amenities are recommended. These enhancements also signal to the community that the
animal caretakers will take extra time to assure that the animals’ needs are being met. Shelter
animals must be housed in a way that minimizes stress, provides for their specific needs,
affords protection from the elements, provides adequate ventilation, and minimizes the
spread of diseases.
4.32
SMALL MAMMAL CARE
Observations:
The JPASD did not have an SOP for small mammal care. Neither the East Bank nor the West
Bank shelter had any small mammal housing or care items, other than rabbit food. When
questioned, the JPASD staff demonstrated a poor knowledge of what specific types of
supplies and housing were needed for rabbits, guinea pigs, ferrets, hamsters, rats, and mice.
The kennel staff stated that small mammals were generally brought in with their own cage
and supplies. The HSUS team asked what procedure was followed if a small mammal arrived
without appropriate housing or supplies. Staff stated that an employee would then be sent to a
local pet store to buy what was needed. As discussed in section 3.24, Small Mammal/Exotic
Housing, the only small mammal present during The HSUS site visit was a rabbit at the East
Bank shelter. The rabbit was surrendered with its cage, water bottle, a supply of rabbit
pellets, and Carefresh® bedding. The rabbit’s cage was placed in the Garage on top of a bank
of cat cages. The rabbit did not have any hay, an essential component of a rabbit’s diet. The
HSUS team asked a manager if they planned to get hay for the rabbit. The manager stated
that they did not provide hay for rabbits because she knew that one type of hay was bad for
them and one type was good for them, but she could not remember which one was which.
Recommendations:
Once implementing a written SOP, ensure that it is carefully followed. Common
species, such as rabbits, have very specific feeding requirements and are very
susceptible to digestive problems. There should be detailed, written instructions for
the care of all species so that the staff will consistently provide the proper care for
these animals.46
All animals, regardless of species, must be cleaned, fed, and watered daily. Proper
food and comfort items must be supplied once an organization takes on the
commitment of housing these animals, even temporarily. See The Complete ‘How
To’ Series, Section G, Small Mammal Care.47
Be certain all small mammals and exotics have proper hide-boxes and other speciesspecific housing necessities. These can be acquired at any pet store. Cardboard boxes
may suffice in some cases.
46
47
Wildlife Care Basics for Veterinary Hospitals: Before the Rehabilitator Arrives+
HSUS Animal Sheltering magazine, “The Complete ‘How-to’ Series,” Section G, Small Mammal Care+
84
Familiarize the staff with the various environmental, housing, and feeding
requirements that these animals need to stay as free of stress and harm as possible.
Train all staff in proper safe handling techniques for small mammals to minimize
potential injury to staff and the animals.
Do not use cedar and pine shavings for bedding, as they can potentially cause damage
to the lungs, kidneys, and livers of rabbits and rodents. Bedding made from recycled
paper products, such as Carefresh® or Yesterday’s News®, are highly recommended.
Provide guinea pigs with a variety of fresh greens, fruit, and guinea pig pellets on a
daily basis. A balanced diet will provide an adequate amount of Vitamin C, which is
necessary to maintain their health.
Rabbits should have access to a constant supply of Timothy grass hay, which aids
their digestive systems and provides the necessary fiber to help prevent health
problems such as hair balls, diarrhea, and obesity. Alfalfa hay should not be given to
adult rabbits because it is too high in protein, calcium, and calories.48
The basic diet of a mature rabbit should be supplemented with leafy dark green
vegetables such as parsley, dandelion greens, kale, and carrot tops; one to two
tablespoons per day of treats such as rolled oats or carrots; and a good pellet feed with
12−20% crude fiber and 14−17% crude protein (check the packaging). Begin feeding
pellets at one-fourth cup per five pounds of body weight, divided into two meals per
day, and then adjust the amount according to the rabbit’s body condition. Avoid
lettuce, tomatoes, cabbage, or table scraps, which can all cause bloat and diarrhea.
Keep fresh water available, preferably in sipper bottles, which take up less space than
water bowls and are less likely to spill. Watch new rabbits to make sure they know
how to use the bottles, and clean bottles daily so the tubes do not get clogged.
Provide rabbits, guinea pigs, and rodents with untreated wood blocks for chewing.
4.33
WILDLIFE/EXOTIC CARE
Observations:
The JPASD did not have an SOP for handling wildlife or exotic species. The HSUS team did
not observe any wild or exotic species at either facility during the site visit. Management
stated that exotic species were sent to a rescue as soon as possible and wildlife species were
sent to a rehabilitation specialist, if available. Management stated that several wildlife
rehabilitation facilities in the area had closed after Hurricane Katrina.
Recommendations:
See the following sections for more on wildlife and exotics: 3.24, Small
48
HSUS Animal Sheltering magazine, “Bunny Basics, How to Keep Shelter Rabbits Healthy and Happy,”
November–December 2005+
85
Mammal/Exotic Housing, 3.25, Wildlife Housing, 4.32, Small Mammal Care, and
9.12, Wildlife Issues.49
4.34
FARM ANIMAL/EQUINE CARE
Observations:
The JPASD contracted with an off-site contractor to provide care and housing for horses and
farm animals. During the site visit, The HSUS team made contact with the contractor, but an
inspection of this facility could not be scheduled due to the contractor’s non-farm-related
work schedule.
Recommendations:
Organize a team to inspect the contractor’s farm to ensure that the animals are
receiving adequate care and housing. This team should include JPASD staff
members, a large animal veterinarian, and at least one member of the task force. A
full inspection of this facility should be performed at least twice per year.
49
HSUS Animal Sheltering magazine, “The Complete ‘How-to’ Series,” Section H, Wild & Exotic Animals+
86
5.0
5.1
VETERINARY/HEALTH ISSUES
VETERINARY SERVICES/CONTRACTS/RELATIONS
Observations:
East Bank
The East Bank shelter had a full time veterinarian under a two year contract which was
executed on August 15, 2007. The term of the contract had been made retroactive to
commence on February 15, 2007. The contract stated that the veterinarian was to work at the
East Bank shelter 40 hours per week and was also to provide the services of a full time
veterinary technician to assist him. The veterinary technician who worked for the contract
veterinarian during the site visit was neither a licensed veterinary technician nor a certified
euthanasia technician, but had prior experience.
The duties of the veterinarian, as stated in the contract, were to: “make all decisions and
judgments regarding all matters pertaining to animal health, determine appropriate
professional action to be rendered in the treatment of all animals in the shelter, determine the
disposition of injured and sick animals, and order the elimination by euthanasia of any
animal considered to be detrimental to the general health and well-being of the JPASD.”
The contract also stated that the veterinarian was not in control of or in any manner
responsible for the management, business activities, sanitation, or purchasing of supplies and
drugs necessary to the operation of the shelter. The contract further stated that the
veterinarian had the right to make quarterly or semi-annual recommendations concerning the
medical operations and physical plant.
In addition to the full time contract veterinarian, the East Bank shelter had nine local
veterinarians that volunteered their time on a rotating schedule. These visiting veterinarians
were scheduled to come to the shelter on Tuesdays and Thursdays to perform rounds.
According to the medical staff, the visiting veterinarians would spend one to two hours at the
shelter during each scheduled visit. The visiting veterinarians performed the same duties as
the contract veterinarian, including providing the authorization for euthanasia. According to
the East Bank shelter medical staff, Louisiana State University School of Veterinary
Medicine sometimes sent a group of veterinary students to the shelter for a day. However, no
schedule or documentation of this program was made available to The HSUS team.
According to management, animals who were in need of medical care when the veterinarian
was not on duty were sent to a local emergency clinic. However, according to the medical
staff, sick and injured animals were often left at the shelter untreated overnight and on
weekends.
Both shelters offered the “Pets Need Vets” program which gave adopters a free veterinary
examination and fecal check for their new pet within the first five days of the adoption. There
were twenty local veterinary clinics participating in this program. According to management,
there was no inspection of either the East Bank or West Bank shelter by a state veterinarian.
87
West Bank
The West Bank shelter had a two year contract with the Marrero Veterinary Clinic to provide
the services of a licensed veterinarian. The contract was executed on June 20, 2007 and was
due to expire on June 30, 2009. The contract did not specify the number of hours that the
veterinarian was to work at the West Bank shelter. Management told The HSUS team that a
veterinarian worked at the shelter part time on Mondays, Wednesdays, and Fridays.
Management stated that the veterinarian was supposed to work 20 hours per week, but there
was no set schedule. The kennel staff stated that the veterinarian would usually arrive around
9:00 a.m. and would leave “when the work was done,” which was generally between 2:00
p.m. and 3:00 p.m. Management stated that the veterinarian worked on Mondays and Fridays
and that one of his associates worked on Wednesdays.
The duties of the West Bank shelter veterinarian were the same as the East Bank shelter
veterinarian, as stated in the contract. The West Bank shelter veterinarian did not employee a
veterinary technician or assistant. The kennel staff was responsible for assisting the
veterinarian with surgery, examinations, and treatments.
Management told The HSUS team that when no veterinarian was on duty at the West Bank
shelter during business hours, animals needing immediate medical care were taken to either
the Marrero Veterinary Clinic or one of several other local veterinary clinics that would
provide free care to shelter animals. Management stated that the JPASD provided free
carcass disposal for several local veterinary clinics in exchange for free medical care of
shelter animals. However, the West Bank shelter management could not produce a list of
these clinics when asked. Staff and management also stated that animals in need of
immediate medical care after hours or on weekends were regularly taken to a local
emergency clinic. The West Bank shelter had no visiting veterinarian program. The part time
veterinarian stated that he felt the West Bank shelter desperately needed a full time
veterinarian.
Recommendations:
Employ one full time veterinarian at each shelter. If the veterinarians work under
contract, then the contract must specify the hours of work.
Employ at least one experienced and/or licensed veterinary technician at each shelter.
These individuals should also be certified euthanasia technicians. A detailed job
description should be developed for these technicians, which should include
performing incoming animal examinations, vaccinations, daily health checks,
administering medications, surgical assistance, euthanasia selection, and performing
euthanasia.
Strongly consider direct employment of the shelter veterinarians. The parish benefits
package would be a powerful tool in attracting and retaining highly qualified
candidates.
The director should provide the veterinarians with a written monthly schedule and
require that they adhere to this schedule.
88
The shelter veterinarians should play a key role in developing vaccination protocols,
disease control and sanitation methods, products used, feeding protocols, isolation
and separation protocols, zoonotic disease information, etc., to ensure that best
practices are being followed in all animal-sheltering operations.
Encourage the veterinary staff to network with other shelter veterinarians around the
country in order to improve the level of veterinary care provided to the animals within
the JPASD. A national network of veterinarians that are interested in and familiar
with animal shelter medicine has been developed, and a specialized training
conference for shelter veterinarians is presented annually.50
The shelter veterinarians should be highly proficient and expeditious is performing
spay and neuter surgeries.
Euthanasia decisions should not be the sole responsibility of the veterinarians. Other
qualified staff should be able to determine adoptability and make these decisions
independent of the veterinarians.
The shelter veterinarians should not be performing incoming animal examinations,
vaccinations, fecals, deworming, and heartworm tests, as this is an extremely
inefficient use of the veterinarians’ time and expertise. These tasks should be
performed by a trained veterinary technician. The veterinary technician can then
select those sick or injured animals who should be examined further by a veterinarian.
The HSUS commends the JPASD for developing the program of offering carcass
disposal in exchange for the services of the nine veterinary clinics. The JPASD
should make every effort to make sure this is a working program for both shelters.
The current visiting veterinarian program is also an excellent means of supplementing
the veterinary care to the shelter animals at the East Bank shelter.
Maintain, in both shelters, an accurate and up-to-date list of all the veterinarians that
will provide free emergency care to sick or injured shelter animals. The list should be
easily accessible to staff so that they will be able to provide care quickly.
The HSUS commends the JPASD for creating the “Pets Need Vets” program and
requiring adopters to take their new pet to a veterinarian within five days of the
adoption. The program is an excellent means of providing adopters with a free
veterinary examination and fecal check. This program should be maintained with the
eventual goal of expanding it to include more local veterinary clinics.
Refrain from using terminology such as “elimination” in favor of using the term
euthanasia.
Discussion:
Veterinarians are considered to be animal experts by the majority of the general public, and
50
www.sheltervet.com
89
their participation is critical to successfully resolving community animal control issues.
Providing a high level of health care management of shelter animals and adopting out healthy
animals is vital to keeping a good reputation within the community.
Veterinarians are increasingly involved in the day-to-day operations of shelters and are being
asked to design and comment on policies and procedures that are not strictly medical. Animal
shelter practice is a new and unique field of veterinary medicine, and it brings with it topics,
procedures, and dilemmas that do not arise in other veterinary practice situations. It is
imperative that everyone working in the shelter environment understand the importance of
herd management, vaccination protocols, and disease prevention and transmission. The
veterinarian’s knowledge and experience is an outstanding resource in developing policies
and in training personnel.
5.2
GENERAL SHELTER MEDICINE
Observations:
Neither the East Bank nor the West Bank shelter had a written SOP for animal health care.
The HSUS team observed many procedural differences in the medical care provided at the
East Bank and West Bank shelters. The care at both shelters was inconsistent and inadequate.
East Bank
The East Bank medical staff stated that the veterinarian performed shelter rounds every
morning Monday through Friday. These rounds reportedly included a physical examination,
vaccinations, flea treatment, fecal flotation, and deworming of all new incoming animals and
health checks of resident animals. However, the kennel staff stated that rounds were
performed very inconsistently and that new animals would sometimes be in the shelter for 3–
5 days before they were examined and vaccinated by the veterinarian. The HSUS team
observed the veterinarian performing rounds in the Garage on Tuesday, October 2. Five out
of the twelve cats being examined had arrived 3–5 days prior, which corroborated the
statements made by the kennel staff. Three of the cats had an intake date of 9/28/07 and two
had an intake date of 9/27/07. In general, the procedure of conducting rounds was extremely
disorganized and an inefficient use of the veterinarian’s time.
There was an “Animal Shelter Health Check Form” provided to The HSUS team prior to the
site visit. Copies of this form were observed in a wall-mounted bin in the Examination
Room. This form was very comprehensive and included all of the components of performing
a complete physical examination of an animal. However, the form was not used by any of the
staff at either shelter during The HSUS site visit. These forms were not observed to be a part
of any of the animal records. Health records were not kept on the shelter animals. The only
records maintained for individual animals were the cage cards and intake forms which were
kept in a binder at the front desk. The medical staff stated that the vaccinations, deworming,
flea treatment, heartworm tests, and any health problems were supposed to be recorded at the
bottom of the cage card, but The HSUS team observed that this was not being done
consistently.
There was no procedure for the kennel staff to alert the medical staff of a possible sick or
90
injured animal. When questioned about the procedure for notifying the medical staff about
sick animals, the kennel staff stated that they would verbally tell the veterinarian, veterinary
technician, or a manager and then someone from the medical staff would eventually check
the animal. It was evident to The HSUS team that this process did not work and that many
sick and injured animals were not receiving timely examinations or treatment. It was also
evident that no one was monitoring the animals on a daily basis. Several animals with
significant medical problems were held for many days beyond the required hold time with no
justification, while others waited much too long for medical attention. Note the following
examples:
•
A tan Pit Bull (KD-10-01-03) was observed on October 2 in the Stray Dog Kennel
with a large open wound down the entire length of his back. (See photo 36) This dog
had been in the shelter for 24 hours and had not been examined by the veterinarian.
When the veterinarian was questioned about this dog that same day, he stated that he
was not aware of the dog’s existence.
•
Three very sick kittens under six weeks of age (MB-10-01-02, 03, 04), one of which
was moribund, came in at 9:30 a.m. on October 1. The HSUS team observed the
veterinarian authorize euthanasia for these kittens’ on their cage cards at 11:10 a.m.
At 3:40 p.m., the suffering kittens had not yet been euthanized and the veterinarian
had left for the day. At that point, The HSUS team asked a staff member to euthanize
the kittens immediately.
•
A stray German Shepherd (KD-09-20-04) was observed on October 2 in the Stray
Dog Kennel. This dog had severe skin disease and hair loss and had been at the
shelter for 12 days, which was five days beyond the required stray hold time of five
business days. (See photo 37) When the veterinarian was questioned about this dog on
October 2, he stated that the staff had probably just forgotten about him.
•
Two owner surrendered dogs 10 years of age—one an Australian Shepherd (EO-0922-04)—were observed on October 2 in run M-35 in the Stray Dog Kennel. The
Australian Shepherd had severe skin disease, thick green discharge from his eyes, and
both had extremely overgrown toe nails. (See photos 38, 39) They had been at the
shelter for 10 days which was 8 days beyond the required hold time of 48 hours for
owner surrendered animals. When the veterinarian was questioned about these dogs
on October 2, he again stated that the staff had probably just forgotten about them.
•
A black and white Great Dane mix (EO-09-11-01) was observed in the Quarantine
Room on October 1–2. This dog was sneezing and had thick yellow nasal discharge.
He was not receiving any treatment.
•
A Beagle (EO-09-19-06) was observed in the Stray Dog Kennel on October 1–2. This
dog was also sneezing, coughing, and had thick yellow nasal discharge and not
receiving any treatment.
Some animals were receiving medical treatment; however, there was no procedure for
keeping any type of treatment logs or records. Medications were simply fastened to the
animal’s cage card and there was no specified time for morning or evening treatments. In
many cases, no notation was made why the animal was being treated and the start date was
91
not written on the label. For example, a black Lab mix (KT-09-05-01) had a packet of
Clavamox® tablets fastened to his run. There was no written diagnosis, date, or dose
information on the label or the cage card. Both the kennel staff and medical staff stated that
there was not a specific staff member assigned to administer the medications, but that this
task was done by “whoever gets to it.” Several staff members acknowledged that treatments
were very often missed or forgotten. The medical staff also acknowledged that sick animals
were typically not rechecked by the veterinarian and were often forgotten.
There were several animals being held at the East Bank shelter with suspected or confirmed
cases of ringworm, which is a highly contagious, zoonotic, fungal infection that has the
potential to spread throughout the shelter, to staff, and visiting public. There was a litter of
kittens (MB-09-20-02) in the “questionable health” area of the Garage that displayed classic
ringworm lesions. (See photo 40) A Dermatophyte Test Medium (DTM) culture had been
started on 9/26/07 and was still pending at the time of The HSUS site visit. There was a
tortoiseshell kitten (E0-09-22-09) in a bottom cage in the Examination Room which had been
returned by the adopter due to a diagnosis of ringworm. The veterinarian stated that the
JPASD director would be taking the kitten home with her at the end of the day. There were
two dogs with suspected ringworm (a Dachshund and a terrier mix) that were held in a small
cage in the Garage. According to kennel staff, these two dogs had been moved to the Garage
on 9/10/07 after they were exposed to another dog that had died of parvovirus in the run next
to them. The dogs had then reportedly developed patchy hair loss; a DTM culture was
pending. When questioned, the veterinarian stated that the director requested that he not
euthanize animals with treatable diseases, even if these diseases were contagious to staff and
other animals. The veterinarian stated that the director took home many cats with ringworm
and treated them herself.
There were several other animals in very poor condition that the veterinarian had elected to
treat. There was a very old, severely emaciated domestic long hair (DLH) tortoiseshell cat
(MB-09-27-03) held in the Examination Room that had been vaccinated, treated with
Acarex® for ear mites, given fluids, and shaved down due to severe matting of her fur. (See
photo 41) The veterinarian acknowledged that the cat should have been euthanized before the
stray time was expired due to her poor condition, but he stated that he had elected to treat her
because some of the staff wanted to keep her alive. The veterinarian stated that she would be
euthanized when her stray time expired. The cat’s stray hold time was up on 10/4/07, but the
cat was still being held when The HSUS team left the East Bank shelter at 6:00 p.m. that day.
A puppy (EO-09-25-01) with severe sarcoptic mange was being held and treated in the
Garage. (See photo 42) Sarcoptic mange is a zoonotic disease that is contagious and can
cause severe discomfort. The HSUS team observed the puppy scratching himself on October
1, 2 and 4. The puppy was also left soaking wet and shaking every morning after its cage was
cleaned. In the afternoon, the puppy was subjected to the extremely high temperatures in the
Garage and the sun beating directly into his cage. When questioned, the veterinarian stated
that he chose to treat the puppy because he felt that it would be adoptable after about two
weeks of treatment.
There was no written policy to designate which diseases and conditions would be treated by
the JPASD. According to the East Bank shelter veterinarian, heartworm, demodex,
92
parvovirus, distemper, and panleukopenia were the only diseases that were never treated.
Other conditions were treated at the discretion of the veterinarian. The veterinarian told The
HSUS team that he felt pressure from management to save animals who have treatable
medical conditions and sometimes he treated these animals against his better judgment.
The veterinarian stated that upper respiratory infections in both dogs and cats were treated
off-label with either Naxcel® or Nuflor® injections. The dose of Naxcel® was 0.05cc/lb,
given subcutaneously or intramuscularly once a day for 5–14 days. The dose of Nuflor® was
0.05cc/lb, given subcutaneously twice a day for 3–5 days.
The veterinarian stated that there were no pain medications on hand and that an animal that
was suffering would be euthanized. He stated that he was always on call for sick or injured
animals who came in after hours. He related that the ACOs rarely took animals to the
emergency clinic, but would generally just leave them in the Garage where they would be
without any care until the next morning. He said the kennel staff would frequently call him
about sick and injured animals at night and on weekends and he would then either prescribe
treatment or authorize euthanasia over the phone.
At the both shelters, adopters were given a Health Certificate which included the date, type
of vaccinations given, and a statement that the animal had been screened for heartworm,
treated for ear mites, hookworms, and roundworms. Animals who were on medication for
another condition were sent home with that medication, but no written instructions or
explanation was provided to the adopter.
West Bank
The veterinarian did not perform rounds of the incoming animals or resident animals. The
veterinarian stated that the kennel staff was responsible for processing the incoming animals
and bringing any sick or injured animals to his attention. However, there was no process in
place to ensure that this would happen. The HSUS team observed a black Lab mix (WO-1003-02) that had arrived prior to the associate veterinarian’s arrival on the morning of October
3. The dog had several puncture wounds on his neck, thick green discharge from both of his
eyes, and he was very lethargic. The HSUS team checked on the dog at 2:00 p.m. to see if he
had been examined by the associate veterinarian who had already left for the day. When
questioned about this dog, a kennel staff member stated that they had forgotten to tell the
veterinarian about him and he had not been examined. Although it was his day off, the
contract veterinarian came in on October 3, specifically to meet with The HSUS team.
The veterinarian at the West Bank shelter stated that there is very little medical care provided
to sick and injured animals. He stated that there were no pain medications on hand and that
suffering animals were euthanized. The pharmacy at the West Bank shelter consisted of
Clavamox®, cephalexin, Conofite®, and a triple antibiotic eye ointment. The veterinarian
stated that he used Clavamox® to treat upper respiratory infections. He also stated that they
did not have any medications to treat ear mites and that he would often donate Revolution®
from his own clinic so that animals could be treated.
As at the East Bank shelter, the staff at the West Bank shelter attempted to treat animals with
ringworm. There was a litter of eight, four week old puppies in pens in the Puppy Room that
93
had been diagnosed with ringworm; there were many obvious lesions. On October 3–4, The
HSUS team observed several kennel staff members handling these puppies without any
gloves, gowns, or other personal protective equipment. On October 4, a kennel worker noted
that one of these puppies was severely lethargic and unable to stand up. Several kennel staff
members gathered around the puppy and were not sure how to proceed. At that point, The
HSUS team recommended that the sick puppy be taken to a veterinarian immediately. The
puppy was taken to the Marrero Veterinary Clinic and was returned to the shelter within 30
minutes. The puppy had been given subcutaneous fluids at the clinic and Albon® and Hill’s
A/D food were dispensed. The veterinarian had not provided any written instructions for the
puppy’s treatment. The staff said that they had been verbally told to force feed the puppy
Hill’s A/D food a few times a day. The HSUS team had concern for this puppy, as the shelter
staff were not equipped or trained to care for such a critically ill animal.
The West Bank shelter did not generate any written health records and there was no one
specifically assigned to monitor the health of the animals. Medications were fastened to the
cage or run of an animal, often with no written instructions or treatment schedules. (See
photos 43, 44, 45)
Recommendations:
A veterinarian should develop a written, detailed SOP for animal health care. The
same SOP should be implemented and followed consistently at the both shelters.51
Assure that incoming animals receive a complete physical examination by a trained
veterinary technician on the same day of their arrival, preferably at the time they are
vaccinated. The already existing “Animal Shelter Health Check Form” is very
comprehensive and should be completed on every animal during this initial
examination. This form should then become part of the animal’s medical record.
Perform an evaluation of the health status of all shelter animals daily, seven days a
week. These rounds should be performed by a trained veterinary technician. These
health checks are not intended to be a full physical examination, but rather an
assessment of each animal in its cage to make sure its health has not deteriorated.
This should be an assigned duty with a written checklist of what is being assessed so
that the evaluations are performed consistently. Animals found to be exhibiting signs
of illness or injury should then be examined by a veterinarian in a timely manner.
Shelter veterinarians should be fully empowered to euthanize animals who they deem
to be suffering or a threat to the overall health of the shelter population. These
decisions should be based solely on the veterinarians’ expert knowledge and not
influenced by pressure from management or other staff members who do not hold the
same level of expertise.
Implement, as part of the animal health SOP, a specific procedure for staff to follow
to notify the medical staff in writing of a sick or injured animal. This procedure
51
“Developing Infectious Disease Policies and Protocols in an Animal Shelter,” Kate F. Hurley, DVM
94
should be failsafe in ensuring that these animals receive medical care in a timely
fashion. This could be accomplished by creating a “vet check needed” form, which
would include the date and time of the report; reporting staff member’s name; the
animal’s identification, description, and location; and a brief description of the signs
or problem. These forms should be easily accessible for all staff and completed forms
would be placed in an in-box in the Examination Room. The in-box should be clearly
labeled and used exclusively for this purpose. A veterinary technician should be
responsible for checking this box frequently throughout the day and examining the
animals in a timely manner.
A trained veterinary technician should be responsible for administering all
medications and treatments on shelter animals. Medications should be administered
consistently and at the same time every day.
Animals who are on medication should each have a treatment observation form that is
filled out each time the medication is administered. The HSUS recommends the
following forms; however, the JPASD should decide if and how it wants to combine
the information in these forms based on the needs of the organization:
Treatment Log.52 One for dogs, one for cats, and one for “other,” if necessary.
The treatment logs should consist of a list of each sick/injured animal under
treatment, its identification number, location, and name of medication given, the
dosage and times per day. This form should be hung in the examination room and
utilized by the staff member responsible for administering medications to make
sure that no animal is unintentionally overlooked. The staff member should initial
and check off the boxes when each animal on the list has received her or his daily
medication. Most shelter software programs are capable of generating a daily
treatment log.
Treatment Observation Form.53 Every sick/injured animal receiving medication
should have a treatment observation form attached to his enclosure. The form
should record the following information:
• Animal’s identification number
• Animal’s description
• Diagnosis/symptoms
• The name of the medication given
• The amount given
• How many times per day the medication should be given and for how
many days
• Observations (i.e. temperature, appetite, urine, stool, nasal/eye discharge,
activity level, etc.)
Medical treatments should be meticulously documented in chronological order,
52
53
Treatment Log Form
Treatment Observation Form
95
this information should ultimately be filed with the animal’s medical record. If the
animal is reclaimed or adopted, this information should be provided to the owner
or adopter so they can present it to their veterinarian for ongoing care and
treatment.54, 55
Medical Record.56 Each animal in the shelter should have a medical record made
up at the time of the initial examination. The current JPASD “Animal Shelter
Health Check Form is a very good starting point in creating an animal medical
record. The record should include the following:
• Animal’s identification number
• Animal’s description
• Vaccination and diagnostic test history
• Initial physical examination findings and information, such as condition at
arrival, flea treatments, microchip scan, etc. See section 5.3, Incoming
Animal Examinations.
The medical record form should include space to document both normal and
abnormal findings and indicate that all body systems have been examined. “Checkoff” forms make this process easy, time-efficient, and consistent from animal to
animal. All information recorded on the medical records should be initialed by the
individual performing the task. Ideally, medical records should be maintained in a
shelter software program in addition to hard copy. Computerized medical records
would allow any staff member to access an animal’s medical record from any
computer terminal and would also eliminate the risk of losing or misplacing paper
records.
Advise adopters of the condition of a potential new pet in order to determine whether
they can provide the care required for that particular animal. A hard copy of an
animal’s medical record must be provided to the adopter, who in turn can present it to
her or his veterinarian for ongoing care and treatment.
Clearly label medications and store them in a designated secure location. Labeling
should include the date dispensed, animal’s name and identification, name of the
medication, and complete dosage information. Medications should never be fastened
to an animal’s cage or stored in an area accessible to the public where they could be
lost, stolen, or damaged.
Develop a written SOP to designate which diseases and medical conditions should
and should not be treated in the shelter environment. Careful consideration should be
given to the treatment policy for contagious, chronic, and zoonotic diseases. Once
developed and implemented, this policy should be followed consistently.
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Initial Health Exam Form
Health Evaluation Chart
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Shelter Medical Record example
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Examine the practice of allowing staff to foster and treat shelter animals. If the
JPASD is to continue this practice, ensure that staff members are subject to the same
standards and procedures as other foster parents.
Develop treatment protocols for common diseases, such as URI or intestinal parasites,
and be consistent at both shelters. Off-label use of drugs should be avoided when
there is an effective approved drug that can be used. Both shelters should maintain an
inventory of the same drugs.
Pain medications must be available at both shelters in order to alleviate suffering in
sick or injured animals who are not going to be immediately euthanized.
Ensure that animals who are suffering due to illness or injury receive immediate
medical care. Euthanasia decisions during the stray hold period should be made only
by a veterinarian. If there is not a veterinarian present at the shelter when such an
animal arrives, the animal should be taken to a veterinary clinic immediately. A
suffering animal should never be placed in a cage and left overnight.
Adequately train all staff on how to triage a sick or injured animal and how to
recognize signs of pain and suffering such as dehydration, abnormal breathing, or
animals not eating or drinking on their own.
Discussion:
The duty of caring for Jefferson Parish’s stray and homeless animals is a serious one. It
brings with it the responsibilities to individually assess the health status and special needs of
every animal admitted to the shelter soon after admission and to provide care for those needs
throughout the animal’s stay at the shelter.57 Providing a high level of health care
management to shelter animals and adopting out healthy animals are vital to keeping a good
reputation within the community.
Documenting medical information is imperative. Assessment forms assist staff during the
examination process and ensure that they have not overlooked an area or forgotten a step.
Documenting an animal’s condition upon arrival will assist staff in later determining if a
condition developed while the animal was at the shelter or was a pre-existing condition.
It is an essential obligation of any animal shelter to provide basic examinations, vaccinations,
and oversight of medical issues in a professional manner. A critical aspect of managing the
animal population, in addition to using isolation and separation to keep animals as healthy as
possible, must include an initial triage, examination process, and immediate vaccinations for
all animals upon entry. Decisions should be made within the philosophy of herd
management—weighing how decisions affect the entire animal population.
It is crucial to monitor the care of all animals and provide treatments when necessary in order
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Health Care for Sheltered Animals, by Leslie Sinclair, DVM, Director of Companion Animal Care, HSUS
Animal Care EXPO, 1997 CR
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to: a) control the occurrence of diseases and parasites in the shelter; b) best protect the health
and comfort of the animals; c) protect the public’s health; d) provide overall humane care and
treatment of sheltered animals; and e) engender public trust in the level of care provided for
their homeless animals.
Animal shelter practice is a new and unique field of veterinary medicine, and it brings with it
topics, procedures, and dilemmas that do not arise in other veterinary practice situations. It is
imperative that everyone working in the shelter environment understand the importance of
herd management, vaccination protocols, and disease prevention. Staying in touch with new
innovations will help ensure that the veterinary staff is up-to-date, well trained, and able to
make necessary modifications to protocols as needed.
5.3
INCOMING ANIMAL EXAMINATIONS
Observations:
East Bank
The JPASD did not have an SOP for incoming animal examinations. The medical staff at the
East Bank shelter stated that all incoming animals were examined by the veterinarian and that
the veterinarian was supposed to perform rounds every morning, Monday through Friday.
However, it was clear from The HSUS team’s observations that these rounds were not done
every day. Cats were observed in the Garage being held as long as five days before they were
examined and vaccinated. Dogs were generally moved out of the Garage into the Stray Dog
Kennel within a few hours. When the veterinarian performed rounds, these new incoming
dogs were brought to him in the Examination Room to be examined.
On October 2, The HSUS team observed the veterinarian performing rounds in the Garage.
The veterinarian was assisted by the veterinary technician, who pushed a cart which
contained all of their supplies. A member of the kennel staff assisted with cat handling. Each
cat was first touched with a homemade Assess-A-Hand™.58 If the cat did not react
aggressively, it was then removed from its cage and examined by the veterinarian. Many of
the cats became fractious during the examination process because there was no appropriate
surface on which to place the cats, and there were dogs in plain view.
The physical examination performed by the veterinarian was very cursory. A visual check
was made of each cat’s ears, eyes, and nose and the general body condition was checked. He
did not use an otoscope or stethoscope. The cats were not weighed. Cats were not tested for
feline immunodeficiency virus (FIV) and feline leukemia (FeLV). Staff told The HSUS team
that only cats going to the weekend adoption events were tested for FIV/FeLV. Although
Health Check Forms were readily available at the East Bank shelter, these forms were not
used during the examination process. Based on his examination, the veterinarian would pass
or fail the cat based on health and temperament. If the cat failed, the veterinarian would write
his authorization for euthanasia on the back of the cage card and replace the card on the cage
with the back side facing outward. If the cat passed, the veterinarian gave a FVRCP vaccine,
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applied Frontline®, and administered Strongid®. The veterinarian wrote “vac,” “worm,”
“Frontline®,” and the date on the bottom of the front on the cage card. In examining the cage
cards of other resident animals, The HSUS team noted that many had nothing written on the
bottom of their cage cards. The cats that had passed the veterinarian’s examination were later
moved to the Healthy Cat Room by the kennel staff.
After rounds were completed in the Garage, the kennel staff then brought the newly arrived
dogs to the Examination Room for the veterinarian to examine. These new incoming dogs
were scattered throughout the Stray Dog Kennel which created ample opportunity for dogs to
be overlooked accidentally. The examination process was the same procedure for the dogs as
it had been for the cats, and again, no Health Check Forms were utilized. The examination of
the dogs was more calm and controlled since the dogs were removed from the kennels and
brought to the Examination Room. If the dog passed the examination, the veterinarian gave a
DA2PP vaccine, applied Frontline®, administered Strongid®, performed a fecal loop, and
drew blood for a heartworm test. The veterinarian stated that they were also supposed to give
an intranasal Bordetella vaccine, but that they had run out.
West Bank
Incoming animals were not given physical examinations; however, every animal was
vaccinated by the kennel staff immediately upon intake. In addition to vaccines, all incoming
cats and dogs were dewormed with Strongid®, but fecal examinations were not performed.
The kennel staff stated that they were supposed to do heartworm tests on all dogs upon
intake, but they were not done consistently. There was no one assigned to manage the
heartworm testing process. Staff stated that heartworm tests are done “whenever we have the
time” and by “whoever has the time.”
Recommendations:
Develop a written detailed SOP for incoming animal examinations. The same SOP
should be implemented and followed consistently at both shelters.
House all incoming animals in a specified area until they have been examined and
vaccinated. This will prevent animals from being forgotten inadvertently or missed
entirely. For more detailed information on this topic see section 5.7, Isolation and
Separation.
Evaluate and examine every animal that arrives at the shelter as soon as possible. This
should be done by a staff member that has been properly trained to perform physical
examinations, but preferably an experienced veterinary technician.
Conduct all incoming animal examinations in a designated examination room or
private area, secure and away from the animal housing areas. This will greatly reduce
the animals’ stress level and therefore reduce the risk of fractious behavior that may
result in injury to the animal or handler. Conducting examinations in a secure area
will also prevent animals from escaping to the outside or to other areas of the
building.
Each animal should receive a methodical and comprehensive examination. Staff
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should be thorough in every aspect of the physical examination. Incoming evaluations
and examinations should include the following:
A systematic physical examination to determine if medical treatment or isolation
from healthy animals is required, or if there is a condition requiring a
veterinarian’s attention. This should include taking the animal’s temperature.
Estimation of the animal’s age
Vaccinations and deworming
External parasite treatment
Weighing the animal
Attention to basic grooming needs
Scanning for microchip identification
Performing diagnostic tests, if indicated (heartworm, fecal, FIV/FeLV)
Application of an identification band to identify the animal internally
Noting any identifying features or abnormalities
Two well-trained staff persons working together should examine each animal. This
helps to eliminate examiners’ subjectivity and stress, and makes the process faster,
easier, and safer. The staff should be thorough and meticulous in every aspect of the
physical examination.
Document all examination findings (even if all is normal) and any procedures
performed, vaccinations given, etc. on the animal’s medical record. For details, see
section 5.2, General Shelter Medicine. The staff should be utilizing the existing
Animal Shelter Health Check Form. This form will assist staff in the examination
process to ensure that they have not overlooked an area, or forgotten a step.
Documenting an animal’s condition upon arrival will also help the veterinary staff
determine if a condition was pre-existing or was developed while the animal was at
the shelter.
Those at the UC Davis Koret Shelter Medicine Program strongly recommend that
shelters provide basic prophylactic treatment for the parasites most common to all
animals entering the shelter upon intake. They state,
“At a minimum, this should consist of flea preventive (+ tick preventive for dogs),
and a dewormer effective against roundworms and hookworms. All animals, not just
adoptable animals, should receive this minimum treatment, because this is the most
effective way to prevent infestation, contamination, and spread of these parasites
within the shelter environment. All of these parasites are common in dogs and cats,
all can potentially cause problems in people, and environmental contamination of
these parasites can be difficult to eradicate once it occurs. The most straightforward
products to use for this basic external and internal parasite treatment protocol are
usually Advantage® and/or Frontline®, and an oral dewormer containing pyrantel
pamoate (Nemex® or Strongid® is the most commonly used product).”
Once the incoming examination process is complete, animals should be placed in the
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appropriate housing areas based on their overall condition and classification. For
specific details on this topic see section 5.7, Isolation and Separation.
5.4
VACCINATION PROTOCOLS
Observations:
East Bank
Neither shelter had an SOP for vaccination protocols. There was a disparity between the
vaccination protocols at the shelters, and also inconsistency with the procedures. A member
of the kennel staff was on call to vaccinate animals brought in by the ACOs after hours.
Dogs were given a DA2PP vaccine and cats were given an FVRCP vaccine when the
incoming examination was performed by the veterinarian. The veterinarian stated that the
dogs were also supposed to receive an intranasal Bordetella vaccine at the same time, but
they had been out of this vaccine for a couple of weeks. He stated that they frequently ran out
of both cat and dog vaccines. A rabies vaccine with a one year duration was given
intramuscularly to animals over 12 weeks of age, after the animal was adopted. The rabies
vaccines were usually given at the time of sterilization.
When questioned, neither shelter veterinarian was aware that the dogs were not vaccinated
against Leptospirosis. Both veterinarians stated that they believed Leptospirosis was a
significant threat and should be part of the vaccine protocol.
Staff and management at both shelters stated that the vaccines were to be recorded at the
bottom of the cage card. However, The HSUS team observed that there was great
inconsistency in what was being recorded. Much of the time nothing was written. Sometimes
just the word “vac” was written, giving no indication of which vaccines were given. Some
staff recorded the date and their initials and others did not. As previously stated, animals at
the East Bank shelter were not consistently vaccinated upon intake. Based on the cage cards,
a significant number of these animals were not vaccinated until several days had elapsed.
West Bank
All dogs and cats were vaccinated upon intake at the West Bank shelter. Like the East Bank
shelter, a member of the kennel staff was on call to vaccinate animals brought in by the
ACOs after hours.
Dogs were given a DA2PP vaccine intramuscularly and an injectable Bordetella vaccine
subcutaneously. When questioned, neither the management nor the veterinarian knew why
the West Bank shelter was using an injectable Bordetella instead of the intranasal Bordetella
that was used at the East Bank shelter (before they ran out a couple of weeks prior to the site
visit). The HSUS team inquired why they administered the DA2PP vaccine intramuscularly
instead of subcutaneously, but neither management nor the veterinarian was able to offer an
explanation. As previously noted, a staff member at the West Bank shelter was observed
reusing the same needle and syringe on a dog to give both the DA2PP and Bordetella
vaccines.
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Cats were given an FVRCP vaccine subcutaneously and an intranasal Bordetella vaccine.
When questioned, neither management nor the veterinarian knew why the West Bank shelter
used the Bordetella vaccine for cats.
A rabies vaccine with a one year duration was given to animals intramuscularly.
Management and the veterinarian both stated that the rabies vaccines were given to animals
12 weeks or older by the kennel staff, only when the veterinarian was present, as required by
state law. However, The HSUS team observed a staff member giving rabies vaccines to a
litter of four week old puppies on the morning of October 3, prior to the veterinarian’s
arrival.
Recommendations:
Develop a written detailed vaccination protocol for both dogs and cats. The shelter
veterinarians should be responsible for developing these protocols and the same
protocols should be implemented and followed consistently at both shelters. The
HSUS recommends that the JPASD review the vaccination protocol by the UC Davis
Koret School of Shelter Medicine Program when developing its protocol.59, 60, 61
Adequately train staff on the written vaccination protocols and the proper routes of
administration for each vaccine. Protocols should mandate the documentation of all
vaccination procedures for each animal to include the date of administration, the
specific agents contained in the vaccine, the specific form of such agents (i.e.,
modified live virus, killed virus, bacterin), the manufacturer of the vaccine, the serial
number and expiration date of the vaccine, the site of the vaccination (i.e. “right
shoulder”), and the route of administration (i.e. subcutaneous, intramuscular,
intranasal injection).
Vaccinate all healthy animals upon intake. If the animal is obviously sick, injured,
pregnant, feral, less than six weeks of age with a mother, or otherwise not a
consideration for adoption, the animal should not be vaccinated (this includes rabies
vaccinations) and should be isolated for the stray period.62
Give serious consideration to the elimination of the current practice of an on-call
shelter employee giving vaccinations after hours. It is acceptable for animals to be
vaccinated by medical staff the following morning. The procedure of vaccinating
animals after hours’ by an on-call staff member is not sensible when at the same time
animals are overlooked for several days sometimes before being examined and
vaccinated.
Rabies vaccinations, by Louisiana State Law, should be given only to animals who
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2006 AAHA Canine Vaccine Guidelines Revised
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The 2006 American Association of Feline Practitioners, Feline Vaccine Advisory Panel Report
62
HSUS Animal Sheltering magazine, “Vaccination Station: the finer Points of Shelter Protocols,” pages 46–
53, July–August 2006+
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are 12 weeks of age and older and only in the presence of a licensed veterinarian.
Rabies vaccines are not effective or approved for animals less than 12 weeks of age.
Also, animals not legally considered vaccinated even if they were vaccinated prior to
12 weeks of age.
Utilize a new needle for each vaccination.
Put in place an effective inventory monitoring system in order to ensure that the
JPASD never runs out of a particular vaccine. A staff member should be designated
and held accountable for vaccine inventory.
Mandate the use of an intranasal Bordetella vaccine in the protocol for dogs (the West
Bank shelter was using a subcutaneous Bordetella vaccine). When administered
correctly, the intranasal Bordetella vaccine will provide significant immunity within
48 hours while the subcutaneous Bordetella vaccine may take up to two weeks to
provide significant immunity. Staff must be thoroughly trained on the proper
administration of this vaccine.
Seriously consider using a canine distemper combination vaccine that includes
Leptospirosis. Leptospirosis is a zoonotic bacterial disease that is carried in the urine
of wildlife and cattle and it is prevalent in areas where there is a great deal of standing
water.
Consider discontinuing the administration of the feline intranasal Bordetella vaccine,
which was being given only at the West Bank shelter. Eighty to ninety percent of all
feline upper respiratory infections are caused by either feline herpes virus or
calicivirus.63 Bordetella is a less common cause of feline URI and the intranasal
vaccine itself can cause mild URI signs after administration, which can be difficult to
distinguish from true illness. The JPASD should weigh the potential benefits against
the expense and potential risks of the vaccine in determining whether to incorporate it
into their vaccination protocol for cats. The UC Davis Koret Shelter Medicine
Program Web site also contends that this vaccination does not have proven benefit in
shelters.
Discussion:
It is very important to realize that vaccination is only one strategy in preventing infectious
diseases and that it is just one tool in a disease-prevention program. It is also critical to
consider animal husbandry practices, disinfection procedures, isolation and separation
protocols, and animal-handling practices.64
Vaccination protocols should be designed based on the available resources of the shelter, the
number of animals handled, the turnover rate of animals within the shelter, applicable state
63
64
www.sheltermedicine.com/portal/is_feline_upper_res.shtml
“Establishing a Shelter Preventive Medicine Program,” Brenda Griffin, DVM, MS, Kate Hurley, DVM,
MPVM
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laws (e.g., those concerning rabies), the relative incidence and severity of particular diseases
in the area, and the manner in which animals are housed (as well as the resulting risk of
disease being spread within the shelter). Vaccination protocols for companion animals have
changed in recent years, and various associations (American Veterinary Medical Association,
American Animal Hospital Association, Association of Feline Practitioners, and most
veterinary colleges) have introduced new vaccination recommendations. However,
vaccination continues to be a controversial subject in veterinary medicine, and there is no
universal consensus among veterinary practitioners regarding routine vaccination. Typical
vaccination regimens are intended for companion animals in normal household situations, not
shelters. Shelter recommendations are available online and in print, but not all sources agree.
Over vaccination and/or inappropriate vaccination are both economically wasteful and
potentially harmful to the health of shelter animals. Vaccinations are not without side effects;
for example, they can cause short-term immunosuppression (making the animal more
susceptible to disease) or cause transient symptoms that mimic disease (nasal discharge,
runny eyes, etc.), which can be confused with real illness.
The UC Davis Koret Shelter Medicine Program discusses the issues of shelter vaccines and
core vaccines, and it recommends, with agreement from The HSUS, immediate
vaccination:65
When Should the Vaccine Be Given? Immediately upon intake, if not sooner! In almost
all cases, shelter animals should be vaccinated immediately upon intake. A delay of even
a day or two will significantly compromise the vaccine’s ability to provide protection. In
a cost saving effort, some shelters delay vaccination until the animal is made available
for adoption, or even until it is adopted. While this does provide a service to adopters,
the protective effect of the vaccine within the shelter is greatly reduced or eliminated. (In
some cases, the chance of the vaccine preventing disease may be 90% or better if given
the day before exposure, but will drop to less than 1% if given the day after exposure.)
When possible, vaccination prior to intake is ideal (e.g. for owner surrendered animals
or those returning from foster care).
5.5
STERILIZATION SERVICES
Observations:
The JPASD did not have an SOP regarding sterilization. However, it was policy that all dogs
and cats were to be sterilized prior to adoption. At both shelters, animals were not sterilized
until they had been selected for adoption. When The HSUS asked whether some animals left
the shelter without being sterilized, management and staff gave conflicting answers.
Management stated that all animals were spayed/neutered prior to leaving the shelter with
very few exceptions and stated that those that did leave prior to being sterilized had close to a
100% compliance rate of return for spay/neuter. Most of the staff stated that a significant
number of animals were released prior to being sterilized. As noted in section 5.5,
Sterilization Services, compliance tracking records were not kept. Adopters were required to
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pre-pay the $30.00 spay/neuter fee when adopting an unaltered animal. Juvenile spay/neuter
was performed at both shelters.
The JPASD offered a low cost spay/neuter voucher program through the LA/SPCA; qualified
residents of Jefferson Parish were able to purchase a spay/neuter voucher at either the East
Bank or West Bank shelter. The cost for feral cats was $10.00, owned cats, $25.00, and dogs,
$50.00. The spay/neuter surgeries were performed on the LA/SPCA Dorothy Dorsett Brown
Mobile Veterinary Center which, as mentioned previously, was parked on the property at the
East Bank shelter.
The veterinarians and staff at both facilities stated that they tried to find foster homes for
animals who were obviously pregnant, rather than spaying them. A representative from a
group that fostered many animals from the JPASD stated that their group was strongly
opposed to spaying pregnant animals.
East Bank
When an animal was adopted at the East Bank shelter, he or she was immediately moved into
a cage in the Examination Room. The animal was then spayed/neutered that same day or the
next morning. The East Bank shelter management stated that when animals were released
without being sterilized due to age or weight, adopters were required to schedule the
spay/neuter surgery at the time of the adoption. A follow-up call was made to those that
missed their appointments.
The veterinarian performed the sterilizations in the Surgery Room. Dogs and cats awaiting
surgery were housed in stainless steel cages in the same room where the procedure was
performed. The veterinarian stated that he was able to perform about nine surgeries per day.
The HSUS team observed that surgeries were performed very slowly.
Prior to spaying or neutering an animal the veterinarian administered a combination of
Telezol®, ketamine, and xylazine (TKX) anesthesia intramuscularly. The animals were given
isofluorane via a mask only when they were “too light.” Neither the cats nor the dogs were
intubated during surgery.
On October 1, The HSUS team observed surgical instruments left soaking in Nolvasan®
solution overnight. (See photo 46) The instruments appeared to be significantly deteriorated
from the constant soaking.
The veterinarian stated that kittens and puppies were supposed to be a minimum of 2 lbs. at
the time of surgery, but he acknowledged that he frequently spayed/neutered animals
weighing as little as 1.4 lbs. because he did not want to send them home intact. This
highlighted the need for written guidelines because management believed that animals under
a certain weight were not being sterilized.
West Bank
The spay/neuter surgeries at the West Bank shelter were performed on Mondays,
Wednesdays, and Fridays by the part time contract veterinarian or his associate. The
veterinarian told The HSUS team that he did not spay or neuter any animal that weighed less
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than 2 lbs. and that he spayed/neutered between two and ten animals per day and that he
relied on the kennel staff for assistance but that sometimes he could not complete all of the
scheduled surgeries due to staffing shortages. He further stated that he had encountered other
problems that hindered his ability to perform surgeries. For example, he stated that the West
Bank shelter had run out of the anesthetics ketamine and Telezol® on more than one
occasion and that they were currently out of oxygen.
The veterinarian used a combination of ketamine and acepromazine given intramuscularly
followed by isofluorane delivered via a mask for cat sterilization. For dogs, the veterinarian
used Telezol® given intramuscularly followed by isofluorane delivered via a mask. Neither
the cats nor the dogs were intubated during surgery.
Recommendations:
Develop a written detailed SOP for sterilization of shelter animals. The same SOP
should be implemented and followed consistently at both shelters. The SOP should
include the minimum weight and age requirement for pediatric spay/neuter and this
policy should be followed by all staff. Consult the American Veterinary Medical
Association and www.sheltermedicine.com when developing the SOP.
Every effort should be made to alter all adopted animals before they are released.
Animals who are under weight or too young to undergo surgery should be placed into
temporary foster homes until they are of the appropriate weight and age to be
available for adoption.
Adhere to the established SOP on surgery follow-up if some animals continue to be
released unaltered. Surgery follow-up questions can be asked when adoption followup calls are made. If spay/neuter compliance is not met, recover the animal. See
section 7.3 Adoption Follow-up/Compliance for more on this topic.
Maintain spay/neuter compliance data and set a goal of 100% compliance each year.
Evaluate the current protocol of using injectable anesthesia versus gas anesthesia at
the East Bank shelter. While both are acceptable, the somewhat unpredictable and
longer recovery from injectable anesthesia may be contraindicated in a shelter
environment. The same anesthetic protocols should be used at both shelters.
Consideration should be given to intubating animals maintained on gas anesthetic
during surgery rather than using a mask. Delivering gas anesthesia via an
endotracheal tube provides several advantages: it provides a patent airway should an
animal develop a problem during surgery; it reduces the amount of gas used, which
would result in significant savings for the JPASD; and it also greatly reduces staff
exposure to anesthetic gases through leakage, which can be a significant safety
concern in the workplace. The disadvantages would be the initial cost of the
endotracheal tubes and the staff time required to sanitize the tubes.
Veterinarians should be able to perform a high volume of sterilization surgeries
within a normal work day.
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Train the veterinary staff in the proper care of the surgical instruments. Soaking
surgical instruments indefinitely will cause corrosion and greatly decrease the usable
life of the instruments. Immediately following surgery, instruments should be
scrubbed with disinfectant, packed, and autoclaved.
Set a firm policy requiring that pregnant animals be spayed, rather than placing them
in foster homes where they are permitted to give birth and increase the
overpopulation burden in Jefferson Parish. It should be at the discretion of the
veterinarian to determine which animals should be spayed.
Put in place an effective inventory monitoring system in order to ensure that the
JPASD never runs out of any anesthetic drug or oxygen. A staff member should be
designated and held accountable for the inventory of these drugs and the oxygen
tanks.
Consider segregating cats and dogs into separate housing areas for surgical
preparation and recovery. Not only will this reduce the environmental stress on the
cats, but it will also reduce the likelihood that a frightened cat will scratch or bite a
staff member.
Discontinue housing animals in the Surgery Room at the East Bank shelter. As
previously mentioned, current practices discourage using surgical areas for any other
purposes. To maintain sterility, the room should be free of extraneous equipment
other than those required for performing surgery and should also be free of other
animals.
The HSUS commends the JPASD in its partnership with the LA/SPCA’s spay/neuter
voucher program. This program should be continued with a goal of increasing
awareness and participation in this voucher program within Jefferson Parish.
Discussion:
Sterilizing animals prior to release is a practice many animal shelters provide to ensure that
they are not contributing to the pet overpopulation problem in their service area. Some
shelters perform this surgery prior to the animals being offered for adoption, others wait until
the animals are contractually spoken for before providing the surgery. Either procedure is
effective as long as all canine and feline animals are sterilized prior to being sent to a new
home. Adoption programs that allow unaltered animals to leave the shelter lose the assurance
that those animals will not contribute to the overpopulation problem. The various advantages
and disadvantages of sterilizing animals before or after adoption should be thoroughly
examined and that which minimizes the length of shelter stay should be implemented.
5.6
DISEASE CONTROL AND SANITATION
Observations:
The JPASD did not have an SOP for cleaning or disease control. The cleaning methods at
both shelters were inconsistent, inadequate, and generally unacceptable. Some of the cleaning
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methods actually resulted in inhumane treatment of the animals.
The kennel staff at the East Bank shelter stated that they were supposed to spot clean the dog
kennels and cat cages throughout the day, but said they did not have time during The HSUS
site visit on October 1–2 due to the absence of two kennel staff members.
Neither shelter had footbaths.
East Bank
Dogs:
Before the dog runs were cleaned, the kennel staff removed the stainless steel food bowls
which had been left with the dogs over night. A kennel staff member opened each run,
dumped any left over food onto the floor of the run, and then threw the bowl down to the end
of the aisle. This process created a tremendous amount of noise. The bowls were then loaded
onto a cart and taken back to the sink.
Many of the red plastic water bowls attached to the automatic watering system had been
heavily chewed by the dogs. (See photo 47) None of the water bowls were removed prior to
the cleaning of the dog runs. Staff stated that the water bowls were never removed and were
never cleaned, even when used by different dogs.
After removing the food bowls, the kennel staff hosed the runs. Animals remained in the runs
during the cleaning process. Even though there was a system in place to create a mixture of
hot and cold water for the hose, cold water was used. The dog runs remained wet for some
time as water eventually drained into the trough or evaporated. No detergents or disinfectants
were used to clean the runs. All of the feces, food, and hair were sprayed into the drains.
Although the staff tried to avoid spraying the dogs directly with water, all of the dogs became
totally soaked. No squeegees were used and no attempt was made to dry the dogs runs. The
dogs in the back-to-back center runs in the Stray Dog Kennel were subject to the water spray
from the runs behind them, since only chain-link separated them; this also contaminated
previously cleaned runs. The back-to-back runs were only about two feet apart, which also
increased the risk of cross contamination regardless of the cleaning process. When the runs
along the exterior walls were sprayed, water ran into the trough or hit the wall and drained
into the trough. The only time that detergents were used in the kennels was after all of the
dog runs were hosed. The kennel staff squirted a line of liquid dish detergent in the walkway
and proceeded to hose this down, causing soapy water to flow into the dog runs. (See photo
48)
The HSUS team noted that there was a detergent called Champ™ available at the East Bank
shelter in one-gallon containers. The HSUS team did not observe this product being used, but
the kennel staff stated that they sometimes used the product in the aisles instead of the liquid
dish detergent. The Champ™ product label had a precautionary statement: “Hazardous to
humans and domestic animals. Avoid contact with eyes, skin, and clothing.” (See photo 49)
The kennel staff did not wear any gloves, boots, goggles, or other PPE during the cleaning of
the dog runs.
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A kennel staff member stated that when a run was vacated, it was cleaned with a scrub brush
and bleach, allowed to sit for two hours, and then rinsed down with water. When asked how
much bleach was used, the staff, member stated that the bleach was diluted one cup in one
gallon of water. The HSUS team observed a different kennel staff member cleaning an empty
dog run. That staff member squirted liquid dish detergent on the floor and then hosed down
the run with water. No bleach or scrub brush was used.
The food bowls were cleaned by piling them into the sink, filling the sink with water, and
adding an unmeasured amount of bleach. One staff member stated that it had to be made
“real strong.” The bowls were not scrubbed or cleaned with a detergent. The sink was much
too small for this task, and consequently, many of the surface areas of the bowls did not even
contact the bleach water. The bowls were left to soak for about one hour and then they were
piled back onto the same cart. Many of these supposedly clean bowls had a coating of grease
on them and some had dried fecal matter stuck to them. (See photo 50)
The dog runs were not spot cleaned throughout the day. Feces, urine, and spilled food were
left in the runs until they were hosed out the following morning.
Cats:
Each kennel staff member observed at the East Bank shelter used individual methods for
cleaning the cat cages. One employee used a bucket of bleach solution with a rag and a spray
bottle containing Trifectant®. All of the cleaning supplies were kept on a cart. (See photo 51)
The cats were not removed from their cages during the cleaning process. The bottom of the
cat cages were lined with newspaper which was only removed and replaced if it was
extremely soiled. The plastic litter box was removed first and the contents were dumped into
a trash can. A dirty, rusty scraper was then used to scrape off any wet litter or fecal matter
that was stuck to the inside of the litter box. The litter box was then refilled with clay litter
and replaced in the cage.
Next, the double-sided plastic bowls were removed and the contents were dumped into the
trash can. The bowl was then wiped out with a dirty rag that was dipped in the bleach
solution and then refilled with food and water. The cat food was stored in an empty “Tidy
Cat” litter bucket and the water was dispensed from a watering can. The walls of the cage
were then wiped down with same rag using the same bucket of bleach solution. The last step
was spraying Trifectant® on the walls of the cage and then wiping it again with the same rag.
The kennel worker wore latex gloves during the cleaning process, but no other PPE. When
asked how much bleach was added to the bucket of water, the kennel worker stated that it
was just poured in, not measured. When the kennel worker reached the half way point in
cleaning the room, the bucket was emptied and a new batch of bleach solution was prepared
by filling the bucket with water and pouring in a generous amount of bleach. The same dirty
rag was used to clean all of the cages in the room and was used to wipe out all of the plastic
bowls. The HSUS team asked two of the kennel staff how often they changed to a clean rag.
The staff members stated, “every couple of days,” because they did not have enough time to
do laundry.
The kennel staff at both the East Bank shelter and West Bank shelter stated that the
Trifectant® had just arrived at the JPASD one week prior to The HSUS site visit. They also
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stated that they were not trained on how and where it was to be used for cleaning and
disinfecting. The HSUS team was told that only the kennelmaster and the veterinarian were
permitted to make up the Trifectant® solution. The staff responsible for mixing the
Trifectant® stated that they mixed one scoop of powder per gallon of water, which was the
correct amount to make a 1% solution as directed on the product label. The veterinarian at
the East Bank shelter stated that he had to go to Home Depot himself to purchase spray
bottles for the Trifectant® because the JPASD did not have any.
Another employee who was observed cleaning the Healthy Cat Room was using a two gallon
bucket of soapy water. She stated that the bucket contained liquid dish detergent and about
one tablespoon of bleach. She was also using one rag to clean every cage. The kennel worker
removed some of the cats from their cages during cleaning and placed them into a plastic cat
carrier. She stated that she only removed cats that had particularly dirty cages or cats that
tried to escape while she was cleaning. The plastic cat carrier was not cleaned or disinfected
between cats. The staff member in the Healthy Cat Room followed the same basic steps as
the other kennel worker, except that she used the liquid dish detergent/bleach solution and
did not use Trifectant®.
The kennel staff stated that when a cat cage was vacated it was cleaned thoroughly using
either bleach or Trifectant® and then lined with clean newspaper. The kennel staff stated that
the litter boxes and bowls were scrubbed out in the sink and then soaked in a solution of
liquid dish detergent and “strong” bleach for one hour before being used for another cat. The
empty, clean cages were set up with a litter box and a double-sided bowl with dry food in one
side. The HSUS team viewed several empty, supposedly clean cat cages and found a build-up
of dried dirt and hair stuck to the bottom surface and walls in all of them.
The cat cages were not spot cleaned throughout the day. The urine and feces were allowed to
build up in the litter boxes until they were cleaned the following morning. The more times a
cat used its litter box, the more wet litter and feces would end up scattered about the cat’s
cage. (See photos 52, 53, 54) Of great concern to The HSUS team was that food and water in
many of the double sided bowls became contaminated with soiled cat litter. The dry food in
these bowls also tended to spill over into the water. Many cats were left with either no water
or contaminated water that they could not drink.
West Bank
Dogs:
As at the East Bank shelter, the dogs at the West Bank shelter were left in their runs while the
runs were being hosed down. However, the procedure at the West Bank shelter appeared
worse for the dogs. The West Bank shelter’s Stray Dog Kennel had indoor/outdoor runs that
would have allowed staff to move the dogs to one side of the guillotine door while cleaning
the other side, thus allowing the dogs to stay dry. The HSUS team was, in fact, told by
management on October 3 that staff followed this cleaning procedure. However, when The
HSUS team observed the cleaning process on October 4, this was not the case.
The guillotine doors were left open and two kennel workers proceeded to hose down the runs
with cold water. One kennel worker hosed the inside run while the other hosed the outside
run at the same time so that there was no way for the dogs to avoid being sprayed directly
110
with water. Some of the dogs were observed running frantically back and forth to try to get
away while other dogs charged at the hoses either playfully or aggressively. One kennel
worker repeatedly screamed “Get away!” and “Move out of the way!” to the dogs as the runs
were being hosed. As at the East Bank shelter, the dogs’ water bowls were not removed for
cleaning.
The kennel staff stated that after they hosed the dog runs down with water, they hosed the
runs down again using a hose sprayer attachment containing a solution of either “Lemon 7”
or bleach. The kennel staff stated that they would alternate these two disinfectants every
other day. When asked how much of these disinfectants were added to the sprayer, one staff
member said “3 or 4 tablespoons” and another staff member said “about one cup.” The
kennel staff acknowledged that the dogs and their water bowls were left in the runs while
these disinfectants were being sprayed. It was also stated that these chemicals were not rinsed
off, but allowed to just dry in the runs. The HSUS team did not witness this procedure
because both of the hose sprayers were broken at the time of The HSUS site visit. No
squeegee or other method was used to dry the runs, and the dogs were left soaking wet and
lying in water. The product that the staff referred to as “Lemon 7” was supplied in a 50gallon drum stored in the Garage. The product label read “Hi Tech Lemon Disinfectant”
made by Economical Janitorial Supplies. Staff did not know why they called it “Lemon 7”
when this was not the name on the label. According to the label, the proper dilution of this
product was 1:32 or 4 ounces/gallon.
The dog runs were not spot cleaned throughout the day. Feces, urine, and spilled food were
left in the runs until they were hosed out the following morning. Two examples of the
amount of feces that built up in each run were in the adoption area: 1) a female dog named
China, listed as a Rottweiler/Chow mix (WO-09-12-05) and 2) a black/white male dog listed
as a Labrador mix (BT-8-24-3). The HSUS team observed these dogs at 11:00 a.m. on
October 3 and there were two piles of feces in their runs. The dogs were observed again on
October 4 at 7:00 a.m., with the same piles of feces, plus more piles. (See photo 55)
The puppy pens and cages with puppies were cleaned by removing the soiled newspaper and
replacing it with fresh newspaper. The puppies were left in their cage or allowed to run loose
around their room while this was being done. No disinfectants or detergents were used. There
was fecal matter smeared on the cage surfaces, but no attempt was made to clean or scrub
these areas. The kennel staff was observed spot cleaning the puppy’s cages several times
throughout the day by replacing the newspapers.
Cats:
In the Garage and Healthy Cat Room, each cat was removed from its cage and placed into a
clean cage containing a clean litter box and food/water bowl. The old cage was then
disassembled and cleaned out using a bucket of Hi Tech Lemon Disinfectant solution. The
staff stated that they alternated between the Hi Tech Lemon Disinfectant and bleach solution
in the buckets, but they did not measure either of these products. The staff used the same rag
to wipe down all of the cages including the walls, ceilings, floors, and doors. The rag was not
effective in removing some of the organic debris that was dried in the cages. After the cages
were cleaned with the rag, the staff sprayed the inside of each cage with Trifectant®. This
part of the process was very inconsistent. One staff member was observed lining the cages
111
with newspaper first and then spraying the walls of the cage with Trifectant®. Another staff
member was observed spraying the walls and floor of the cages with Trifectant® and then
lining the cages with newspaper. Neither staff member sprayed the ceiling or cage doors.
Most of the staff members wore latex gloves while cleaning the cages, but did not change
their gloves during the cleaning process. The staff was compassionate and gentle in their
handling of the cats during the cleaning process.
The staff began the cleaning of the dirty bowls and litter boxes by piling them up next to the
sink in the Garage. The staff then filled the sink with water and added some bleach. The
bowls were then added and left to soak for about an hour in bleach solution. This sink was
much too small for the number of bowls and there was insufficient surface contact with the
bleach solution. Staff stated that after the bowls were soaked, the process was repeated with
the litter boxes.
The kennel staff stated that the Cat Adoption Room was cleaned twice per week by removing
all of the cats and other items and then cleaning the floor with a mop and an unmeasured
bleach solution. The Cat Adoption Room was not cleaned during The HSUS site visit to the
West Bank shelter which was October 3–4.
Recommendations:
Develop written SOPs for disease control and sanitation. The SOPs should include
very detailed step by step cleaning and disinfection procedures for all animal housing
areas and public areas. There should be individual SOPs for cleaning cat cages, dog
runs, bowls, litter pans, and animal bedding. The same SOPs should be implemented
and followed consistently at both shelters.
Immediately cease hosing the dog runs while the dogs are inside them. This
practice is unacceptable and inhumane.
The cleaning protocols at the East Bank shelter and the West Bank shelter will differ
due to the design of the runs, and should be accomplished as follows:66
The East Bank shelter runs are not equipped with guillotine doors. Where these
single runs are present, each dog must be moved to a clean, dry run, prior to
cleaning the dirty run. To accomplish cleaning at the East Bank shelter, follow the
these recommendations:
• Keep one clean run open/unused in each kennel.
• Set up the open run to accommodate a dog. Start with the run to the left or
right of the open run. Move the dog from the dirty run into the open run.
• Clean and disinfect the run and its contents according to cleaning
protocols that the JPASD will establish in a written SOP.
• Set up this run to accommodate a dog.
• Move the dog from the next dirty run into the run that was just cleaned.
66
HSUS Animal Sheltering magazine, The Complete ‘How To’ Series, Section E, E-2, “How to Clean a Dog
Kennel”+
112
•
•
Repeat this process until all of the runs are clean.
Move the cage card with the dog.
The West Bank shelter kennel design is equipped with the indoor/outdoor runs.
The dogs may be placed on one side, with the guillotine door closed, while the
other side is being cleaned—this is the purpose of their design. To accomplish
cleaning at the West Bank shelter, follow the these recommendations:
• Close the guillotine doors, assuring that all of the dogs are in the outdoor
portion of the run.
• Since no dogs are present on this side of the doors, they can be cleaned
down the line of runs all at once.
• Clean and disinfect the runs and their contents according to cleaning
protocols that the JPASD will establish in a written SOP.
• Open the guillotine doors and the dogs will enter the clean side of the run.
• Close the guillotine doors with the dog on the side that was cleaned which
will facilitate cleaning the outdoor portion of the runs. Repeat the cleaning
process on the outdoor runs.
• For detailed instructions on the use of guillotine doors refer to “Guillotine
Door—Proper Use, How and Why” created by the Alexandria Animal
Welfare League.67
Clean and disinfect the dog runs daily. Simply hosing the runs with water is not an
effective method of cleaning and provides no disinfection.
Never spray detergents and disinfectant solutions into a run or cage containing an
animal. These chemicals can be extremely toxic and pose an imminent danger to the
animals. Trifectant® is not safe to use with bleach or in direct contact with animals.
Consider using a hose proportion regulator such as a HydroFoamer™ sprayer to
dispense disinfectant when cleaning the kennels. This device is a relatively
inexpensive piece of equipment that accurately dilutes chemicals into a desired
solution. This equipment also puts air into the chemical as it sprays out, causing it to
foam as it runs down the walls, thus helping to leave the disinfectant in place for the
suggested time before rinsing.
Clean and disinfect bowls between dog uses. See the article, “How to Clean Kennel
Items.”68
Utilize stainless steel water bowls with the automatic dog watering system. Plastic
water bowls are hard to sanitize and are typically best used for populations of dogs
that do not constantly change. Advantages of using stainless steel bowls include
improved sanitation for better disease control, lower initial and maintenance costs,
67
68
Guillotine Door—Proper Use, How and Why, Alexandria Animal Welfare League
HSUS Animal Sheltering magazine, “How to Clean Kennel Items,” pages 31–34, May–June 2002+
113
and less water waste due to damaged plastic bowls being used on the automatic
watering system.
The HSUS recommends that the JPASD adopt the following cleaning protocols for
the dog kennels on a daily basis. Once animals are transferred to the other side of the
guillotine doors, or a clean run:
Remove all bedding and food and water containers from the run.
Remove all solid organic waste (feces, food, hair, etc.) by scooping it into a lined,
five-gallon bucket. The scoop must be disinfected between each run. Rotate the
use of two scoops in a bucket of disinfecting solution: use one scoop, place it in
the bucket, use the other scoop and then place it in the bucket, and so on.
Spraying feces with water scatters the organic material, which is a host for
viruses, bacteria, and other contaminants. Removing organic waste is important
because disinfectants are much less effective in the presence of organic material,
and bleach is inactivated in the presence of organic matter. Furthermore, odor in
shelters can be attributed to excessive organic material accumulating in drains.
Ideally, the bucket of disinfectant solution should be changed several times during
the process of cleaning, but at a minimum, daily.
Rinse away urine and any other nonsolid matter with water using a hose.
Using a clean stiff-bristled scrub brush and a detergent, scrub all surfaces within
the run including the floor, sides, and top. The gates on the runs should be cleaned
and scrubbed on a daily basis. Attention must also be given to the drainage system
in place. See more details on the use of detergent and disinfectant below.
Rinse all surfaces thoroughly with water.
Apply a disinfectant solution to all surfaces and let stand per the manufacturer’s
instructions. See below for specific instructions on using detergents and
disinfectants.
Use a degreaser on a weekly basis.
Thoroughly rinse all surfaces, including drains, with a steady stream of hot water.
Dry the run completely using a squeegee and good ventilation prior to returning
animals to kennels.
Regularly clean and disinfect other areas including the aisles, walls and ceilings,
as they can accumulate bacteria, disease, and odor.
Runs must be must be physically scrubbed with either a detergent/disinfectant
combination, or first with a detergent and then with a disinfectant. Use one of the two
following options:
If using a detergent/disinfectant combination (such as a quaternary ammonium
product), use a bristled scrub brush of medium stiffness to scrub all surfaces
within the kennel, including the floor, sides, and top, including the metal-framed
platform benches. Kennel gates should be cleaned and scrubbed on a daily basis.
Use a disinfectant proven specifically effective against various bacteria and
viruses common in a shelter environment. Allow the solution to remain on the
surface for the time specified by the manufacturer’s instructions.
114
If using two separate products (a detergent and a disinfectant), first scrub the
kennel with the detergent (such as dishwashing liquid). Using a bristled scrub
brush of medium stiffness, scrub all surfaces within the kennel with the detergent,
including the floor, sides, and top, including the metal-framed platform benches.
Kennel gates should be cleaned and scrubbed on a daily basis. Rinse the kennel
well and then apply the disinfectant (such as diluted bleach). Allow the
disinfectant to remain on the surface for the time specified by the manufacturer’s
instructions or a minimum of 10 minutes for diluted bleach.
Many of the sanitation and disease control considerations mentioned in the dog
kennel cleaning recommendations above also apply to cats. We recommend the
following protocols for the cat housing areas:
Remove cat to a clean cage. If portable carriers, transfer cages, or alternative
caging are to be used, each must be similarly disinfected between uses. It is
important to note that the cat cages should not be cleaned one by one, but rather
all the cats in a section should be moved to other cages, or their portable carriers
at once, in order to expedite cleaning of that section.
Remove all bedding. If newspaper is used, dispose of it. If blankets, rugs, or
towels are used, they must be washed, disinfected, and replaced daily.
Remove food and water bowls and litter boxes. Wash and then disinfect all items
prior to reusing, even if used by the same cat.
Remove all solid waste from the cage, including food, litter, and fecal matter.
Completely soak the entire cage, including walls, floors, ceilings and doors with
the appropriate detergent. The solution should be dispensed from a spray bottle or
hose, and all surfaces should be thoroughly scrubbed with a scrub brush.
Discontinue cleaning with the use of a bucket of solution and a rag because that
process actually spreads dirt and disease.
Allow solution to stand per manufacturer’s instructions.
Rinse with potable water; wipe cage dry; replace newspaper and bedding; replace
clean litter pan; replace food and fresh water; place cat back into dry cage.
Clean walls, floors, between and tops of cages, windowsills and all other surfaces
within the room.
Use of detergents/disinfectants for cats are similar to those outlined for dogs:
If using a detergent/disinfectant combination (such as a quaternary ammonium
product), use a bristled scrub brush of medium stiffness to scrub all surfaces
within the cage, including the sides, bottoms, tops, and doors. Use a disinfectant
proven specifically effective against various bacteria and viruses common in a
shelter environment. Allow the solution to remain on the surface for the time
specified by the manufacturer’s instructions. It is recommended that the product
stay on a minimum of 10 minutes to be effective.
If using two separate products (a detergent and a disinfectant), the cage must
first be scrubbed with the detergent (such as dish soap). Using a bristled scrub
brush of medium stiffness and the detergent, scrub all surfaces within the cage,
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including the sides, bottoms, tops, and doors. Rinse the cage well, and then apply
the disinfectant (such as diluted bleach). Allow the disinfectant to remain on the
surface for the time specified by the manufacturer’s instructions or for a minimum
of 10 minutes, in the case of diluted bleach.
Feed and water the cats after the area being cleaned has been completed. Open food
and water containers should not be present while cleaning is occurring, as they may
become contaminated with chemicals, bacteria, and viruses.
Do not set up empty cat cages with filled food and water bowls. While this may be
convenient for staff, the bowls should be stored in a clean dry area away from other
animals until they are needed. Food especially should not be left sitting out where it
can absorb moisture from the air, become stale, attract vermin, or become moldy.
If a cat’s cage is noticeably soiled, it should be completely cleaned and disinfected. If
a cat’s cage is relatively clean, it is acceptable and preferable to spot-clean her cage.
This is commonly referred to as the CCC method: Cleaning Cat in the Cage. Use the
following steps to spot-clean:69
If the cat is shy or scared, create a makeshift refuge from a cardboard box or
paper bag, allowing the cat to hide while the cage is being cleaned. The less the
cat is handled, the better for disease control.
If canned food is offered, the food bowl should be cleaned or replaced every day;
however, if dry food is offered and the bowl is not visibly crusted or grimy, it is
acceptable to dump any day-old food and refill. Water dishes should be emptied,
rinsed, and refilled.
Ideally, litter should be dumped and replaced daily; however, resources may not
allow this. If clumping litter is being utilized, use disposable food service gloves
to pick up the feces and urine clumps; change them between each cage, ensuring
that disease is not being spread from box to box. If litter scoops must be used, use
stainless steel ones, which can be disinfected. Have at least two on hand and label
them by number so that they can be used in consecutive order, making sure to let
each sit in the disinfection bucket at least ten minutes before it is reused. Be sure
to change the water several times during cleaning so that the level of
contaminants does not overwhelm the solution’s disinfecting capability; remove
any scoops that become too soiled with caked-on debris. In some cases the use of
disposable litter boxes is recommended to expedite the cleaning process. If nondisposable cat boxes are used, then they must be sized appropriately for cats.
Vertical space for cats and a place for them to hide during their stay is an integral
part of the sanitation and cleaning protocol.
If towels or bedding are used, shake out clean towels and place them back in the
cage, but remove and replace any wet or visibly dirty towels and newspapers with
fresh. Leave clean cat toys, replacing only those that are dirty. Leaving items with
a cat’s scent on them will decrease her stress level.
69
HSUS Animal Sheltering magazine, “Spot-Cleaning a Cat Cage,” May-June 2005+
116
General Cleaning and Sanitation
Management should review the disinfectants that are used currently in both facilities
and consider whether they are appropriate and meet the needs of the shelters. Kirk’s
Current Veterinary Therapy, Volume XIII has a brief and concise review of many
different disinfectants, their properties, antimicrobial spectrum, advantages, and
disadvantages.70
Thoroughly disinfect all kennels and cages daily, by scrubbing with a disinfectant
proven effective against the various bacteria and viruses common in a shelter
environment. Chlorine bleach or quaternary ammonia products are the two
disinfectant choices most common in shelters. However, bleach is not a detergent. If
bleach is used as the primary disinfectant, areas must be scrubbed with a detergent
prior to applying bleach. The disinfecting properties of bleach are quickly inactivated
when bleach comes into contact with organic matter. Disinfectants, on the other hand,
do act as a detergent, and their use eliminates the added step of bleaching. Scrubbing
a kennel first with a disinfectant and then bleaching that same kennel is not a costeffective or efficient cleaning process. It is advisable to rotate disinfectants, for
example, use a disinfectant Mondays, Wednesdays and Fridays, and use bleach
Tuesdays and Thursdays. The theory behind rotating disinfectants is that rotation will
prevent viruses from becoming resistant.
Mix disinfectants according to the specific manufacturer instructions. Once applied,
disinfectants must be allowed to remain in contact with the surface for the specific
length of time recommended by the manufacturer before rinsing. Instructions for
proper dilution and time requirements are listed on the product containers. Specific
instructions to staff about dilution and contact time should be posted in all areas
where disinfectants are mixed and used.
Use the following formula whenever mixing bleach: Divide 21 by the percentage of
sodium hypochlorite in the bleach being used. This is the number of ounces of bleach
per gallon of water to be used. For example if the bleach being used is 5.25%
hypochlorite, 21 divided by 5.25 equals 4. This means four ounces of bleach should
be used for every gallon of water.
Proper PPE should be worn when mixing and handling disinfectants. The required
PPE needed for each chemical can be found on the product’s MSDS.
Replace all plastic food/water bowls and litter pans with stainless steel. As previously
mentioned, porous items, such as plastic food/water bowls and litter pans, cannot be
properly disinfected. Once scratched, plastic can harbor bacteria and viruses that
cause disease. Disposable paper products that can be discarded daily can also be used,
but will not be as environmentally sound or cost effective for the long term. Stainless
steel is easy to disinfect and durable, making it ideal for shelter use. To be adequately
70
Kirk’s Current Veterinary Therapy, Volume XIII, “Disinfection and Antiseptic Use in Small Animal
Practice” pp 258-262 CR
117
disinfected, cat carriers must be non-porous plastic. Disposable litter pans can be
purchased in bulk through a paper supply warehouse. Steam table pans, which can be
used as litter pans can be purchased through commercial kitchen supply stores.
Animal Care Equipment and Services, Inc. also sells stainless steel litter pans.
In general, staff should receive extensive and ongoing training in proper sanitation
and disinfection methods, and they should be closely supervised to ensure proper
sanitation. Everyone should be cleaning the same way according to JPASD protocol.
Make sure all items have been properly disinfected before introducing them to a new
animal, including blankets, pooper scoopers, toys, dishes, litter boxes, etc.
Spot clean all dog runs and cat cages throughout the day. Both dogs and cats
instinctively prefer to urinate and defecate away from their den and feeding area. The
confinement of the shelter is particularly stressful for these animals when they are
forced to sleep and eat near a build up of their own waste. The odor and dirty
appearance of the kennel will also repel potential adopters.
Purchase wall-mounted hand sanitizer dispensers and place them in each room.
Provide signage encouraging the visiting public to use sanitizers between visits with
different animals to help prevent the spread of disease. It is recommended that
sanitizers containing 70% isopropyl alcohol be utilized (most commercial sanitizers
contain 60–65%). The 70% solution has been found to be more effective against nonenveloped viruses such as parvovirus and calicivirus. One such manufacturer is
Soaptronic.71
Ideally, staff should wash their hands before handling a new animal; however, this
may not be feasible. At minimum, staff should be instructed to wash their hands
between handling animals in different housing areas, for example, between isolation
and adoption areas. Hand washing is the number-one preventive measure staff can
take with regard to disease transmission.
Purchase sanitizing footbath mats, such as those made by WearwellTM, and utilize
them in case of a disease outbreak.72 These mats hold up to a gallon of disinfectant
solution (bleach or quaternary ammonia). When foot pressure is applied, the rubber
tips bend, immersing shoe soles in sanitizing solution. These mats are effective and
are less likely to result in tripping or spilling than are pans filled with diluted bleach.
Assign a staff member to prepare and change the disinfectant daily.
During an outbreak, additional measures should be taken to minimize the spread of
diseases. Employees should don disposable gloves and lab coats when handling sick
animals or any animal that may have been exposed to disease.
71
72
www.soaptronic.ca/germcontrol_value.htm
www.wearwell.com
118
Pay careful attention to traffic flow. An employee who has handled a sick animal or
potentially exposed animal or who has entered a room housing sick or exposed
animals, should not be permitted to enter the healthy animal or intake areas. This
person should be regarded as “contaminated” until he or she has fully showered and
changed clothing unless he or she was wearing a gown. The HSUS team recommends
that staff be specifically assigned to work in only one of the healthy, sick, or
potentially exposed animal housing areas. No movement between these areas during
the course of the day is permissible unless the staff member starts in the healthy area
and finishes in the sick/isolation area. It is imperative that the staff understand that the
most common vector of disease transmission in an animal shelter is human contact
and transference on skin and clothing.
Put in place a multi-faceted approach to the control and prevention of disease. Some
viruses, such as panleukopenia and parvovirus, are very stable in the environment and
will be able to spread disease for many months if the animal housing areas, bedding,
litter boxes, and food and water bowls are not properly disinfected.73, 74, 75
Educate all shelter staff, not just the kennel and veterinary personnel, about common
shelter disease agents, including parvovirus, panleukopenia, canine distemper,
intestinal and external parasites, upper respiratory infections, and ringworm. All staff
should know how these diseases are transmitted, basic disease prevention methods,
basic sanitation and disinfection techniques, and proper identification of disease
symptoms.76, 77, 78
Establish and practice adequate and thorough cleaning protocols in order to maintain
a healthy population of animals. Thorough cleaning standards coupled with proper air
ventilation of animal housing areas are both key elements to maintaining a healthy
shelter environment for animals.
Establish emergency procedures in addition to establishing and practicing daily
disease prevention methods, so that the shelters can effectively handle disease agents
introduced to the environment. These disease management protocols must take into
consideration the need for maintaining a pleasant and inviting shelter environment for
the animals, the staff, and the visiting public.
73
74
75
76
77
78
HSUS Animal Sheltering magazine, “Keeping Your Cats Healthy, Guarding Against Panleukopenia” May–
June 2001+
HSUS Animal Sheltering magazine, “Parvovirus, Stopping a Deadly Disease From Overwhelming Your
Shelter,” July–August 1996+
HSUS Animal Sheltering magazine, “The Virus that Never Dies?”, pages 42–48, November–December
2006+
HSUS Animal Sheltering magazine, “Controlling Upper Respiratory Infections in Your Shelter,” January–
February 1997+
HSUS Animal Sheltering magazine, “The Most Persistent Fungus Among Us,” September–October 2007+
HSUS Animal Sheltering magazine, “Outbreak of Drug-Resistant Salmonella at an Animal Shelter,”
November–December 2004+
119
Incorporating changes relating to cleaning protocols (that will increase the amount of
time it requires to do their work) may create additional staffing problems that can be
addressed using the General Staffing Recommendations for Kennel Caretaking. The
HSUS estimated minimum staffing formula for kennel caretaking only:
______________________
(Human Population)
Multiplied by 7% =
______________________
(Incoming Animal Population
Per Year)
______________________
(Incoming Animals Per Year)
Divided by 365 (days per year) =
______________________
(Incoming Animals Per Day)
______________________
(Incoming Animals Per Day)
Times Four* Day Holding Period =
_____________________
(Animals in Shelter Per Day)
______________________
(Animals in Shelter Per Day)
Times fifteen minutes** per animal =
______________________
(Number of Minutes Needed)
______________________
(Minutes Needed)
Divided by 60 (minutes) =
______________________
(Number of Hours Needed)
______________________
(Number of Hours Needed)
Divided by 3*** (hours for cleaning/feeding) =
______________________
(Staff Needed Per Day)
* The HSUS is using the average holding period of four days as a basis for this study. Some animals may be held for a much
shorter period; however, many animals may be held for a period exceeding the four day requirement.
**This formula is based on a per-animal time of nine minutes for cleaning and six minutes for feeding.
***These three hours are solely for the performance of these two tasks, but allowing for further time in the day to perform
routine maintenance tasks such as laundry, dishes, lost and found checks, etc.
Discussion:
The goal of all cleaning programs/protocols for animal shelters is to keep the facility clean,
the healthy animals healthy, and prevent the spread of disease. All too often the practices of
the staff and the agency actually create problems by spreading disease.
It is important to remember that cleaning and disinfecting are not the same things.
Disinfecting is accomplished with a disinfectant, which is a chemical solution that destroys
microorganisms and must be applied after detergent. Cleaning is accomplished with a
detergent which is a cleansing agent that helps remove dirt and debris which interferes with
the disinfecting process. A degreaser is a strong detergent designed to cut through filmy
layers, such as body oils, that regular detergents cannot penetrate. It is very important to
completely remove detergents before applying disinfectants.
Quaternary ammonium compounds are good disinfectants and they also have some detergent
action. However, some quaternary ammonium compounds are inactivated in the presence of
soap or soap residues, so careful product selection is important. Their antibacterial activity is
reduced in the presence of organic material such as feces and hair.
Bleach is a disinfectant, not a detergent. If bleach is used as the primary disinfectant, areas
must be scrubbed with a detergent prior to applying bleach. Scrubbing a kennel first with a
detergent and then bleaching that same kennel is not a cost-effective or efficient way to clean
and disinfect the kennel areas. Make sure to never use Phenols (Lysol, etc.) around cats or
reptiles as they are very toxic to these species.
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When it comes to cleaning, it is critical that fomites (particles of dirt, hair, feces) that attach
to the walls, floors, chain-link, etc. are physically removed to allow for disinfection of the
surface. Proper cleaning protocols that are effective involve physical (muscle power)
scrubbing of the surface after the fomites have been removed and the disinfectant applied.
While it is impossible to totally prevent the spread of disease, it is possible to dramatically
reduce it. Circumstances and finances may affect the choice of cleaning materials and
methods, but a daily cleaning schedule must be maintained without fail. Any area of a shelter
in which animals are housed (or through which animals pass) must be cleaned and
disinfected daily. This includes, but is not limited to animal housing areas, euthanasia rooms,
medical rooms, hallways, and service lobbies.
Even the best shelter, by definition, is an inherently unhealthy place. Animals enter from
different locations with unknown medical histories and often little or no past vaccinations
against disease. Animals who have been recently exposed to (and therefore able to spread)
disease may show no initial symptoms upon examination during the incubation period. The
need for good health care protocols is crucial, and the rationale is two-fold—to uphold the
shelter’s responsibility to care humanely for animals and to maintain the reputation of the
organization as a well-run community resource.
5.7
ISOLATION AND SEPARATION
Observations:
East Bank
The JPASD had a brief written SOP regarding the isolation of contagious animals, which was
contained in the Operational and Administrative Procedures Manual. This SOP stated that
“any animal showing obvious signs of infectious disease will be moved immediately to the
isolation ward and held there until it can be examined by the veterinarian.” However, The
HSUS team observed animals with contagious diseases housed throughout various areas of
both shelters. In general, The HSUS team found the JPASD’s system of isolation and
separation inadequate as there were stray, adoptable, and sick animals intermingled
throughout the various kennels and rooms at both facilities.
As stated in section 3.22, Dog Housing, the East Bank shelter had four dog kennels including
adoptions, stray holding, quarantine, and isolation. At the time of The HSUS site visit, there
were no sick dogs housed in the Isolation Room. Instead, small breed stray and adoptable
dogs were housed there because it was considered a quieter, less stressful environment. As
noted in section 5.2, General Shelter Medicine, there was a Beagle in the Stray Dog Kennel
and another dog in the Bite Case Kennel with URI signs. There was also a dog with
suspected ringworm, and a puppy with sarcoptic mange housed in the Garage. All of the Dog
Adoption Kennel runs were full and the Stray Dog Kennel held roughly 20 adoptable dogs.
As covered in section 3.23, Cat Housing, the East Bank shelter had three cat housing areas
including adoptions, healthy holding, healthy feral/possibly feral, and the Garage. There were
more than fifty cats housed in the Garage in various cage banks labeled “intake,” “sick,”
“feral,” “questionable health,” and “nursing mothers.”
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The Cat Adoption Room housed ten cats and three portable cages in the alcove. (See photos
56, 57) In one of the portable cages there was a litter of three kittens with obvious nasal and
ocular discharge receiving treatment for URI. Another of the portable cages contained one
grey adult female cat who was also sneezing, but was not receiving treatment. On October 2,
The HSUS team observed the shelter director move the grey adult cat into the Healthy Cat
Room. She then brought a litter of kittens from the Healthy Cat Room and placed them into
the portable adoption cage that was just vacated by the sick cat. The director then brought out
another single kitten from the Healthy Cat Room and placed it in with the litter of three sick
kittens in the other portable cage.
The size of the cat adoption area was inadequate for the number of cats housed at the shelter.
There were nearly one hundred cats and kittens housed in either the Garage or Healthy Cat
Room, many of them adoptable, who were not able to be viewed by the public. Some of these
cats had been at the shelter for as long as three weeks.
There was a quarantined cat housed in the Feral/Possibly Feral Room. Staff stated that this is
where quarantined cats were housed because there was not a designated quarantine room for
them. There were several other cats in this room, some of which appeared to be feral and
some of which appeared to be friendly.
In the Garage, there was a bank of cages that was labeled “intake” on one end and “sick” on
the opposite end. Staff explained that half of the bank was supposed to be for newly arrived
cats and the other half for sick cats. Since this bank of cages did not face any other animals,
this would have been an acceptable arrangement as long as staff was careful to clean the sick
animals last. However, at the time of The HSUS site visit, this entire bank of cages was filled
with incoming cats, some of which had been at the shelter as long as five days and had not
yet been examined or vaccinated.
There was a large bank of cages in the Garage labeled “feral.” However, The HSUS team
observed that none of the cats housed in this bank appeared to be feral. Staff explained that
almost all of the feral cats were now euthanized at intake, so this bank of cages was used to
house the overflow of healthy cats. Several of the cats in this cage bank were sneezing.
There was a group of six stacked cages in the Garage that were used to house very young
kittens and nursing mothers. (See photo 58) The Garage also contained two separate banks of
cages labeled “questionable health.” As described in section 5.2, General Shelter Medicine,
there was a litter of kittens in the questionable health bank of cages with very obvious
ringworm lesions. The HSUS team could not discern any specific health problems with the
other cats housed in the questionable health area and staff stated that most of these cats were
just overflow from the Healthy Cat Room.
The bank of cages intended for new incoming dogs in the Garage housed the puppy with
sarcoptic mange and the pair of dogs with suspected ringworm. The kitten with confirmed
ringworm infection was housed in the Examination Room.
West Bank
The West Bank shelter had three separate dog kennels that included stray holding, adoption
122
and bite case/quarantine, and isolation. There was also a Puppy Room which housed a single
puppy in a stainless steel cage and a litter of puppies separated in two pens. As discussed in
section 3.22, Dog Housing, a kennel dedicated solely to adoptive dogs did not exist. The first
six runs at the front of the quarantine kennel were used to house adoptable dogs. However,
during The HSUS site visit, two adoptable dogs—one was marked as the “Pet of the
Week”—were housed on the other side of the chain/sign barrier with the quarantine cases. It
should also be noted that two of the Pit Bulls in the quarantine area were particularly vicious
and barked and lunged wildly at the front of their runs whenever they saw people. It was not
acceptable that potential adopters were brought to this area to view the adoptable dogs.
Many of the dogs housed in the Stray Dog Kennel had been at the shelter for over two weeks
and should have been available for adoption. In fact, two of the dogs in this area had been at
the shelter since the end of August: a Cocker Spaniel (BT-08-29-02) and a mix breed (WO08-24-01).
At the time of The HSUS site visit, the Puppy Room housed a litter of eight, four week old
puppies divided into two groups of four in each puppy pen. As described in section 5.2,
General Shelter Medicine, these puppies were being treated for ringworm.
There were two additional litters of puppies at the West Bank shelter that were housed in the
Small Bite Case/Laundry Room. According to staff, this room was intended to be used for
quarantine of cats and small dogs. However, staff stated that they often used the room for
overflow of other small animals. At the time of The HSUS site visit, the room contained two
litters of puppies, a miniature poodle, a pair of adoptable kittens, and one quarantined adult
cat. Staff stated that the adoptable kittens were in this room because there was currently no
space in the colony Cat Adoption Room.
The Isolation Kennel consisted of six runs located in a room that was accessed through the
Adoption/Bite Case Kennel. A door to the outside led to a run which could only be accessed
from this door. Staff stated that this run was used to exercise dogs that were impounded for a
long period of time. Thus, staff had to transport sick dogs through the adoption and
quarantine area in order to place them in isolation. While the concept may have been to
locate the Isolation Room away from other animals, in essence, the wall and door did little to
isolate disease to this area. Sick animals would have to move past the healthy animals in the
corridor to get to the rear runs. Also, fans pushed air from the Isolation Room into the
Adoption/Bite Case Kennel.
The West Bank shelter had three cat rooms that included adoptions, healthy holding, and
“small bite” quarantine. As mentioned previously, the Small Bite Case/Laundry Room was
used to house a variety of animals. The Cat Adoption Room housed up to fifteen cats.
Like at the East Bank shelter, the Garage served as the intake area for the ACOs. During The
HSUS site visit, there were also many cats housed in the Garage, including kittens under six
weeks of age and nursing mothers. On October 3, there were two puppies housed in the
Garage overnight because they had diarrhea and were vomiting. These puppies tested
negative for parvovirus, but staff was still concerned that they may be contagious. These two
puppies were moved to the Isolation Room on the morning of October 4.
123
A bank of cages in the hallway outside the Adoption/Bite Case Kennel was used for housing
cats and small dogs that had been adopted and were either waiting for or recovering from
surgery. During the site visit these cages were not being utilized.
There was no isolation area for sick cats. Staff stated that cats with URI or other contagious
diseases were euthanized.
Recommendations:
Review the overall layout of animal housing areas at both facilities. The HSUS team
recommends that the JPASD implement an isolation and separation approach by
making changes to the existing floor plan (see Discussion in this section). These
changes will allow the JPASD to improve overall animal health and management.
While there may be a current designation for segregated housing, it was clearly not
being followed and the JPASD staff appeared uninformed regarding animal
placement within the facility.
Develop written SOPs for isolation and separation of animals at both shelters. Each
facility needs to have four separate areas for both dogs and cats: adoption, healthy
hold, isolation, and quarantine.79 See floor plan recommendations later in this section.
A written SOP for housing should require that all animals be separated in the
following manner:
Dogs must always be separated from cats.
Sick or injured animals must always be separated from healthy ones.
Puppies and kittens must be separated from adults (unless nursing).
Dangerous animals must be separated from all other animals, and the public.
Nursing animals with litters must be separated from all others and must be located
in a quiet area of the shelter.
Animals with special needs should be isolated from all others.
Exotics and livestock must be separated from all others and from the public. Since
these animals are not as social as dogs and cats, in a shelter environment they can
easily be overwhelmed by too many visitors. In order to facilitate adoption of
these animals, pictures and descriptions of them should be posted in the adoption
areas for the public to view. Visitors that are interested in adopting these animals
should be escorted and supervised by kennel staff.
Animals who are available for adoption should be separated from animals who are
not.
Clearly mark all animal housing areas (i.e. adoption, feral, quarantine, etc.)
Designate healthy hold areas for new arrivals. Newly arrived healthy dogs and cats
would be placed in these areas. A healthy hold period would allow time for the
79
Isolation/Separation Flow Charts
124
vaccines to take effect and time for the staff to evaluate the behavior and
temperament of each animal. After a minimum of two days, cats and dogs that have
been evaluated and approved for adoption would be moved from the healthy hold
areas to the adoption areas.
Increase the number of adoptable animals at both shelters. Based on the animal
inventory observed by The HSUS site team, each shelter could offer approximately
30 cats for adoption and 20-30 dogs for adoption. It is acceptable and common for
there to be more animals in the stray holding area than animals in the adoption area;
good management of the animal population is the ultimate goal.
In addition to separating animals by species, increased efforts should be made to
house them in “life-stage groups,” keeping animals who have different stages of
immunity (such as young animals, nursing mothers, sick or injured animals, and fully
vaccinated adults) well separated within the shelter. Animals who are stressed,
elderly, nursing litters, or recuperating from injuries must have a quiet place to rest.
Most often, these areas are identified as a “special needs rooms” where these animals
can receive the specialized care necessary for their mental and physical well-being.
Make it a priority to achieve the separation of animals in the facilities in order to
protect the health and well-being of the animals. A shelter should provide appropriate
housing areas, and animals must be housed in a way to minimize stress and disease
transmission.
East Bank
Add a door to the Feral/Possibly Feral Room so that the cats are shielded from the
larger, outer room, especially since quarantine cats are housed here. This
recommendation is in line with a recommendation in the following section to consider
converting the Healthy Cat Room into an addition cat adoption area. If this is
conversion takes place, a secure door must separate these two areas.
West Bank
Change the location of the Isolation Kennel. The runs are not isolated, posing a risk to
dogs in the adoption and quarantine areas. One possible solution would be to establish
dog isolation in the room being used for storage across the hall, next to the Healthy
Cat Room.
Do not hold quarantine dogs next to dogs for adoption. This gives the public a bad
image, is potentially dangerous, and ultimately, stresses all of the dogs. Animals
available for adoption should be separated from animals who are not candidates for
adoption due to illness or temperament.
Increase the number of dogs for adoption, especially at the West Bank shelter.
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To improve the well-being of all animals at both facilities, The HSUS recommends the
following relating to housing:
East Bank
If the inner portion of the Garage is to continue to be used for housing animals, it
can be effectively designed to house and separate cats in healthy holding,
isolation, and quarantine. The Garage is large enough to allow for the cage banks
to be adequately separated and faced away from each other to prevent the spread
of contagious diseases. However, staff must be extremely vigilant in minding the
flow in which animals are handled. Sick cats must always be handled and cleaned
last. As mentioned in a previous recommendation, the garage doors must remain
closed if animals are to be housed in this area. A door, however, can be opened to
provide ventilation during certain times of the day when no animals are being
moved.
Housing all healthy hold cats in the re-designed/renovated Garage will allow the
current Healthy Cat Room to be converted into an adoption room, providing the
needed additional adoption housing for cats. A “do not open/enter” sign for the
public would then need to be placed on the inner side of the door leading to the
hallway and Garage.
Since the current Dog Adoption Kennel only has 15 runs, the JPASD should
consider designating that room as the Isolation Kennel. The front part of the Stray
Dog Kennel, along with the small inner room, could then be designated as the
Dog Adoption Kennel, with the goal of establishing roughly 20-30 runs as
housing for adoptable dogs. During The HSUS site visit, the JPASD staff housed
small breed dogs and puppies in the inner room of the Stray Dog Kennel. With the
new suggested lay-out this practice could be continued, in other words this room
could be used exclusively as a low-stress area for smaller dogs and puppies.
Although it is recommended that dogs for adoption not be housed next to dogs on
stray hold, The HSUS realizes this may be a challenge for both shelters given the
current layout and design of the buildings. With that in mind, consider the
following recommendations. The back area of the large room could be roped off
with appropriate signage, and could continue to be used for healthy
holding/strays. In order to better comprehend these recommendations, note the
floor plan on the following page.
126
Healthy Hold
Current
Stray
Dog Kennel
Healthy Hold
Employees
Only
Employees
Only
Dogs for Adoption
Dogs for Adoption
Dogs for Adoption
Main Hallway
Quarantine Room
Isolation Room
West Bank
If the Garage can be redesigned and renovated to encompass several rooms, as
discussed in section 3.23, Cat Housing, it can be used to house all cats in healthy
holding. Also, if an enclosed room with a door can be created in the Garage to
accommodate cats in rabies quarantine, the Small Bite Case/Laundry Room could
be used for another purpose, such as cat isolation. This recommendation is
contingent on major renovations and securing the Garage/structure.
The JPASD could convert the current Healthy Cat Room into an additional cat
adoption room.
The HSUS strongly recommends that the adoptable dogs be housed in a totally
separate area from the quarantine dogs. The adoption housing space also needs to
be greatly increased, as there were only six runs available for adoptable dogs at
the time of The HSUS site visit. To achieve both of these goals, The HSUS
recommends that the front half of the Stray Dog Kennel be designated as the
adoption area to provide 20 runs for adoptable dogs (10 per side). The back half
of the kennel (22 runs) would then be designated for healthy holding/stray dogs
and would be roped off with appropriate signage. If additional healthy holding
space is needed, the front part of the quarantine room could be used.
The dog isolation area should be completely separate from other dog housing
areas and have an entrance/exit. The HSUS recommends that the current Isolation
Room be moved to the storage room (across from the current Adoption/Bite Case
room), as previously mentioned, and then the quarantine dogs can be placed in the
freed up room. This would open not only more space for healthy hold/stray dogs,
but would also keep them separate. In order to better comprehend these
127
recommendations, note the following floor plan:
Healthy Hold
Dogs for Adoption
Current
Stray
Dog Kennel
Employees
Only
Healthy Hold
Dogs for Adoption
Healthy Hold
Main
Hallway
Cat Adoption
Room
Addition,
at rear of
facility
Quarantine
Room
Healthy Hold
Isolation Room
Discussion/Recommendations:
The concept of isolation and separation in an animal shelter allows one to manage the animal
population more effectively, and in the process protects the public and ensures a healthier
environment for the animals. The isolation and separation concept is as follows:
•
Evaluate and vaccinate the animal at intake.
•
If sick, house the animal in isolation for the stray period.
•
If a bite case or an aggressive animal, hold it in quarantine.
•
If the animal appears healthy and potentially adoptable, hold the animal in healthy
hold for at least two days.
After an animal is determined to be healthy and approved for adoption, he should be moved
from healthy hold to the adoption area. If there is no room in the adoption area, place the
animal with a foster home, or as a last resort the decision to euthanize must be made (for
either the newly approved animal or an animal from the adoption area that may no longer be
a suitable candidate for adoption).
There must be a place where all incoming animals are triaged. It should be a priority to
completely assess each animal on the day of arrival. After the staff examines and vaccinates
an animal, the animal should be placed in healthy hold, quarantine, or isolation depending on
128
the outcome of the examination. The healthy hold area would allow the animal time to
acclimate to the shelter and time for the staff to observe and evaluate the animal. If an animal
is considered adoptable and healthy after the holding period, the animal would then be
moved from healthy hold to the designated adoption kennels/rooms. These areas would be
the only places where the public would be permitted to view adoptable animals.
If a stray animal is determined to be aggressive or unpredictable, or it is being held for
quarantine, the animal should be housed in the quarantine area, where only the staff has
access. Quarantine cages must be marked appropriately so that the staff knows which animals
are in quarantine. This area should be an “out of view” area, and the public allowed inside
only if escorted by a JPASD staff member.
If a sick animal is brought into the shelter and needs to be held for the stray period, or if an
animal becomes sick during its stay at the shelter and the agency feels that they have the
means to perform treatment, then that animal should be housed in the isolation area.
Immediate isolation of animals who are showing signs of illness will minimize the spread of
disease and helps to keep the general shelter population healthy.
General Discussion:
The isolation and separation concept of managing the population will provide the staff with
space flexibility, protect the public from potential bites, and protect the JPASD from liability.
Isolation and separation will also help the staff make better euthanasia decisions and help the
JPASD present only those animals who have been fully evaluated and chosen for adoption to
the public.
In order for the isolation and separation concept to work, it must be strictly followed. Some
organizations make the mistake of bending the rules by not using space as it is designated.
There may be times when the healthy hold area is full and, instead of making the decision to
euthanize an animal to create space, some agencies make the mistake of placing a healthy
animal in the isolation room. Exposing healthy animals to sick ones negates the logic and
benefits that result from the isolation and separation concept.
The quality of animal housing is one of the most important aspects of preventative health
care and disease control. A shelter, no matter how well-equipped, is an inherently stressful
place for an animal. Any animal in a shelter environment will experience some level of stress
due to the change of environment and routine, separation from family, the daily handling by
strangers, loud noises, other animals, and basic confusion regarding their situation. Cats and
kittens are particularly susceptible to stress when removed from familiar surroundings and
subjected to the sounds of barking dogs. Shelters should make every effort to house animals
in a manner that minimizes the stress and provides for their individual needs and comfort.
5.8
FEEDING PROTOCOLS
Observations:
East Bank
The JPASD had no SOPs for feeding or for monitoring the animals’ food intake.
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The JPASD purchased Enhance brand high protein dry adult dog and dry adult cat food from
Jefferson Feed. The East Bank shelter also had a large amount of Meow Mix® and Pro
Plan® canned adult cat food that had been donated to the shelter. Both of these canned foods
were the sliced variety. There was no kitten or puppy food at either shelter.
The main ingredients of the Enhance 31-10 cat food were chicken by-product meal, ground
corn, ground wheat, beet pulp, chicken fat, fish meal, and brewers yeast, with a crude protein
minimum 31% and crude fat minimum 10%. This food did not meet Association of
American Feed Control Officials (AAFCO) standards for the minimum nutritional
requirements in kitten food which requires a 20% minimum fat content. The food did meet
the 30% minimum protein content for kitten food.
The main ingredients of the Enhance 27-17 dog food were chicken by-product meal,
Brewer’s rice, ground corn, chicken fat, beet pulp, fish meal, flax, and brewers yeast, with a
crude protein minimum 27% and crude fat minimum 17%. This food did not meet AAFCO
standards for the minimum nutritional requirements in puppy food which requires a 28%
minimum fat content. The food did meet the 17% minimum protein content for puppy food.
This food did not meet Association of American Feed Control Officials (AAFCO) standards
for the minimum nutritional requirements in puppy food which requires a 28% minimum fat
content. The food did meet the 17% minimum protein content for puppy food.
A great concern to The HSUS team was the inability of many of the very young animals to
eat the dry food. The HSUS team observed many kittens under eight weeks of age without a
mother at the East Bank shelter. The HSUS team witnessed throughout the day that some of
the kittens struggled to eat the dry food, while others did not even try.
The sliced variety of canned food was also impossible for young kittens to ingest because the
chunks were too large for them to chew. The HSUS team observed the young kittens licking
the gravy off of the food, but they were unable to eat anything substantial. On October 1, just
before 6:00 p.m. a four week old stray orange kitten (EO-10-01-18) was brought into the East
Bank shelter. The kitten was severely emaciated and dehydrated. The kennel staff placed her
in a cage in the Garage and gave her the canned adult Meow Mix® food. The HSUS team
watched as the kitten frantically tried to eat, but could not get the food into its mouth. This
kitten was euthanized the following morning. The HSUS team also noticed that several staff
members did not remove the canned food from the can or chop it up so that the kittens would
be able to ingest it. (See photo 59)
The cats and kittens were fed once daily after the morning cleaning routine. No additional
food was given throughout the day. The JPASD used double-sided plastic bowls for the cats.
One side of the bowl was filled with water and the other side was filled with about one cup of
dry food. This amount was generally adequate for an adult cat, but inadequate for a litter of
kittens sharing a cage. The kennel staff was observed giving canned food in place of dry food
to some of the cats. When asked how they determined which cats should get canned food, the
staff said that they knew which cats that did not like dry food. The cans contained 3 ounces
of food, which was inadequate for once a day feeding for both adults and kittens.
130
The dogs were fed once a day in the late afternoon. Each dog was given a large heaping bowl
of dry food. The food was not measured and most of the dogs were being over fed. The food
bowls were left with the dogs overnight and there was considerable food spilled and left over
the next morning.
West Bank
The only foods available were the Enhance brand dry adult dog and dry adult cat foods.
The procedure for feeding cats was the same as the East Bank shelter, except that there was
no canned food available for the cats that did not like dry food. Again, there were many
young kittens that were not able to eat the dry food. Several staff members at the West Bank
shelter recognized this problem and pointed it out to The HSUS team.
The dogs were fed once a day in the morning prior to the cleaning of the dog kennel areas.
Each dog was given a large heaping bowl of dry food. As at the East Bank shelter, the food
was not measured and most of the dogs were being over fed. There was a great deal of food
wasted because most of the dogs did not eat all that was offered to them. The bowls were left
with the dogs for about an hour an a half while the kennel staff cleaned the Garage. The
puppies in the pens in the Puppy Room had large bowls of dry food that remained with them
throughout the day.
The HSUS team was so concerned by the lack of kitten and puppy food at both shelters that
an on-site recommendation was made that they purchase both dry and canned kitten and
puppy food immediately and implement an appropriate feeding protocol for these young
animals.
Recommendations:
Develop specific written feeding protocols for kittens, puppies, cats, and dogs and
these protocols should be followed consistently at both facilities.
Feed age appropriate foods in order to meet the nutritional needs of young animals.
Both canned and dry kitten and puppy food should be available at both facilities at all
times.
Feed animals in amounts appropriate to their nutritional needs. The JPASD staff
should be trained to monitor and document the appetite and food intake of shelter
animals and to adjust an animal’s diet accordingly. Animals who consistently
consume the entire amount of food offered to them in a short period of time should be
offered a greater volume of food per feeding, and animals without an appetite should
be examined by the veterinarian.
Document the body condition and weight of animals upon arrival and monitor it in
order to detect nutritional problems. There should be a scale available to weigh every
animal upon intake. Staff should also be properly trained to determine an animal’s
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body condition and age upon intake so that the animal is fed appropriately.80
A kennel is an extremely stressful environment for an animal and can
dramatically impact her/his appetite and dietary needs. It is vital that an animal eat
while in the shelter’s care, and often inducements are needed to encourage and
entice an animal to eat. In general, a variety of canned food for both dogs and cats
should be kept on hand to use as needed. For puppies and dogs, dry food
(specially formulated for their ages) mixed with enough canned food and a small
amount of hot water to make a paste or gravy is usually sufficient to entice
reluctant eaters. At times, feeding canned food alone may be necessary. For cats
and kittens, chicken baby food or canned tuna can be used to entice the appetite.
Only use all meat baby food without onions or other additives.
Develop a written schedule of feeding times for those animals who require multiple
feedings according to their age and nutritional needs. Kennel management should
ensure that the staff strictly follows the schedule.
Feed puppies less than 12 weeks of age four times daily or every six hours. Puppies
12 weeks to 6 months of age should be fed three times a day or every eight hours.
Puppies 6 months to 12 months of age should be fed twice daily.
Feed kittens less than 12 weeks of age canned food four times daily or every six
hours. Kittens 12 weeks to 6 months of age should be fed canned food three times a
day or every eight hours, with access to dry food at all times. Cats 6 months or older
should have dry food available at all times and should be fed canned food as needed.
Since cats, on an average, like to eat many small meals a day, it is advisable to leave
dry food available all day long. Take into account that cats with access to “free food”
must be monitored to make sure they are eating.
Feed canned cat food separately from dry cat food in order to reduce spoilage. Give
cats the option to eat only the type of food (canned/dry) that they prefer. Ideally, any
uneaten canned food should be removed or replaced within four hours.
Establish a system by which to monitor the appetites and body conditions of all
animals residing in the shelters. Many animals, particularly cats, have difficulty
adjusting to life in a shelter and become inappetent. Loss of appetite can lead to
serious health concerns, including failure of major organs and death.
Establish feeding protocols for nursing mothers to ensure that they are fed a high
calorie, high protein diet three times a day. Kitten or puppy food is usually the
appropriate choice for nursing mothers.
Establish protocols to ensure geriatric animals and those with dental problems are fed
soft food accordingly.
80
Tufts Animal Care and Condition Scales for Assessing Body Condition
132
Give special care and closely monitor animals who are malnourished or have special
health requirements. Unweaned kittens with no mother or surrogate mother should be
considered for a foster home, and if one cannot be secured euthanasia may be the
most humane solution.
Regardless of their length of stay, all shelter animals should receive a good quality
balanced diet that is appropriate for their life stage, health, age, and physical
condition. Only products that are made by major pet food companies are
recommended.
Discussion:
Establishing a system to oversee dietary habits is of the utmost importance, and staff should
be trained to monitor and adjust an animal’s diet accordingly. Procedures should include a
system that allows staff to monitor food intake, special needs, feeding behaviors, and
eliminations of animals.
The stress of a kennel environment, combined with her/his health and age at entry, can
dramatically impact an animal’s appetite and nutritional needs. Observations relating to
appetite can provide important feedback that relates to each animal’s general health and
continued adjustment to the shelter environment. If necessary, nutritional protocols may need
modification to allow for extra (or less) food and special diets.
When housing multiple dogs in a kennel, consideration must be given to “food aggression.”
Even dogs that may not be aggressive may display dominance when it comes to food.
Multiple dogs or puppies in a kennel can lead to cases of dogs/puppies not being allowed to
eat by their more dominant cage mates. Some dogs and puppies may overeat, leaving less
than enough for the others. Additionally, free feeding can lead to fights over food at a time
when staff is unavailable to intervene.
Generic pet foods are not recommended. Often, the nutrients in generic pet foods are not
readily available for digestion and absorption by an animal. Recent tests have shown that
puppies and kittens that were fed generic pet foods had a greater incidence of illness,
improper growth, and other physical abnormalities and required one-and-one-third times as
much food per pound of weight gained.
Because shelter animals are in a stressful situation, they are more susceptible to digestive
upsets from poor quality foods and changes in brands. Feeding one brand exclusively,
especially a premium brand, will greatly reduce the number of animals who experience
gastrointestinal problems while at the shelter, as well as the amount of waste matter
produced.
5.9
ZOONOSES
Observations:
There was a general lack of concern for zoonotic disease transmission at the JPASD and no
staff training was provided. Because zoonotic disease transmission is a serious matter, many
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of the following examples were previously discussed.
There were several animals with suspected cases of ringworm at both shelters. The medical
staff elected to treat these animals and staff was observed handling these animals without
using gloves or gowns. Some of the suspected ringworm cases were housed in the general
population, and one cat was in the Examination Room.
When asked about the puppy with sarcoptic mange, two of the kennel staff members were
not aware that this type of mange is contagious to humans and other animals. The
veterinarian told The HSUS team that he did not think the puppy posed any significant risk to
other animals or staff.
As previously stated, dogs were not vaccinated for Leptospirosis, a zoonotic disease
transmitted in animal urine. The veterinarians at both shelters stated that they were not aware
that Leptospirosis was omitted from the vaccine protocol at the JPASD. Both veterinarians
also stated that they felt that Leptospirosis was definitely a viable threat, as this disease is
prevalent in wetland areas.
When questioned, some of the JPASD staff knew that zoonosis referred to a contagious
disease, but the vast majority could not define the term as meaning a disease that can be
transmitted from animals to humans. The veterinarian at the East Bank shelter even used the
term zoonosis in the wrong context. He repeatedly referred to an outbreak of panleukopenia
and calicivirus in cats as a “zoonotic outbreak.” It should be noted that these two diseases are
not zoonotic.
The JPASD had a very brief written SOP concerning rabies observation and testing in the
Operational and Administrative Procedures Manual. The SOP stated that animals being held
for rabies observation were not to be vaccinated against rabies until the quarantine period had
ended. The SOP also stated that the “state health lab is only testing animals that have
presented a human exposure of rabies. If there are questions about what constitutes an
exposure, call the Jefferson Parish Health Unit and bring the matter to the attention of the
shelter manager, assistant director, or director.”
There was no SOP for the actual process of rabies specimen preparation. The kennel staff
was responsible for performing decapitations, but none were performed during The HSUS
site visit. A manager told The HSUS team that decapitation is done with a hatchet and then
the head is wrapped in brown paper and placed in a plastic bag. The head is then stored in the
refrigerator until it is driven to the lab by an ACO or kennel worker, usually within 24 hours.
All JPASD staff members, except for the office clerks, were required to get pre-exposure
rabies vaccines and subsequent rabies titers once a year. The pre-exposure vaccines were
optional for clerical staff. The vaccinations and titers were performed by the parish nurse and
documented in each employee’s medical record.
Staff members were not required to have an up-to-date tetanus vaccination.
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Recommendations:
Develop detailed written SOPs on zoonoses to include relevant zoonotic diseases and
precautions staff should take to minimize exposure. The SOPs should include
information on what to do if an employee thinks he or she has been exposed.
Develop formal training for all staff regarding zoonoses.81, 82 Staff should understand
the most common zoonotic threats encountered in an animal shelter.
Provide staff with a laminated card listing possible zoonotic diseases to which an
employee could be exposed. In the event that an employee becomes ill, he or she
should give this card to the attending physician. Zoonotic diseases are often late to be
diagnosed because shelter employees fail to inform their physicians of the type of
work they do.
The Centers for Disease Control and Prevention (CDC)83 has detailed information, by
species, detailing zoonotic diseases. Their Web site also contains information
regarding people who may be autoimmune compromised and at higher risk.
Give very serious consideration to the policies and decisions concerning treatment of
animals with suspected or confirmed zoonotic diseases. The JPASD must consider the
potential risks to staff, potential risks to other shelter animals, and the potential
liability if a staff member or adopter does become infected.
Define, in writing, which animals require rabies testing.
Develop a written detailed SOP for rabies specimen preparation. This SOP should
include step by step instructions on the decapitation process, required PPE, cleaning
and storage of equipment, and specimen storage.
Review annual updates of the National Association of State Public Health
Veterinarians, “Compendium of Animal Rabies Prevention and Control.”84
As recommended in section 5.4, Vaccination Protocols, the JPASD should strongly
consider adding Leptospirosis to their canine vaccination protocol.
The HSUS commends the JPASD for the pre-exposure rabies vaccination program
for their staff. These vaccinations and yearly titer checks should be continued.
Consider requiring staff members to receive tetanus vaccinations.
81
HSUS Animal Sheltering magazine, “Protect Your Staff, Protect Yourself,” March–April 1996+
www.sheltermedicine.com/portal/is_zoonotic_diseases.shtml#top3
83
www.cdc.gov/healthypets/browse_by_animal.htm
84
National Association of State Public Health Veterinarians, “Compendium of Animal Rabies Prevention and
Control, 2007”
82
135
Discussion:
A zoonotic disease is any disease that may be transmitted from an animal to a human under
natural conditions. Zoonotic diseases pose a risk to shelter personnel who work with or
around animals. Animals infected with zoonotic diseases may not show any significant signs
of illness. In humans, however, the infections may be debilitating. Anyone working with
animals should be aware of the potential for zoonotic disease and take commonsense
precautions to minimize their risk.
Zoonotic diseases can be prevented through a variety of means, including use of protective
clothing, prevention of bites and scratches, proper sharps-handling procedures, medical
surveillance and vaccination programs, post-injury treatment, and good personal hygiene.
All animals, their tissues, and fluids should be treated as if they were infected with pathogens
(microorganisms that cause disease). Avoid working with animals if you are ill, especially if
you have respiratory problems. A large number of zoonotic diseases are considered potential
threats to shelter employees; some are common, and others are very rare. The following are
the more common and/or important zoonotic threats:
Bordetella (Kennel Cough)—Bordetella bronchiseptica is a bacterium that is a common
cause of respiratory disease in dogs. It is the most prevalent infection of dogs at a shelter and
has been reported to cause mild respiratory infections in people. Disease transmission can be
prevented by avoiding contact with the mucous membranes of infected dogs, hand washing,
and wearing a respirator when spraying down kennels.
Cryptosporidia—Cryptosporidium parvum is a protozoan, similar to toxoplasma. There is
no effective treatment for the disease. Preventive measures include good hygiene such as
hand washing and using gloves when handling feces.
Bartonellosis (Cat Scratch Disease)—Cat scratch disease is an infectious illness caused by
the bacteria Bartonella. It is believed to be transmitted by cat scratches, bites, or exposure to
cat saliva. This leads to swelling of the lymph nodes (lymphadenopathy) near the site of the
scratch or bite.
Tapeworms—Many species of tapeworms that infect animals can be passed to humans, if
tapeworm eggs voided in feces enter the mouth and are swallowed. Preventing infection
involves recognition and treatment of infected dogs and cats and flea prevention.
Salmonellosis—Salmonella poisoning is one of the most common forms of zoonoses, with
the infection being transmitted directly from animals to humans or indirectly, from infected
food products (meat, eggs, dairy products) to humans. Salmonellosis affects all animal
species. The transmission of salmonellosis can be prevented through good hygiene,
especially hand washing. Individuals should be especially cautious when handling feces from
animals afflicted with diarrhea.
Ringworm—Dermatophytosis, better known as ringworm, is a common fungal infection of
the skin, hair, or nails of mammals. It is important to note that this infection is caused by a
fungus similar to that which causes athlete’s foot in humans, not a worm. The infection can
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be spread by direct contact with the lesions or spores on the animal or in the environment and
by indirect contact, through grooming implements (combs, brushes) or shared equipment
such as collars.
Rabies—This virus is transmitted by infected saliva, usually by a bite wound, but virus-laden
saliva may also enter preexisting wounds or abrasions. All mammals are susceptible to the
virus. According to the UC Davis Koret Shelter Medicine Program, infected dogs, cats, and
ferrets will show clinical signs of rabies within 10 days of the time the virus is present in the
saliva, which forms the basis of the quarantine period.
Toxoplasmosis—All pregnant or potentially pregnant women should take precautions if
working with cats. Disposing of cat litter daily and either using disposable litter boxes (which
are discarded daily) or disinfecting litter boxes daily will substantially reduce the risk of
toxoplasmosis transmission to humans as toxoplasmosis requires at least 48 hours in cat feces
to reach an infective stage.
Cheyletiellosis (Walking Dandruff)—A skin rash affecting cats, rabbits, and dogs.
Symptoms range from mild scaling and crusting without itching to intensely itchy dermatitis
with rash and hair loss. Cats may present without obvious rash but with excessive grooming.
Clinical symptoms in humans include an itchy, red, raised rash, most often on arms, legs, or
the trunk.
5.91
HEALTH DEPARTMENT RELATIONS/BITE CASE
PROCESSING
Observations:
The JPASD had a brief written SOP for handling bite cases which was contained in the
Operational and Administrative Procedures Manual. The SOP stated that home confinement
was allowed in bite cases providing that three legal conditions were met: the animal had a
current rabies vaccine; the victim signed a home confinement agreement; and the animal was
able to be isolated from other animals for 10 days. Animals who did not meet these
conditions, or that were running at large at the time of the bite, were required to be
impounded at the shelter for the ten day quarantine period. The SOP also stated that in the
case of a second or subsequent bite offense, the bite case clerk was to contact the director to
determine whether the case would be assigned to the Board of Adjudication Administration
for a hearing. Staff told The HSUS team that these procedures were followed consistently.
All bite cases were investigated by an ACO. The ACOs completed a comprehensive four
page bite report for each case. These reports contained information on the victim, owner and
animal, a narrative of the incident, the action taken, and a separate statement from the victim,
owner, and ACO.
Animals who were held under rabies quarantine had a 5″ x 8″ Rabies Observation Card
attached to the front of their cage or run. These cards were either blue or yellow and
contained the animal description, case number, date of bite, date of impound, and release
date. The cards also had a box to check off whether or not the animal needed a rabies
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vaccine. At the top of the cards were 14 boxes intended to be dated and initialed each day by
a staff member after the animal was verified to be alive and healthy. The HSUS team
observed that this procedure was being done each day when the quarantined animals were
fed.
Recommendations:
The HSUS commends the JPASD for having a written SOP for bite cases that staff
adheres to consistently and for conducting a thorough investigation of each bite case
utilizing a comprehensive bite report form.
Consistently use one color for Rabies Observation Cards at both shelters so that staff
will immediately recognize that the animals with that color card on their cage are
under quarantine. Many shelters choose to use a red card for this purpose, since the
color red typically signifies caution or danger.
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6.0
EUTHANASIA
For further information about euthanasia, please refer to the HSUS Euthanasia Training
Manual.85
6.1
SELECTION CRITERIA
Observations:
The veterinarians were responsible for deciding which animals should be euthanized. As
stated elsewhere in this report, The HSUS team observed several animals with serious health
issues, zoonotic diseases, and old age that the veterinarians had chosen to treat rather than
euthanize. The veterinarian at the East Bank shelter told The HSUS team that very young
kittens were euthanized if a foster could not be found. However, The HSUS team observed
many unweaned kittens without mothers between the ages of three and six weeks at both
shelters. The medical staff at both shelters told The HSUS team that they felt pressure from
shelter management to treat more animals and euthanize fewer animals. The medical staff
stated that this pressure is often what made them choose to treat an animal that they would
have ordinarily deemed unadoptable. However, the medical staff also stated that management
did permit the veterinarians to euthanize feral cats and very sick animals upon intake at their
own discretion.
The JPASD tested all dogs for heartworm using an in-house antigen test. The staff was
unanimous in stating that heartworm positive dogs were euthanized if they could not find a
rescue group to take them.
As previously mentioned, the JPASD did not routinely test cats for FIV or FeLV. Cats that
went to the weekend adoption events were tested because the venues (Petco™ and Jefferson
Feed) required it. Cats that tested positive for either disease were euthanized.
Because euthanasia and adoption selection criteria can be interrelated, please also see section
7.1, Selection Criteria/Behavioral Assessments.
Recommendations:
Use the recommendations outlined in section 5.3, Incoming Animal Examinations to
develop a plan to evaluate all animals at the shelter on a daily basis. Once an animal
has completed her or his stray period, a determination regarding the disposition of the
animal should be made without delay. If a dog or cat is not a candidate for adoption,
euthanasia should take place in order to maintain the health of the animals currently
in the shelter and to make room for new arrivals that may be made available for
adoption.
Review the animals currently available for adoption on a daily basis. Monitor their
85
HSUS Euthanasia Training Manual, 2002, Rhoades, Rebecca H., DVM+
139
health, temperament, and behavior to ensure they are still candidates for adoption.
Develop criteria that will clearly document the reasons for and numbers of animals
being euthanized. Differentiate between those who had potential to be placed if
additional resources were available and those who did not.
To evaluate an animal for adoption or euthanasia, shelters should consider not only
variables such as age, health, and temperament, physical condition, behavior and
available space, but must also address many other questions such as:
What are the prospects for providing this animal with a quality life?
Is the animal in pain or distress and is there hope of alleviating this pain to allow
for a quality of life?86
Does keeping this animal in her or his present condition present health or safety
risks to other animals or people?
Given the fiscal and practical limitations faced by this organization, does keeping
this animal alive reduce that ability to care humanely for other animals?
Discussion:
A shelter’s responsibility is to protect the public and provide a safe haven for unwanted and
lost animals. Animals are individuals, and each should be evaluated on an individual basis
prior to euthanasia. While this is often difficult, the volume of surplus animals and lack of
appropriate homes necessitates that this be done as fairly and compassionately as possible.
This evaluation should be performed by a well-trained and experienced animal care
professional in a position of authority, preferably in consultation with other key trained and
knowledgeable staff members of the organization. Decisions regarding the adoptability or the
euthanasia of animals within the animal shelter are the most difficult for staff to deal with.
Progressive and well-run animal shelters follow a standard adhering to the organization’s
mission statement.
The JPASD must put immediate attention into improving its overall animal management
program. Animals who are sick must either receive appropriate medical attention, or the
decision to euthanize must be made in a very timely manner. Treatment for contagious
disease must be done in a proper isolation area or out-of-shelter fostering; healthy animals
must be protected from contracting a manageable disease. Animals should not wait until near
death to have a decision made about their fate.
An animal should not be euthanized simply because the required hold time is up, or simply
due to space limitations. Other factors, such as age, health, behavior, and physical condition
come into play when determining whether an animal should be placed for adoption. If one (or
more) of those factors is an issue, then that is the reason for euthanasia. Unfortunately, in
many shelters, it may be the competition for space in the adoption areas that is a determining
factor. However, if an otherwise adoptable animal has finished its stray hold, but is being
considered for euthanasia due to space, it should be compared to the animals already in the
86
JAVMA, Vol 228, No 7, April 1, 2006, “Euthanasia and Quality of Life,” Bernard E. Rollin, Ph. D.
140
adoption area to be sure that perhaps it is not a better candidate for adoption.
Accurately documenting the number of animals euthanized and the reasons for euthanasia is
an important management tool. The ability to communicate shelter triumphs (decreased need
for euthanasia) or shelter difficulties (increased need for euthanasia or euthanasia of a
particular type/species of animal) is extremely important both to elicit public support (fund
raising, spay/neuter education, etc.) and to ensure that the shelter remains accountable.
The HSUS team acknowledges that, due to the volume of animals received at peak times of
the year, there may often be a need to euthanize animals for space. However, by managing
the animal population better, staff can make more informed euthanasia decisions based on
health, behavior, temperament, physical condition and their potential to be adopted, other
than just by hold periods and space.
Selecting animals for euthanasia is one of the most stressful tasks that animal shelter
employees face. Those employees entrusted with this responsibility are often uneasy about
choosing which animals to euthanize. Yet, the constant influx of animals into shelters makes
euthanasia an unfortunate reality. It is important to have clearly documented criteria for
choosing animals for euthanasia. All of the following should be taken into consideration:
Age Issues: There are some animal care and control agencies that receive so many animals
that an animal’s age may be used to determine whether or not he/she is euthanized. There are
other agencies whose resources allow them to provide extended care and find homes for the
majority of animals, whether they are eight-week old kittens or thirteen-year old dogs. The
majority of animal care and control agencies fall somewhere in between.
Animals who are very young when they arrive at a shelter may not have received muchneeded developmental experiences and may not have the ability to fight off diseases that can
exist in a multi-animal environment like a shelter. Animals who are very old may have health
problems or may not adjust well to a new home. When creating euthanasia policies with
regard to age, these factors should be considered.
Behavior Issues: An animal shelter has a responsibility to protect not only the animals in
their care but also the human members of their community. For liability as well as ethical
reasons, most animal shelters euthanize any animal that exhibits aggressive or dangerous
behavior.
Non-aggressive behaviors, such as fearful actions or demeanor, destructiveness, or
housetraining difficulties, can be a barrier to an animal staying in a lifelong home. These
behaviors should be diagnosed to determine severity and should be discussed with potential
adopters if an attempt is made to place the animal. There is no benefit to adopt an animal that
will just be returned to the shelter or resigned to a worse fate (i.e., a cat abandoned outside
because he does not use the litter box or a dog tethered in a yard). When developing a
behavior assessment program, clear and well-thought-out written policies, procedures, forms,
communication techniques, and accountability measures should be implemented. The
program must be unique to each shelter’s situation, staff time, and expertise.
141
Breed Issues: Numerous animal shelters have instituted policies regarding the availability of
certain dog breeds, such as Pit Bulls and Rottweilers. The HSUS recommends carefully
determining whether your agency should euthanize those breeds of dogs commonly
associated with, but not known to have been involved in, dogfighting. When determining
adoption or euthanasia policies regarding certain breeds, it is important to evaluate your
community for dogfighting-related activity and to ascertain which types of animals or breeds
may be at risk for involvement.
Health Issues: The HSUS recommends that animal shelters take every measure possible to
offer reasonably healthy animals for adoption to the public. However, we understand that
many agencies do not employ veterinary staff or have the resources and/or time to foster
injured animals, perform diagnostic tests, or treat animals who fall ill while under the
shelter’s care. Additionally, while some shelters have separate areas to isolate sick or
potentially sick animals, others do not and must euthanize these animals in order to protect
the health of the general population. What health-related euthanasia policies your agency
adopts will depend upon your own staff, resources, time, and facility restrictions.
Space Issues: Choosing animals for euthanasia because of space constraints can be the most
difficult decision involved in the euthanasia process, but it is one that is sometimes inevitable
in shelters. Policies based on age, behavior, and health issues should provide some guidance
when shelter staff makes these decisions. Staff should also consider the effects of long-term
housing on shelter animals and take into account an animal’s ability to maintain a condition
of physical and emotional well-being while staying at the shelter.
Species Issues: Many animal shelters accept not only cats, dogs, and other companion
animals but also any other type of animal which requires haven. Consequently, shelters are
often faced with decisions regarding the disposition of these animals who cannot, and usually
should not, be adopted as pets. For example, wildlife and hybrid animals (canine or feline
hybrids) are not companion animals, and, in some states, it is illegal to keep them as pets.
These animals should not be placed for adoption to the public.
Euthanasia is currently an integral part of shelter population management in animal shelters
across the country, but agencies must continue to strive to offer programs that work to reduce
the number of animals who become unwanted or displaced. Effectively enforced animal
control laws, public education efforts, strong adoption programs, the availability of
affordable spay/neuter services, and programs that assist pet owners with animal training or
behavior issues are all part of the solution.
6.2
EUTHANASIA PAPERWORK
Observations:
The JPASD did not have a written SOP for euthanasia paperwork.
All euthanasia decisions at both shelters were made by the veterinarians. When the
veterinarian determined that an animal should be euthanized, he or she would authorize the
procedure by signing off on the back of the animal’s cage card with the date, reason for
142
euthanasia, and her or his initials. In some cases, a veterinarian would give a verbal
authorization over the phone to a certified euthanasia technician (CET). The CET would then
sign her or his initials and note the veterinarian’s name. After an animal was euthanized, the
cage card was then filed in the front office in chronological order according to the animal’s
identification number.
Neither shelter used euthanasia checklists. In fact, no checking of any kind was done prior to
euthanizing an animal.
Both shelters had a separate drug log for Fatal Plus®, ketamine, and Telezol®, and also had a
separate log for the usage of each of those drugs. The logs for the drugs on hand had columns
for the date, “move to use” or “add to stock,” quantity adjustment, bottle number, and total
bottles. The logs for drug usage had columns for the date, animal identification number,
species, quantity used, and remaining quantity. Only the Fatal Plus® logs had the lot
numbers and staff signatures recorded. The breed, weight, route of administration, and reason
for euthanasia were not recorded in the Fatal Plus® usage log.
East Bank
The in-use supply of euthanasia drugs, euthanasia log, and a small supply of syringes were
stored in a plastic caddy that was kept in a cabinet located directly across from the
Euthanasia Room. The cabinet had a lock and a padlock on it, which could have easily been
broken off. (See photo 60) The cabinet also contained several boxes of syringes of various
sizes.
The main supply of controlled drugs was stored in a similar wall cabinet in the Surgery
Room, which also had a lock and a padlock. At 4:30 p.m. on October 1, The HSUS team
discovered that the drug cabinet in the East Bank shelter Surgery Room was unlocked and
the right side door was ajar. (See photo 61) The medical staff had already departed for the
day and the lights in the room had been turned off. This cabinet contained a large amount of
the controlled drugs Telezol®, ketamine, and Fatal Plus®. There were also several bottles of
unsecured injectable anesthetic drugs stored on a shelf at the back of the room. These drugs
included ketamine, Telezol®, TKX mix, xylazine, acepromazine, Domitor®, and
Antisedan®. (See photos 62, 63)
The HSUS team counted the drugs on hand and found that the amount of Fatal Plus® on
hand was one bottle less than the log indicated. The log stated that there were seven
unopened bottles on hand, but there were only six bottles of Fatal Plus® in the cabinet.
West Bank
The Fatal Plus® was stored in a locked cabinet in the Surgery Room. The ketamine and
Telezol® were stored in double lock boxes, which were then locked inside the same cabinet.
(See photo 64)
The HSUS team did a count of the drugs on hand and found that the amounts on hand
reconciled with the amounts indicated in the drug logs.
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Recommendations:
Immediately develop an SOP for verifying which animals are to be euthanized and
create euthanasia checklist forms to be completed by the technician for each animal
that is euthanized.
The euthanasia checklist should include verification of the animal’s description
(breed, sex, color, identification number), confirmation of the authorization for
euthanasia, confirmation that the stray hold time has expired, and rescanning for a
microchip. If any of these criteria cannot be verified, the euthanasia of that animal
should be postponed until verification is made unless the animal is suffering.
Each euthanasia checklist should be attached to the animal’s permanent record
and filed accordingly.
Comply with the Drug Enforcement Administration (DEA) regulations surrounding
the storage, record-keeping, inventory, use, and disposal of all controlled substances.
Record-keeping requirements include records of the drugs purchased, received,
distributed, and dispensed. This closed system allows a controlled substance to be
traced from the time it is ordered to the time it is dispensed to the ultimate user (the
animal) and log forms returned.
Controlled substance inventory log forms87 must include the name of the controlled
substance along with its form, strength, and size. The log sheet would then
individually list the bottles of the drug with the following information:
The date distributed
The identification number assigned to that individual bottle by the shelter upon
receipt from the supplier; numbers must be consecutive
The lot number located on the bottle
The expiration date located on the bottle
The signature of the person removing the bottle from storage
Which department will be using the drug
The date the empty bottle was returned
To whom it was returned
The individual daily use controlled substance log form88 must include the name of the
drug, bottle number, the form, strength, size, lot number, and expiration date.
Additionally it must include the:
Date the drug was used
Animal identification number
Animal description
Signature, not initials, of person administering
87
88
Sample Controlled Substance Inventory Log Form
Sample Controlled Substance Daily Log Form
144
Number of ml used
Remaining balance
These records must be kept together in one location and maintained for two years.
Periodic inventories must take place and a biennial inventory must be done.89 A
biennial inventory must be signed by the person performing, witnessed, and include:
Registrant
DEA number
“C” number (also called schedule number), which indicates level of control
placed on each drug. For example, Telazol® and sodium pentobarbital are a C-II
(schedule II) and diazapam (Valium®) is a C-IV (schedule IV). The lower the
number, the greater level of control placed on the drug.
Controlled drug name
Type/size
Lot or batch number
Quantity
Store the central supply of controlled substances in a floor safe, cemented into the
floor, a safe bolted to the floor, or a safe weighing more than 750 pounds. This safe
should be kept locked at all times.
Limit access to the central controlled substance supply to supervisors.
Store daily use drugs in a double locked cabinet bolted to the wall or a small wall safe
bolted into a cabinet mounted to a wall.
Limit daily use storage of controlled substances to the supervisor, veterinary
technicians, and euthanasia technicians.
Hold staff accountable for locking the drug cabinets. With the exception of staff in
the process of removing or replacing the drugs or logs, these cabinets should be
double locked at all times.
Ask the following questions to determine the effectiveness of good security:
How many employees have keys to the locking device to the central cabinet
containing the controlled substances? The daily use cabinet?
Is there a list of employees who have access?
When was the last time the keys or locking devices were changed?
Do you change the locking device after an employee who had access to the
controlled substances leaves the shelter?
Who is authorized to order controlled substances?
89
Sample DEA Biennial Inventory Form
145
Is there a review of what and how much is being ordered on a routine basis?
Where are blank DEA 222 forms kept and who has access to those forms?
Per federal law, these records must be kept in a bound logbook rather than anything
with separating pages, such as a loose-leaf binder.
Discussion:
Having a verification system in place for euthanasia is essential for any animal shelter in
order to prevent errors that may result in the wrong animal being euthanized. An irreversible
mistake, such as euthanizing a stray animal before the hold time has expired, can result in
tragedy for a pet, heartbreak for a pet owner, and damage to a shelter’s reputation. The
burden of guilt caused by a mistake such as this will also greatly increase the stress level for
staff performing euthanasia.
The accurate record-keeping of controlled drugs for euthanasia is a serious legal issue for
animal care and control. Sodium pentobarbital (Fatal Plus®) is a schedule II barbiturate,
which means it is a federally controlled substance. It can only be purchased using a DEA
registration and order form, and is subject to, and controlled by, federal and state security and
record-keeping requirements.
6.3
EUTHANASIA METHODS
Observations:
The JPASD did not have an SOP for euthanasia. Both shelters had carbon monoxide (CO)
chambers, but neither chamber was used for euthanasia during The HSUS site visit. The
HSUS team received conflicting information from members of management, medical staff,
and kennel staff as to when the use of the CO chamber had been discontinued for cats and
dogs, and euthanasia by injection (EBI) had been instituted. Management stated that the use
of the chambers stopped in April, which was six months prior to the site visit. Other staff
members stated that they had just been told a couple of weeks prior to stop using the
chambers. Still other staff members stated that they still routinely used the chamber for
euthanasia of cats and dogs, but that they had been told not to use it during The HSUS visit.
Both staff and management stated that the CO chambers were still used routinely for wildlife.
The staff at both facilities demonstrated a monumental lack of knowledge and proficiency in
performing euthanasia by injection. In fact, The HSUS team was so disturbed by the handling
and methods used to perform EBI, that the team recommended that the JPASD temporarily
resume use of the CO chambers until staff certification in EBI has been refreshed.90 The CO
chambers were not in operation during the site visit. Appropriate use of carbon monoxide
chambers is included in Recommendations of this section.
90
HSUS Animal Sheltering magazine, “What is a Good Death? Ending the use of the gas chamber for
homeless animals, one shelter and state at a time,” pages 37–41, January–February 2008+
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East Bank
Both the veterinarian and a certified euthanasia technician (CET) stated that friendly adult
cats and dogs were euthanized by an intravenous (IV) injection of Fatal Plus® in the cephalic
vein. Young kittens, feral cats, and aggressive dogs and cats were anesthetized and then
euthanized by intracardiac (IC) injection. It was stated that these animals were given an
intramuscular injection of a Telezol®-ketamine-xylazine (TKX) mixture in the hind leg prior
to being given IC injection of Fatal Plus®.
There was a dosage chart for the euthanasia drugs kept with the drugs in the locked cabinet.
The chart was dated 5/15/07 and had the veterinarian’s name on it. Rather then having a
standard dose per pound of body weight for each drug that could be easily memorized, the
dosages went up in varying increments. For example, the dose of TKX for a 4 lb. animal was
0.12 ml, the dose for 8 lbs. was 0.26 ml, and the dose for 12 lbs. was 0.33 ml, etc. In another
example, the dose of Fatal Plus® for 10 lbs. was 1.3 ml, the dose for 20 lbs. was 2.5 ml, and
the dose for 30 lbs. was 3.8 ml. The prescribed standard dose of Fatal Plus® for IC and IV
injections is 1 ml per 10 lbs. of body weight, with a minimum dose of 1 ml for any animal
under 10 lbs.
The veterinarian and two CETs were observed performing EBI at the East Bank shelter.
None of the animals were weighed prior to being euthanized; when questioned, those
performing the euthanasia stated that they routinely guessed the animal’s weight.
The veterinarian was observed euthanizing a litter of three sick kittens under six weeks of
age on October 1. The kittens were all placed on the stainless steel table in the center of the
euthanasia room. A staff member assisted the veterinarian. Each kitten was given 0.15 ml of
TKX via intramuscular injection in the right hind leg using a tuberculin syringe. The dose of
TKX administered was for 5 lbs. of body weight according to the dosage chart. It was
obvious that these kittens weighed less than 2 lbs. No check was performed to ensure that the
kittens were completely unconscious prior to administering the IC injection of Fatal Plus®.
Each kitten was placed in right lateral recumbency and given 0.5 ml (the dose for 4 lbs.
according to the dosage chart) of Fatal Plus® via IC injection using a 3 cc syringe with a 22
gauge needle. It took the veterinarian two to three attempts to find the heart on each kitten.
After the third kitten was injected, the veterinarian verified death by placing his right thumb
on the chest of each kitten. The veterinarian then recorded each euthanasia in the log while
the assisting staff member placed the kittens in a plastic bag and then onto the transport
vehicle.
A CET was also observed euthanizing a litter of three sick kittens under six weeks of age on
October 1. No other staff members assisted with this euthanasia. The kittens were all placed
on the table in the euthanasia room and each kitten was given 0.1 ml of TKX via
intramuscular injection in the right hind leg using a tuberculin syringe. This was the correct
dose of TKX according to the dosage chart. No check was performed to ensure that the
kittens were completely unconscious prior to administering the IC injection of Fatal Plus®.
Each kitten was placed in right lateral recumbency and given 0.2 ml of Fatal Plus® via IC
injection using a tuberculin syringe. According to their dosage chart, 0.3 ml was the
minimum dose for any animal. Noting this, The HSUS team asked the CET what the
minimum dose was for Fatal Plus®. The answer given was “one-half of an ml.” Not only was
147
the CET incorrect because the minimum dose is 1 ml, but the CET also failed to understand
that 0.2 ml is not one half of an ml. The CET aspirated the syringe, but failed to draw back
blood into the syringe on one of the attempted IC injections, indicating that the needle was
not in the heart. The CET proceeded to inject the Fatal Plus® anyway. That particular kitten
continued breathing for several minutes. After injecting all of the kittens, the CET verified
death by placing the right thumb on each one’s chest. The HSUS team questioned whether or
not this was the method that they had been taught to use. The CET stated that they were
supposed to use a stethoscope, but that there wasn’t one in the room. When The HSUS team
pointed out that one of the kittens was still breathing, the CET went and got a stethoscope.
The CET waited until the kitten stopped breathing and then checked all three kittens with the
stethoscope before placing them in a plastic bag. The HSUS team asked the CET if she knew
how to perform cardiac standstill using an IC injection and she stated that she did not know
what that meant. The HSUS team also asked the CET if she could name the four signs that
one can check to verify death and she stated that she did not know what that meant either.
The veterinarian and another CET were observed euthanizing approximately twenty cats in
the Garage on October 2. Two other staff members assisted them. Although most of these
cats were feral or aggressive, a few were friendly and could have been handled. Although
The HSUS team had been told that friendly animals were euthanized by an IV injection of
Fatal Plus®, no attempt was made to use this method on any of the friendly cats. Virtually all
of the cats were handled with a control pole—as seen in more detail in section 4.2, Animal
Handling. The veterinarian administered an intramuscular injection of TKX in one of the
hind legs. After each cat was injected, it was then tossed into a cage on top of the pile of cats
in various stages of anesthesia. Once the cats were fully anesthetized, they were removed
individually from the cage and placed either on the floor or on top of the cage banks. The
veterinarian and CET gave each cat an IC injection of Fatal Plus®. The same syringe and
needle were used for each cat. Death was verified using a stethoscope. During this process,
no one kept track of the amounts of TKX or Fatal Plus® being used. Once all the cats had
been euthanized, a staff member collected all of their cage cards and proceeded to enter the
information in the euthanasia log. The HSUS team asked how this staff member knew what
dose had been used for each cat. The reply was “I can usually guess it pretty good.”
West Bank
The veterinarian stated that he never performed euthanasia at the shelter and he was not
aware of what methods or drugs were being used.
On October 3 The HSUS team observed a CET perform euthanasia on a Pit Bull because of
aggression. The dog had been dropped off by the owner in a crate outside of the Garage. A
staff member slightly opened the carte door, put the dog on a control pole, and then fully
opened the crate door. The dog’s owner then departed and the staff member remained at the
open garage door with the dog while the CET went to get the euthanasia drugs. The dog was
calm at that time and she even laid down. When the CET came back with the drugs, rather
than euthanize the dog where she was, the staff member attempted to move the dog to the
other end of the Garage. The dog became very fractious and repeatedly bit the control pole
until her mouth was bleeding. Rather than close the garage door for privacy, while at the
front of the Garage, the staff member proceeded to drag the writhing dog to the back of the
Garage, leaving a trail of blood and feces across the floor.
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Once at the back of the Garage, the CET gave the dog an intraperitoneal (IP) injection of 3
ml of Fatal Plus® in the dog’s ventral lower abdomen using a 6 ml syringe with a 20 gauge
needle. The HSUS team asked why this IP injection had been performed. The CET stated
that IP injections were performed due to a lack of anesthetic. The HSUS team also asked how
the dose had been calculated for the dog. The CET stated that they estimated that the dog
weighed 60 lbs. and the dose for Fatal Plus® was 1 ml per 10 lbs. They were therefore going
to give the dog a total of 6 ml of Fatal Plus®, half IP and half IC. While 1 ml per 10 lbs. is
the correct dose of Fatal Plus® for an IC injection or IV injection, it is the incorrect dose for
IP administration and is not recommended as a route of administration in dogs. The correct
dose for an IP injection is 3 ml per 10 lbs. Dosage aside, the method of using Fatal Plus® in
place of a pre-euthanasia anesthetic was thoroughly unacceptable.
For the IC injection, the CET drew up 3 ml of Fatal Plus® using the same needle and syringe
used for the IP injection. The CET did not check to make sure that the dog was unconscious
prior to attempting the IC injection. In fact, the dog was moving and vocalizing as the CET
inserted the needle into the dog’s chest. Performing an IC injection on an animal that is not
completely unconscious is very painful for the animal and is considered inhumane. The dog
began vocalizing and attempting to get away. The other staff member immediately tightened
the rabies pole and held the dog down while the CET repeatedly tried to find the heart. The
dog was in left lateral recumbency, which is the incorrect position for this procedure. After
four attempts, the CET had still failed to draw back blood into the syringe and proceeded to
inject the Fatal Plus® anyway. It appeared that they had injected the Fatal Plus® into the
dog’s lungs. After a few minutes, the dog became unconscious, but continued breathing.
Using the same syringe, the CET drew up another 3 ml of Fatal Plus®. At this point, The
HSUS team instructed the CET to place the dog in right lateral recumbency (the proper
position for an IC injection). After doing so, the CET again attempted the IC injection and
again failed to find the dog’s heart. The dog continued to breathe. The CET observed the dog
for several minutes before she finally stopped breathing. The CET then verified death by
checking for presence of a heartbeat using a stethoscope. The HSUS team asked if they knew
the proper steps in verifying death and they stated that they only knew to check for a
heartbeat.
The HSUS team discussed euthanasia methods in an interview with the manager of the West
Bank shelter who was also a CET. The manager stated that she usually did not perform
euthanasia herself anymore, but that her staff used an IV injection for most euthanasia. When
questioned about the use of IP and IC injections, the manager did not know what these terms
meant. The HSUS team defined these two methods for her and the manager then proceeded
to tell The HSUS team that she did know how to give an IC injection because that is how she
always euthanized kittens when she worked in the kennel. She stated that they were not
supposed to use the CO chamber for young kittens, so she performed euthanasia using an
injection into the heart. She then described the process to The HSUS team as “I would hold
the kitten up like this and put the needle in the chest and he would never even feel it.” The
HSUS team asked her to clarify whether or not the kitten was anesthetized prior to this
injection. The reply was that no anesthetic was used. It was very alarming to The HSUS team
that the shelter manager was not familiar with proper euthanasia methods and terminology.
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Recommendations:
Immediately cease euthanasia by injection in favor of the CO chamber until the
JPASD staff is adequately trained and proficient in EBI. Once staff is adequately
skilled in EBI, the use of the CO chamber should be discontinued permanently. The
following includes The HSUS Statement on Appropriate Use of Carbon Monoxide
for Animal Euthanasia:
The HSUS considers the use of CO a conditionally acceptable method of
euthanasia for some animals when delivered by a commercially manufactured and
properly equipped chamber. However, the many limitations of CO make the
method less practical, considerably slower, and more expensive than lethal
injection. It is always unacceptable to use CO for the euthanasia of dogs and cats
who are: Geriatric; Under the age of four months; Sick or injured; Obviously
pregnant.
• Old, sick, or injured animals may have poor blood pressure or weak
hearts, which may delay the effects of CO, causing them to experience
distress prior to unconsciousness. Animals under the age of four months
may not have the lung capacity to inhale enough CO to be effective. In
pregnant animals, it is likely the mother will die from exposure to CO
before the unborn puppies/kittens. Consequently, it is possible the
puppies/kittens may die as a result of the mother’s death (by suffocating to
death) rather than from exposure to CO. The HSUS condemns using CO
for animals meeting the above criteria. Because of these limitations, there
must always be an acceptable backup method available, namely sodium
pentobarbital. In most cases, agencies without access to sodium
pentobarbital will need to contract with a local veterinarian to have
sodium pentobarbital administered to these animals. Agencies without
legal accessibility to sodium pentobarbital should explore the possibility
of partnering with local veterinarians to perform routine euthanasia as
well.
In order to use carbon monoxide in an appropriate and acceptable fashion, the
following minimum requirements and conditions must be met:
• The Equipment: The chamber must be a commercially manufactured unit
designed specifically for carbon monoxide euthanasia and be properly
maintained. It should be stationed and utilized in a well-ventilated area
and exhausted to the outside. If it is designed to euthanize more than one
animal at a time, it must be equipped with independent sections or cages to
separate incompatible or frightened animals. The interior of the chamber
must be well-lit, and equipped with view-ports, a regulator (which
maintains the gas concentration), and flow-meter (which measures the gas
concentration).
Only bottled commercial-grade gas must be used; engine or chemicallygenerated gas is not acceptable due to impurities and heat which are
painful and inhumane. The chamber should achieve a minimum of 6%
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concentration of gas (the concentration should never exceed 10%, a level
at which CO may become explosive) within 20 seconds, the animals must
be unconscious within 45–60 seconds, and death must occur within two to
four minutes. Monitoring equipment (such as an alarm) must be used
during operation and, after each use the chamber must be cleaned
thoroughly.
•
The Euthanasia Process: Different species of animals must never be
placed in the chamber together. The chamber must never be overcrowded.
Animals should have enough room to sit or lie down comfortably. A
euthanasia technician should be present during the entire cycle in the event
there is an equipment malfunction or other problem.
The sound of the gas entering the chamber may create fear in some
animals, especially cats. They may become restless, frightened, and/or
aggressive, further stressing other animals. Since the gas does not render
the animals unconscious immediately, animals may appear to go through a
period of resistance. Dogs may vocalize or howl and become rigid. There
is uncertainty whether or not the animal is conscious at this stage of the
process.
Animals must be left in the chamber and exposed to the gas for a
minimum of thirty minutes to ensure death. The chamber must be fully
exhausted before animals are removed. Positive verification of death must
be determined for each animal prior to disposal. There are four signs that a
technician should check to verify death: lack of respiration, lack of eye
reflexes, lack of heartbeat, and presence of rigor mortis. Only the fourth
sign, rigor mortis, is a certain sign of death. In rare instances, an animal
may appear to lack respiration, eye reflexes, or a heartbeat, but still be
alive.
•
Staff Safety: In 2000, an animal shelter employee in Tennessee died from
carbon monoxide exposure while using CO to euthanize animals. Staff
must be fully notified of potential health risks involved with using CO.
Carbon monoxide is a hazardous substance: it is highly toxic and has no
odor, no color, and no taste. It is the leading cause of accidental poisoning
in the United States and repeated exposure to CO, even at low levels, can
result in many long-term effects including (but not limited to): impaired
memory, breathing difficulties, muscle weakness, heart irregularity, and
brain damage. Exposure among pregnant women can cause low birth
weight in their infants. The use of a CO chamber should be closely
monitored, and in compliance with OSHA requirements. According to
OSHA, the current permissible exposure limit for CO is 50 parts per
million parts of air per cubic meter.
Although some people believe that using CO is safer because staff does
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not have to individually handle and/or restrain animals, loading animals in
the chamber does require staff to handle animals, including those who are
scared, aggressive, feral, or fractious. These animals may require prior
sedation, tranquilization, or anesthesia to ensure employee safety.
Immediately develop detailed written SOPs for each euthanasia method used and
compile them in a comprehensive euthanasia policies and procedures manual. These
SOPs should clearly define on which species and under what circumstances each
method is to be used.
It is imperative that all staff involved in the euthanasia process receive hands-on
training in euthanasia methods as soon as possible. See section 6.6, Euthanasia
Technicians/Training for recommendations on euthanasia training.
Two staff members should always be present during euthanasia.
Develop a standard accurate dosage chart for all drugs used during the euthanasia
process and post it in the Euthanasia Rooms at both shelters.
Pre-euthanasia anesthetic drugs should be made available at the West Bank shelter as
soon as possible.
Do not perform euthanasia by IC injection until an anesthetic is available for use at
the West Bank shelter. IC injections are only acceptable when an animal is
anesthetized and completely unconscious.
Consider using the Telezol®-ketamine-xylazine mix only for pre-spay/neuter
anesthetic and the ketamine-xylazine mix for pre-euthanasia anesthetic. It is more
cost effective to utilize ketamine-xylazine for pre-euthanasia anesthetic rather than
TKX, which includes three products and is specifically formulated for use as prespay/neuter anesthetic.
A ketamine-xylazine mix for dogs and cats would be mixed as such: add 2 ml of
large animal xylazine (100mg/ml concentration) to a 10 ml vial of ketamine.
Label the vial with the date, the amount of xylazine added (2 ml), and employee
initials. Give 0.6 ml per 10 lbs., injected IM.
Weigh all animals prior to euthanasia and calculate an accurate drug dosage based on
the body weight, if possible. It is acceptable for an experienced CET to estimate
weight as long as death has been properly verified. Train CETs on how to estimate
dog weights by breed and appearance.
Fill out the euthanasia drug log book after each animal is euthanized. It is absolutely
essential that the entries in this log be precise.
Never use control poles on cats. See section 4.2, Animal Handling, for
recommendations on handling feral or fractious cats.
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Implement EBI training of nondomestic species, which includes wildlife, when
transitioning from the use of the CO chamber. Review Appendix A, Other Species, in
the HSUS Euthanasia Training Manual.
Properly verify death before a euthanized animal is bagged, placed into a freezer, or
taken to the landfill. The proper sequence in verifying death is:
Check for the presence of a heartbeat using a stethoscope
Gently touch the cornea to check for presence of an eye reflex
Firmly pinch the skin between the toes of the rear paw to check for reflexive
action
Check for cardiac standstill using a heart injection
Perform euthanasia only in a room that has been specifically designated for
euthanasia. Euthanasia should never be performed in animal housing areas or in the
presence of other animals.
Supervisors should closely monitor euthanasia procedures on an ongoing basis, and
develop a comprehensive plan to routinely provide euthanasia training.
Replace a needle with a fresh one after two missed attempts. Needles become dull
after repeated use, making an IV stick painful for the animal and more difficult for the
CET to accurately hit the vein.
Stock the Euthanasia Rooms with appropriate restraint equipment, including muzzles,
cat bags, nets, cat grabbers, squeeze/transfer cages, and control poles. Control poles
are only appropriate for use on dogs. It is imperative that the JPASD obtain animal
restraint equipment and train staff in its proper use.
Discussion:
One of the most critical responsibilities for those in the animal care and sheltering field—and
the function that is often most demonstrative of an organization’s level of compassion and
concern—is an agency’s commitment and ability to provide the most humane death possible
when euthanasia is necessary.
The word euthanasia is of Greek origin and means “good death.” In order to provide a
humane death, the euthanasia process must result in painless, rapid unconsciousness followed
by cardiac and/or respiratory arrest and ultimately death. The American Veterinary Medical
Association’s Guidelines on Euthanasia states that any technique used should “minimize
distress and anxiety experienced by the animal prior to loss of consciousness.”91
The use of sodium pentobarbital and proper administration of that drug by an injectable
method do not in and of themselves ensure a humane death. The manner and route, by which
the drug is injected as well as the circumstances surrounding the administration of sodium
pentobarbital, have a great impact on the humaneness of the procedure. Simply requiring
91
AVMA Guidelines on Euthanasia, June 2007
153
euthanasia by injection is no guarantee that the manner in which the drug is being applied is
humane or compassionate.
The HSUS also believes strongly that there should be two people involved in the euthanasia
process: one to hold and calm the animals and another to inject. IV injection (within the vein)
is considered to be the most rapid and reliable method of performing euthanasia by injection
when it can be administered without causing fear or distress in the animal. It may be
administered by IP injection (within the peritoneal cavity) to cats, kittens, and puppies if IV
injections are difficult or impractical. IC injections (within the heart) are acceptable only for
animals who are unconscious or deeply anesthetized. Because intrahepatic (IH) injections
(within the liver) have not yet been sufficiently studied, The HSUS cannot recommend IH as
an acceptable route. Questions remain regarding the accuracy of injection, organ sensitivity
to pain, suitability for multiple species, and smooth induction into unconsciousness.
Stress and anxiety can be minimized by technical proficiency and humane handling of the
animals to be euthanized. Such humane handling is accomplished by staff that is
knowledgeable about animal behavior, demonstrates respect, compassion, and sensitivity for
the animals, and is committed to providing animals with a dignified death. It also requires
consideration of the animals’ behavioral, physical, and physiological responses to the
process, as well as to the drugs used.
In most animal shelters, there are generally two types of animals received: well socialized
animals who are tame and friendly; and unsocialized animals who are fractious and
frightened. Friendly animals yearn for human contact, and proper euthanasia is performed by
holding and comforting the animals while a painless injection is given in the vein and the
animal loses consciousness. Fractious animals fear human contact, and proper euthanasia
minimizes handling by proficiently administering anesthetics and releasing the animal to
become unconscious in a dark, quiet, and safe enclosure.
Access to pre-euthanasia drugs is crucial during euthanasia procedures in the animal care and
control setting. Training in their appropriate use is also fundamental. For example, it is not
uncommon to hear people (wrongly) interchange the terms sedation, tranquilization, and
anesthesia. In order to humanely administer pre-euthanasia drugs, it is imperative to
understand the differences between these words and to know which pre-euthanasia drugs
offer what effects:
Sedation refers to the state resulting from the administration of a drug which calms an
animal but does not affect his ability to feel pain and which causes some drowsiness
or sleepiness. The most common sedative used for pre-euthanasia in combination
with other drugs is xylazine, often referred to by the brand name, Rompun®
(although there are other xylazine products available). Xylazine alone does not
anesthetize animals and therefore should not be used alone prior to an IC injection.
Tranquilization refers to the state resulting from the administration of a drug which
depresses the sensation an animal feels but does not render him unconscious;
tranquilization does not generally cause drowsiness or sleepiness, although it may
allow an animal to relax to the point of sleepiness. An example of a commonly used
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tranquilizer in the shelter environment is acepromazine.
Anesthesia refers to the state resulting from the administration of a drug that produces
a loss of sensation or feeling. Examples of anesthetic agents are: tiletaminezolezepam (Telazol®) or a mixture of ketamine-xylazine. Both of these combinations
offer anesthesia and allow for an IC injection when properly administered.
All three of these levels can be appropriate for use prior to euthanasia, depending on the
circumstances. However, the level of sedation, tranquilization, or anesthesia provided by any
drug or drug combination is dependent on many factors, including animal body weight,
animal health condition, dose used, route by which the drug is administered, and other
factors. New pre-euthanasia drug combinations and techniques are continually being
explored. Management should establish protocols to include the use of pre-euthanasia drugs
and evaluate these procedures routinely to keep pace with emerging research, opinions, and
options.
It is also imperative that the death of each animal be absolutely verified prior to disposal. All
eye reflexes are absent by the early part of stage IV of anesthesia, and even a strong beating
heart can be relatively difficult to palpate in some animals. Therefore, cardiac standstill
(placing a needle into the heart and assuring the cessation of movement) and, preferably,
rigor mortis (rigidity) are the only two sure methods of verifying death.
Choosing the right needle diameter and length is as important as selecting the right drug for
euthanasia. A needle that is too wide or too long can cause the animal unnecessary pain
during injection. Needle selection should be based on such factors as species, size, and breed
of the animal; type of injection; volume of injection; and viscosity (thickness) of the fluid
being injected.
The following table lists the common ranges for the various sizes and species of animals:
Common Needle Sizes for Various Methods of Injection
Species/Size
Subcutaneous (SQ)
Intramuscular (IM)
Intravenous (IV)
Intracardiac (IC)
Dog/Large
(over 60 lbs)
20-22G x 1"
20-22G x 1"
20-22G x 1"
18-20G x 1½"
Dog/Medium
(30-60 lbs)
20-22G x ¾" or 1"
22G x ¾"
20-22G x ¾" or 1"
18-20G x 1" or 1½"
Dog/Small
(15-30 lbs)
22G x ¾" or 25G x ¾"
22G x ¾" or 25G x ¾"
22G x ¾"
20G x 1" or 1½"
Puppy
(under 15 lbs)
22G x ¾" or 25G x ¾"
22G x ¾" or 25G x ¾"
22G x ¾" or 25G x ¾"
20-22G x ¾" or 1"
Cat
22G x ¾" or 25G x ¾"
22G x ¾" or 25G x ¾"
22G x ¾" or 25G x ¾"
22G x ¾" or 1"
Kitten
22G x ¾" or 25G x ¾"
25G x ¾"
25G x ¾"
22G x ¾"or 1"
Rabbit
22G x ¾" or 25G x ¾"
22G x ¾" or 25G x ¾"
22G x ¾" or 25G x ¾"
22G x ¾"
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6.4
CARCASS DISPOSAL
Observations:
The JPASD did not have a written SOP for carcass removal.
Carcasses from both shelters were taken to the landfill every day except Sunday. Euthanized
animals were placed into plastic bags as soon as death was confirmed, which was usually
within a few minutes after the injection of Fatal Plus®. These bags were then placed directly
onto the transport vehicle if the trip to the landfill was still pending. If the trip to the landfill
had already been made, then the bags were placed into a freezer until the next day. A
member of the kennel staff was responsible for the transport to the landfill each day and offloading the carcasses.
Recommendations:
Develop a written SOP for carcass disposal.
If the JPASD does not currently do so, cover the bed of the transport vehicle with a
tight-fitting tarp to safeguard the carcasses and shield them from being viewed by
citizens.
6.5
EUTHANASIA ROOM/ENVIRONMENT
Observations:
East Bank
The Euthanasia Room was located in the back of the building off of the hallway that ran from
the Garage to the Stray Dog Kennel. The entry had double doors and the room exit had a
single door to the outside, where there was once a crematory; the outside door remained
propped open for the entirety of the site visit. The double doors had windows which were
covered with brown paper on the inside so that no one could see into the room. There was no
sign in place indicating that this room was used for euthanasia.
The room contained a carbon monoxide chamber, two freezers, two stainless steel tables, a
biohazard sharps container with a missing lid, and a collection of control poles. The two
freezers had a large amount of frozen bodily fluids and hair inside and emitted a foul odor
when opened. The stainless steel table that was against one wall had what appeared to be
dried blood on it at the start of The HSUS site visit on the morning of October 1. The HSUS
team observed the table again on October 2 and noted that the same dried blood was there.
The room was well-lit; the walls of the room were a cream color, painted block. The sealed,
concrete floor was sloped towards the drain which was located in the center of the room.
West Bank
The West Bank shelter did not have a dedicated room in which to perform euthanasia.
Euthanasia was performed either in the Garage or in the Surgery Room. There was a carbon
monoxide chamber in the back of the Garage with two screens blocking it from view. As
previously mentioned, the garage door was kept open throughout The HSUS site visit. The
area around the CO chamber in the Garage was cluttered; it contained a sink, various
156
buckets, cleaning solutions, control poles, two freezers, and other supplies. (See photo 65)
The Surgery Room was well-lit and clean. There was no window on the door. The outside of
the door was labeled “surgery” and there was no signage available for use during euthanasia.
Recommendations:
Hang external signs on the Euthanasia Room entrance doors that can be flipped over
indicating either “Euthanasia is in progress, please do not disturb” or “Room is not in
use, okay to enter.” The importance of respecting this notice should be understood
and respected by all employees.
The Euthanasia Room should support the euthanasia process making it less stressful
for the animals and the staff. The process should be programmed and choreographed
down to small details, and the room should support each detail.
Discontinue the practice of performing euthanasia by injection in the Garages.
Performing EBI in the midst of an animal housing area or where the public can see
inside is not acceptable.
Perform euthanasia by injection exclusively in the Euthanasia Room at the East Bank
shelter. Until a dedicated Euthanasia Room can be created at the West Bank shelter
use a quiet, private room with a door that does not house other animals.
Clean Euthanasia Rooms thoroughly every day and store equipment neatly.
Defrost and thoroughly clean and disinfect the freezers as needed.
East Bank
Close the door to the Euthanasia Room whenever euthanasia is in progress. Since the
rear parking lot of the East Bank shelter is potentially accessible to the public during
the day, closing the door will ensure that a member of the public does not
unintentionally see euthanasia being performed. Also, keeping the door shut will
prevent animals from escaping to the outside.
Renovate the Euthanasia Room to reflect the transition from using the chamber to
euthanasia by injection. The room needs to be renovated to support the new process.
The chamber, if it is to remain in the room, needs to be isolated and hidden unless it is
in use. When the JPASD eliminates the use of the chamber, remove the unit.
Repaint the space to make it more appealing. Arrange the room so that the process is
efficient, but most importantly, comfortable for those who must spend time in the
room.
West Bank
The JPASD should give serious consideration to creating a room specifically for
euthanasia at the West Bank shelter. While the Surgery Room is preferable to the
Garage as a location for performing euthanasia, it is certainly not ideal because
euthanasia cannot be performed when surgery is in progress. Also, the Surgery Room
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should be maintained as close to a sterile environment as possible. Performing
euthanasia of sick animals in this room puts the health of surgical patients at serious
risk. Ideally the Euthanasia Room should be its own entity; however, The HSUS
realizes that space at the West Bank shelter is at a premium. Consider moving the
storage items from the main storage area (across from the locker room) to one of the
storage sheds and making that room the Euthanasia/Examination Room. If the room
is large enough and another door can be added, it would be preferable to make two
separate rooms.
When designing a Euthanasia Room, give consideration to the fact that the
environment should be quiet, comfortable, warm, and clean.
Discussion:
The euthanasia room should be the quietest, most relaxed, respected, and least interrupted
room in an animal shelter. Cats and dogs can immediately pick up on the energy in a room.
While animals do not “know they are about to be euthanized,” they do recognize that they are
in an unfamiliar environment; efforts should be made to reduce stress prior to euthanasia.
Animals generally will relax and feel more trusting if the environment is pleasant and they
are comforted and reassured.
For the benefit of both the animals and the staff, a euthanasia room should be made to look
and feel warm, comfortable, clean, and peaceful. It should be a medium sized room that is
not cramped or so large that an animal feels like it is exposed and vulnerable. The room
should be well-lit. It should have a professional atmosphere—not formal or sterile—just
professional. The floors and tables should be easy to clean and they should always be cleaned
between animals. If anesthetized dogs must remain on the floor, they ought to be covered.
Cats should be in covered cages or carriers. Hanging pictures or posters can help create a
comfortable atmosphere.
Even the staff’s movements will go a long way toward allaying animals’ fears; calm, gentle,
slow movements are preferred and do much to relax the animals and reduce stress. If a
euthanasia room is noisy to the point of distraction, the animals will likely respond in kind.
They will become difficult for staff to handle, and the quality of the euthanasia process will
deteriorate accordingly.
6.6
EUTHANASIA TECHNICIANS/TRAINING
Observations:
The JPASD did not have an SOP for euthanasia training.
The state of Louisiana requires that those who perform euthanasia be either a licensed
veterinarian or a certified euthanasia technician (CET).
The JPASD had nine CETs on staff. The East Bank shelter CETs included the kennelmaster,
one ACO, one humane officer, and one kennel worker. The West Bank shelter CETs
included the shelter manager, the permanent kennelmaster, the acting kennelmaster, and one
158
kennel worker. The chief ACO, who alternated between the two facilities, was also a CET.
The CETs received training and certification at the Louisiana State University School of
Veterinary Medicine. They were required to be recertified once a year, which was also done
at LSU SVM. One of the CETs told The HSUS team that they were required to perform
euthanasia on a live animal only once for their initial certification and that the yearly
recertification was just a written test. The CET’s certificates were posted in the
kennelmaster’s office at the East Bank shelter and in the staff Lunch Room at the West Bank
shelter. The certificate for one of the East Bank shelter CETs was not posted and could not be
found by management. All of the posted certificates expired on September 30, 2008.
Recommendations:
It is imperative that all staff involved in the euthanasia process at both shelters receive
hands-on euthanasia training facilitated by a certified euthanasia trainer for the state
of Louisiana as soon as possible. It is strongly recommended that this training be
conducted on-site at each of the shelters.
Additionally, all supervisors should be required to attend the above training, in order
to train new staff in the proper techniques for animal handling and restraint, dosing
sodium pentobarbital, routes of administration, pre-euthanasia anesthesia, anatomy,
pharmacology of the drugs used, and accurate determination of death by establishing
cardiac standstill prior to disposal. A veterinarian or certified euthanasia trainer may
provide the basic injection training. However, the most effective shelter euthanasia
trainer will be someone familiar with injection methods, restraint methods, and the
types of animals presented for euthanasia in a shelter environment. This person would
also be able to speak to the emotional aspects involved.
Continue to ensure that all employees performing euthanasia have up-to-date
certifications. Certificates should be kept in the employee’s personnel file and a copy
kept in a file containing all of the certifications so that they are readily accessible.
Supervisory oversight of euthanasia must be frequent to assure that this act is carried
out in an appropriate manner.
Discussion:
It is a binding obligation of shelter administrators to evaluate current euthanasia practices and
procedures frequently, ensure that animals are being properly handled, and verify that
employees are competent, compassionate, and properly trained.
Euthanasia should be entrusted to the most conscientious and qualified personnel only; never
to a person who is careless, indifferent to animal suffering or untrained in animal behavior
and euthanasia techniques. Employees must be able to cope emotionally with euthanizing
large numbers of animals while maintaining a concern for the well-being of each individual
animal.92
92
Compassion Fatigue in the Animal-Care Community, Charles Figley, Ph.D., and Robert Roop, Ph.D.+
159
There are many factors involved in providing a good death for an animal. Technical skill and
knowledge of the drugs and equipment are a necessity; however, an understanding of the
emotional investment each staff member has in the process is equally important. Team work,
support, patience, attitude and an understanding of one’s convictions and personal
commitments to their job are all involved in giving an animal a dignified death.
160
7.0
7.1
ADOPTIONS
SELECTION CRITERIA/BEHAVIORAL ASSESSMENTS
Observations:
The JPASD did not have an SOP for adoption selection.
The veterinarians were responsible for deciding which animals were adoptable. There were
no written criteria on which to base these decisions, which resulted in inconsistencies. Staff
stated that the determination of whether an animal was adoptable was based on health, age
(either too old or too young), and temperament; however, the JPASD did not perform
temperament evaluations. Staff said that they determined temperament by their daily
interaction with an animal.
Management stated that animals who were surrendered to the JPASD for biting were not
necessarily euthanized. The HSUS team was told that the veterinarian would decide whether
to place the animal for adoption based on its current behavior. If such an animal was placed,
management stated that the clerical staff would inform the new adopters that the animal had
previously bitten.
No attempt was made to evaluate incoming animals against those already on the adoption
floor. Length of stay was not a consideration in making euthanasia decisions. Staff stated that
once an animal was moved to the adoption floor, it generally stayed there until it was
adopted.
The JPASD did not have a written policy on Pit Bulls. The HSUS team received conflicting
information regarding adoption of Pit Bulls and Pit Bull mixes. Several staff members stated
that Pit Bulls and Pit Bull mixes were automatically euthanized. However, several other staff
members stated that sometimes Pit Bulls were adopted out if an especially “good adopter”
was found. Another staff member stated that only Pit Bull puppies were adopted out and the
adult Pit Bulls were always euthanized. Some staff members also stated that they tried to
label Pit Bull mixes as another breed (e.g. Boxer mix) so that the dog could be put up for
adoption.
Recommendations:
Develop written SOPs for adoption selection criteria.
Create a written, clearly defined Pit Bull/Pit Bull mix adoption policy.
Evaluate each animal based on a combination of temperament, behavior, and overall
health.93, 94 Staff should be careful not to make unfounded judgments about what will
93
HSUS Animal Sheltering magazine, “Putting Your Behavioral Evaluation to the Test,” September–October
2003+
94
HSUS Animal Sheltering magazine, “Assess with Success,” November–December 2003+
161
appeal to the public. Although age, breed, and size may factor into some decisions,
people have various types of preferences, and offering a diverse selection is key. In
certain cases, factors such as age or color may play a role, but decisions should not be
based on a single factor. For example, staff should consider that many people feel that
an older animal is the most appropriate choice for their lifestyle.
Consider for the foster program the animals who cannot be spayed or neutered due to
age or weight; place animals in the adoption areas only when they are old enough.
Consider establishing categories similar to the following when developing protocols
to determine an animal’s potential:
CATEGORY
STATUS
EUTHANASIA
Adoption Potential
Animals who, given the space, time,
staff, money, or availability of an
appropriate home, could live well in a
new home.
...is most often due to a lack of resources
and/or appropriate homes.
Medical, Treatable
Animals in good physical condition
with treatable, noncontagious medical
conditions such as skin problems, bad
flea or mite infestations, broken limbs,
abscesses, or problems that could be
fixed with treatment and/or time.
...is most often a result of a lack of the
resources, space, or time to treat the
animals.
Medical, Contagious
Animals in good physical condition
with medical conditions such as upper
respiratory infections, kennel cough,
ringworm, or less severe cases of
mange that may be very treatable but
are highly contagious in a shelter
environment.
...is often not only because of the
symptoms of the illness but also to
prevent the contamination of others.
Physical Condition
Animals in poor general overall
condition and/or health (for example,
old, emaciated, weak).
...is often the result as these animals can
be poor candidates for adoption
placement due to the extensive medical
rehabilitation necessary.
Unweaned, Too
Young
Animals who are too young to survive
on their own or in a shelter setting and
need extensive care and socialization.
...is often due to the labor-intensive
nature of care and the lack of foster
homes.
Breed
Animals of breeds that are banned or at
an increased risk in a community (such
as areas where dogfighting occurs).
...may be performed if no other options
are available.
Behavior Problems
Animals with behavior problems such
as chewing, inappropriate urination,
separation anxiety, timidity,
destructiveness, or lack of
socialization.
...is generally due to a lack of an
appropriate placement that will provide a
commitment to adequate training,
socialization, and the proper
environment.
Kennel-Stress
Animals with a marked change in
behavior due to stress as a result of an
extended stay in the shelter.
...is generally performed for humane
reasons, to prevent further suffering.
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CATEGORY
STATUS
EUTHANASIA
Space
Animals who would continue to make
good adoption candidates but whose
cage space is needed for others.
...is generally necessary when space in
the shelter is limited and room must be
made for other animals needing housing
and care.
Inappropriate for
Adoption
Certain species of animals.
...is appropriate even if the resources
(space, time, money, staff, and isolation)
and a potential home is available.
Medical, Untreatable
Animals with terminal illnesses or
injuries, severe chronic illnesses, or
other serious medical conditions.
...is appropriate to eliminate the ongoing
suffering of the animal.
Temperament
Issues
Animals who are extremely shy, timid,
high-strung, stressed, or distressed.
...is generally necessary due to an
unlikely chance for successful
adjustment into a new home.
Aggressiveness
Animals who show signs of
aggression, have attacked another
animal or person, or have a history of
aggression.
...is generally appropriate for humane,
safety, ethical, and liability reasons.
Feral or
Unsocialized
Animals who have not and cannot be
handled and do not adjust to the shelter
setting.
...is generally appropriate for animals
with no hope of socialization.
Court Order
Animals who have been ordered to be
euthanized by a judge, a hearing
officer, or another public official with
that authority.
...is performed to comply with this
ruling.
Research behavior/temperament evaluation training for staff. While researching,
compile information that will aid in the development of SOPs that effectively
evaluate the temperaments of all animals considered for adoption. Specific staff
should be trained to perform behavior and temperament evaluations. The SAFER™
test is an example of a formal canine behavior assessment tool.95, 96
Implement the isolation and separation changes in section 5.7 prior to implementing
formal behavior/temperament evaluations. See the following recommendation
regarding formal evaluations.
Train staff to understand and differentiate between an animal’s temperament and an
animal’s behavior. Temperament is an animal’s inherent persona, for example an
animal may be shy, timid, submissive, dominant, assertive or aggressive. Whereas an
animal’s behavior is how the animal acts, for example, the animal chews, digs, barks,
jumps on people, is not housetrained. Temperament can, to a degree, be modified. For
example, a submissive, shy dog can be socialized, but the dog will remain a
submissive dog. However, behaviors—what an animal does—can be modified and
eliminated. An un-housetrained dog can become housetrained, and a dog can be
95
96
www.emilyweiss.com/safer.html
HSUS Animal Sheltering magazine, “Pet Temperament Status,” September–October 1996+
163
trained to not chew, dig, or jump on people.
Track the reasons for owner surrenders in order to help reduce the relinquishment of
pets and to learn more about the animal, as recommended in section 4.16, Incoming
Animal Identification and Procedures.
Carefully evaluate the reasons for surrender, such as biting, when considering owner
surrendered animals for adoption. When the behavior/temperament evaluation
program is in place, it should be performed on surrendered animals as well as strays.
The JPASD should euthanize animals who have bitten out of aggression. Adopting
these animals out is unfair to both the adopter and the animal, and it can be a liability
for the shelter if a human or another animal gets hurt or killed.
A standardized behavior/temperament evaluation program for dogs can provide
valuable information regarding:
A dog’s personality and the particular needs related to that personality and breed
Her/his temperament and any particular problems related to the temperament
Her/his ability to interact and socialize with people
A dog’s level of submission or dominance
The training style best suited for the dog
Food or possession aggression
Energy and activity level
Response to physical control and physical examination
The type of home that would best meet the needs of the individual dog
A standardized behavior/temperament evaluation program for cats can provide
valuable information regarding:97
A cat’s personality and particular needs related to personality and breed
Her/his temperament and any particular problems related to the temperament
Her/his ability to interact and socialize with people
Her/his response to physical examination
The cat’s comfort level with handling and grooming
Consider testing all cats for FIV and FeLV as part of the adoption selection process.
Both of these viruses, prevalent in the community and contagious to other cats via
direct contact, can cause serious illness and death. A combination test98 is available
for these diseases that staff can use to check for both viruses in one simple test. Not
only will these tests prevent an adopter from taking home a sick animal unknowingly,
but they will also provide a valuable unbiased screening tool for adoption selection.
97
98
Feline Evaluation sample
www.idexx.com/animalhealth/testkits/fivfelv/
164
The kennel and veterinary staff should pay close attention to the animals available for
adoption. These animals should be evaluated every day to ensure that they remain
healthy and well adjusted to life in the kennel. If their behavior or health deteriorates,
they should be removed from the adoption area. In addition, as new animals arrive,
the ones that would be good candidates for adoption should be compared to the ones
already available for adoption. When space is limited, the best candidates for
adoption should be chosen to occupy the available space in the designated adoption
areas.
Discussion:
A temperament evaluation program should be a carefully considered component of a
professional animal management plan. Clear and well-thought-out written policies,
procedures, forms, communication techniques, and accountability measures should be
implemented. Behavioral programs must be unique to each shelter’s situation, staff time, and
expertise. It would not be prudent or responsible to simply attempt to take and apply an
already existing program in an effort to mold it to make it fit.
The behavioral health of an animal in the custody of an animal care and control agency is as
important as her or his physical health. A temperament/behavioral assessment of each animal
is also extremely crucial to the adoption process and its success. It assists with the
determination of the type of home that will best meet the needs of the individual animal.
Additionally, it provides potential adopters with information to assist them in determining the
appropriateness of a particular animal for their lifestyle.
The accurate assessment of the behavioral status of an animal helps a shelter provide
adequate care for that animal, improve that animal’s likelihood of adoption, and place that
animal in an appropriate adoptive home. Additionally, behavior assessments play a key role
in enhancing the safety of staff members and the general public.
7.2
ADOPTION PROCESS AND POLICIES
Observations:
The JPASD did not have a written SOP for the adoption process.
The adoption process was the same at both shelters. When a potential adopter came in, one of
the office clerks paged a kennel worker to escort the client through the adoption areas.
Clients were not permitted to enter the kennel areas unescorted. During The HSUS site visit,
the number of potential adopters visiting both shelters was low. Staff stated that on weekends
there was frequently a backlog of potential adopters waiting to be escorted back to the
kennel.
The number of animals available for adoption at both shelters was low relative to the number
of adoptable animals. As previously indicated, the East Bank shelter had 15 dog runs in their
adoption kennel and the cat adoption area consisted of three portable cages and a small
colony room. During the site visit, there was one adult cat in one of the portable cages and a
litter of kittens in the each of the other two. There were roughly 50 other adoptable cats and
165
20 adoptable dogs that were housed out of public view. Some of these animals had been at
the shelter for as long as three weeks and had not been afforded a chance to be adopted.
The West Bank shelter had six dogs available for adoption. There were 42 dog runs in the
Stray Dog Kennel and many of these dogs were long past their stray hold time. Two
examples were a Cocker Spaniel (BT-08-29-02) and a mix breed (WO-08-24-01)—both had
been at the shelter since the end of August. The only housing for adoptable cats at the West
Bank shelter was a colony room that housed 15 cats. Staff told The HSUS team that they
sometimes showed potential adopters the adoptable animals housed in other areas, but that
practice was not done consistently.
Neither shelter had a “get acquainted room” for potential adopters to visit with a dog. At the
East Bank shelter, adopters interacted with dogs inside the dog’s run, in a hallway, or in the
fenced outdoor area at the end of the hallway that intersected the kennels. At the West Bank
shelter, adopters interacted with dogs in the outdoor fenced yard in the back. During
inclement weather, staff stated that the adoption visits were done inside the dog’s run.
Potential cat adopters could visit with the cats inside the colony rooms or by petting them
inside their cage.
The JPASD utilized a comprehensive adoption questionnaire which had the potential to
provide an excellent basis for adoption screening and counseling. However, the JPASD did
not screen or counsel other than requiring that adopters be at least 18 years of age and show
proof of their landlord’s permission to have a pet. Adopters were permitted to give adopted
pets as gifts, house pets outdoors, and declaw cats. All family members were not required to
visit with the animal prior to adoption. A few kennel workers stated that they attempted to
educate potential adopters about a particular animal’s personality when there was time;
however, they also stated that adopters could adopt any animal they wanted, even if it was
not the appropriate pet for them.
The JPASD created waiting lists for certain highly desirable animals. For example, during
The HSUS site visit there was a stray Chihuahua at the East Bank shelter that had a waiting
list. Potential adopters could sign up to be called if the animal was not claimed before its
stray time was up.
When an animal was adopted, it was generally spayed or neutered the next morning and was
available to be picked up the next evening or following day. As previously mentioned, if the
animal had an upper respiratory infection, was underweight, or too young, the animal was
sent home without being spayed or neutered. As previously stated, in these cases the adopter
was required to pre-pay the $30.00 sterilization fee and schedule the spay/neuter surgery
prior to taking the animal home.
The JPASD charged an adoption fee of $67.00 for cats and dogs over three months of age,
which was broken down as $20.00 for the adoption fee, $30.00 for spay/neuter, $10.00 for
the microchip, $5.00 for the rabies vaccine, and $2.00 for the license and tag. Kittens and
puppies under three months of age were $60.00, because they were not yet vaccinated against
rabies or eligible for licensing.
166
The JPASD did not accept credit cards; only cash or checks were accepted. In the case of
checks, the adopter had to show photo identification with an address matching the address on
the check. The HSUS team asked if not accepting credit cards created inconvenience and
prompted complaints from adopters. Management stated that they did not have problems or
complaints as a result of not accepting credit cards. However, The HSUS team witnessed an
adopter who wanted to pay with a credit card and did not have any cash or check on his
person. The adopter told the clerk that he was very surprised that the JPASD did not accept
credit cards. He then had to go back home to get his check book. He returned approximately
20 minutes later and completed the adoption.
The JPASD had a well-written and comprehensive adoption contract. The contract required
that adopted animals be altered, rabies vaccinated, licensed, and provided with a veterinary
examination within two weeks of the adoption. The contract also required that adopters
return the pet back to the JPASD if they could no longer keep it. While the contract also
stated that the JPASD made no guarantee as to the health of the adopted animal, it offered a
full refund or replacement of the animal in the event that the animal became sick or died
within 14 days of the adoption. Deaths or illness due to traumatic injury, non-medical
problems, and owner negligence were excluded from this refund/replacement policy.
In addition to the adoption contract, the adopters had to sign a separate form which outlined
this 14 day refund/replacement policy in greater detail. This form stressed that if the animal
was returned due to illness, the decision to treat or euthanize the animal would be at the
discretion of the shelter. The form also stated that the owner could choose to have the pet
treated at a private veterinarian at their own expense and that these expenses would not be
reimbursed by the shelter.
Adopters were given a health certificate for the animal and an adoption packet containing
information sheets on canine kennel cough, feline URI, heartworm, general pet care and
health, juvenile spay/neuter, and a summary of the Jefferson Parish Ordinances pertaining to
animals. If the animal had just been spayed or neutered, the adopter was also given a list of
surgical discharge instructions. In addition to these forms, new adopters also completed a
24PetWatch™ registration form for the pet’s microchip. The completed adoption paperwork,
medical record, and inventory sheet were then stapled together and filed. Current files were
kept available for about a year and then boxed and stored.
Horses and livestock taken in by the JPASD were auctioned off to the highest bidder. The
HSUS team asked the shelter management if those purchasing livestock were required to
keep the animal as a pet and/or were prohibited from slaughtering the animal. Management
stated that slaughter was prohibited, but could not produce any written statement or
documentation to that effect.
Management stated that rabbits taken in by the JPASD were given to a man they referred to
as the “rabbit guy” who would then usually give them away to schools.
167
Recommendations:
Develop and implement written policies and procedures for the adoption
process.99, 100 Identify the written policies and guidelines that are necessary to assist
the staff in determining the methods for counseling potential adopters, and the means
to determine the appropriateness of an adoption.
Increase the number of animals offered for adoption by reorganizing the housing
areas, as recommended in section 5.7, Isolation and Separation.
Consider modifying the current adoption process. Consider the following two
possibilities:
Implement a consistent adoption program and counseling process with a full time
staff person in charge. In addition, one or two adoption counselor positions could
be created to conduct adoptions at both locations. These adoption counselors
should have excellent client service skills and have a genuine desire to help
people. The adoption supervisor and adoption counselors would be responsible
for working with potential adopters through the entire process. This process
would include helping adopters select the right pet for their lifestyle, approving
the adoption paperwork, and providing follow-up after adoption to ensure a
smooth transition into the new home.
Cross-train a full time JPASD veterinary technician to also conduct adoptions as
described above. A veterinary technician will have the health and behavior
information about each animal and will therefore be able to assist adopters in
selecting the appropriate pet for their lifestyle.
Make sure that the adoption counseling process ensures that animals are placed in
environments compatible with their individual needs and adopters are matched with
animals compatible with their lifestyles. The current adoption application can provide
a very good basis for the adoption counseling process.
An adoption counseling session should be a relaxed, friendly meeting that results in
the best possible match for both the animal and the adopter. Adoption counselors
should ask open-ended questions that elicit honest answers from potential adopters.
The process should be a counseling session, not a test. The following are some topics
and questions that one should cover in an adoption counseling session:
General questions, such as asking why they want a pet, what type of pet they are
looking for and why?
Experience level of the potential adopter
Household activity level
Number of people in the household, ages of any children
Specific to dogs, how often will the adopter be able to provide walks/exercise,
99
100
www.animalsheltering.org/resource_library/search_results.html?librarytopic=adoptions
HSUS SOP template CD-ROM+
168
how long will the dog be left alone during the day?
What type of behavior/training problems did the adopter experience with previous
pets and how did he/she resolve them?
Specific to cats, how will the adopter handle scratching behavior? Discuss
alternatives to declawing.
Develop and implement an interactive program whereby staff and volunteers work
with the public to match individual animals in the shelter that are known to have the
characteristics that a potential adopter is seeking. A person who is active and enjoys
running can be directed towards sporting breeds in the shelter. A first time dog owner
can be steered away from the dominant, untrained dogs and directed towards the
calmer, well-mannered dogs. Animals with special needs, such as a shyness or
submissive urination, that were discovered during the behavioral evaluations can be
placed with an experienced owner in an environment that will provide socialization
necessary to develop the dog’s full potential as a companion animal.
Create at least one adoption-counseling area at each facility where potential adopters
can visit with animals and counselors can conduct the adoption process.
Set up a log sheet where staff and volunteers can write their observations about the
animals’ traits and behaviors. In addition, any temperament evaluation results should
always be part of an animal’s permanent record.
Make sure that all staff involved in the adoption program is intimately familiar with
the animals available for adoption as well as with companion animals in general. It is
crucial that these staff members have the knowledge necessary to make quality lifelong matches between pet and adopter.
Consider promoting the animals who generally get overlooked. See how other
shelters around the country have highlighted these animals in the article,
“Highlighting the Wallflowers” in Animal Sheltering magazine.101
Institute a procedure for checking potential adopters for any history of animal cruelty
or neglect to ensure that animals are not placed with known irresponsible or abusive
pet owners.
Develop a more comprehensive adoption packet for new adopters. Include the
following:
The animal’s medical records and information on the free veterinarian
examination. List the participating veterinarians
Feeding recommendations
Potential health concerns
How to introduce the new pet into the home and to other animals
101
HSUS Animal Sheltering magazine, “Highlighting the Wallflowers,” March–April 2007+
169
Information on training classes and any information from trainers in the
community who work with the shelter
Local animal control ordinances
Recommended books on behavior and training
A list of supplies and necessities
What to do if they lose an animal
Any coupons or discounts from businesses who support the shelter
Discontinue the practice of auctioning off farm animals immediately. This type of
system has the potential to desensitize the public to the intrinsic value of these
animals. Farm animals should be afforded the same type of adoption process that is
recommended for all shelter animals.
The adoption contract for farm animals should strictly forbid slaughter of the animal
and specify that the animal be kept as pet for the remainder of its natural life.
Begin accepting major credit cards and debit cards as soon as possible.
Immediately discontinue the practice of allowing rabbits to be given away to schools.
A classroom is not an appropriate home for a pet of any kind. Rabbits, especially, are
easily frightened and easily injured by improper handling. They also have very
specific nutritional needs and an inappropriate diet or treats can rapidly result in the
death of these sensitive creatures. Rabbits and other small mammals should be
afforded the same type of adoption process that is recommended for all shelter
animals and an appropriate adoption fee should be charged.
Explore public discussions on shelter policies regarding issues such as declawing and
pets living outdoors.102, 103
Discussion:
A good adoption program incorporates policies and guidelines designed to assist with
responsible matchmaking. A good decision is one that is based upon information presented
by the applicant, the appropriateness of that animal to that home, and an adoption counselor’s
good judgment and willingness to look at each situation individually.
Part of a progressive adoption program is to teach adoption counselors not to think in terms
of “catching potential adopters in a wrong answer.” While it is important to have guidelines
that are in place to protect the animals and ensure that each adopted animal is placed in a
responsible home, it is also important to “make the right match.” Staff must be trained to
evaluate potential adopters and to teach adopters to be responsible pet owners. Selecting the
right staff members to be adoption counselors is crucial. We encourage the organization to
look for people who are excellent communicators, who genuinely enjoy talking with people,
102
103
HSUS Animal Sheltering magazine, “The Declaw Dilemma,” pages 14–25, May–June 2004+
HSUS Animal Sheltering magazine, “Inside-Out,” page 8, September–October 2003+
170
and who can best help people make decisions regarding the correct type of pet for their
family.
A comprehensive and interactive adoption program will better serve the needs and interests
of both the animals in the care of JPASD and the potential adopters. The staffing and
resources dedicated to implementing a comprehensive adoption program need expansion in
order to meet this goal. However, by identifying what the organization hopes to achieve, the
JPASD can easily identify the resources needed, work those needs into the organization’s list
of priorities, and then phase in the various aspects of the program as resources become
available.
The purpose of an adoption program, whether conducted by a municipal animal control
agency or a private animal-protection agency, should be to find responsible, lifelong homes
for the animals in its care. Such matchmaking requires knowledge of both the animals to be
placed and their prospective adopters. The goal of any adoption program is not to place as
many animals as possible, but to place animals in appropriate homes that provide the animal
a safe and caring home for life.
The HSUS believes strongly that it is not a kindness to animals for an agency to place them
in homes where they will fail to receive adequate care, companionship, food, water, shelter,
or veterinary care. Nor is it a benefit to the community for an agency to place animals where
they will be allowed to roam the streets, violate animal control laws, or add their offspring to
the surplus of unwanted animals who already burden the community.
When seeking to place homeless animals into new homes, shelters face stiff competition
from pet stores, breeders, and sources of free animals. According to the 2007-2008 survey by
the American Pet Products Manufacturers Association (APPMA), 10% of dog owners and
18% of cat owners obtained their animals from shelters. The rest took in strays, bred their
own animals, or acquired pets through friends, relatives, breeders, newspapers, and pet
stores.
Taking a cue from these statistics, shelters are examining ways to break down historical
barriers that stand in the way of relationships with veterinarians, dog trainers, groomers,
social service workers, breed placement groups, breeders, and neighborhood free-roaming cat
caretakers. Not only can these people amplify and complement existing shelter services, they
can also boost a shelter’s image in the community as a reliable source of new animal
companions.
Studies have shown that prospective pet owners generally stay away from an animal shelter
for a variety of reasons:
•
Ignorance of the surplus animal problem
•
Impulse buying and impulse accepting
•
Perceived quality of animals
•
Unfamiliarity with the animal shelter
171
•
Misconceptions about the animal shelter
•
Inconvenience of hours and/or location of the shelter
Shelters cannot hope to overcome these obstacles easily because many preconceived notions
about shelters are so deeply rooted in the American psyche that they may take decades to
change. However, some problems may have more achievable solutions, perhaps something as
basic as noting any improvements made and helping to correct a shelter’s lack of visibility
(or negative image) in the community. Increasing adoptions, however, demands careful
regard for the adoption process in an effort to ensure that healthy animals are placed in
responsible homes.
Although certain adoption criteria (such as whether or not a landlord will allow pets) are
absolute, most are meant to serve as guidelines, enabling counselors to work within each set
of circumstances individually. Exceptions to enacted policies can be made by consulting with
a supervisor. One of the keys to program success is to have consistent approaches, policies,
and procedures in order to avoid any false allegations that the agency is either arbitrary or
discriminatory. Evaluation of potential adopters can be based on three basic criteria: 1)
commitment to the life and needs of the animal; 2) compassion and a desire for mutual
companionship; and 3) capability of providing the essentials of a healthy, happy life for the
animal.
The adoption process should be a positive, friendly, and educational process and never an
opportunity to either “get an animal out of the shelter” or for the “adoption police” to find
fault with a person’s lifestyle. However, there are definitely certain circumstances under
which a requested adoption should not occur. Potential adopters often initially view a refusal
as a rejection or accusation. Counselors must be not only honest and direct, but also
courteous and understanding in order to diffuse a potentially volatile situation. If done
appropriately, explaining the rationale for adoption denial can serve as an educational
experience, and not a demeaning one. When staff fails to do this correctly, the potential
adopter leaves without a true understanding of the message and will simply acquire an animal
elsewhere.
Animal shelters should be aware of their legal and ethical responsibilities regarding the
adoption of any animal. Good adoption policies will help the JPASD make the best decisions
for the animals being adopted and will assure the community that all potential adopters are
treated fairly and equally.
7.3
ADOPTION FOLLOW-UP/COMPLIANCE
Observations:
The JPASD did not have an SOP for adoption follow-up. The staff stated that the only
follow-up completed was for spay/neuter compliance. At both shelters the kennelmaster was
responsible for calling adopters that did not return for their scheduled spay/neuter
appointments. The compliance rates were not tracked at either facility. Management stated
that, since adopters were required to schedule the spay/neuter surgery at the time of the
172
adoption, compliance rates were very good. Though they could not know definitively
because they did not track compliance rates, they stated that the number of no-shows for
these appointments was very low.
Recommendations:
Follow-up on all adopted animals.104 When possible, assign a staff person or
volunteer who will be responsible for making the calls. One way to do this is to have
31 folders in a file cabinet numbered 1-31, which correspond to the days of the
month. If the JPASD decides that two weeks, for example, is a good period of time to
wait to follow-up, the adopters’ paperwork can be put in the numbered folder that
corresponds with the date he/she should be called. Every day, the paperwork should
be pulled out of that corresponding folder and calls should be made to the adopters. In
addition, phone calls are also a friendly way to follow-up on health and behavior
concerns and catch problems before they result in an animal being returned.
Take advantage of The HSUS’s free pet behavior tip sheets,105 which can be used to
help counsel adopters on particular behavior issues they may be having with their
new pet. The JPASD can put their own contact information on the back of these
sheets, which can be e-mailed or mailed to adopters.
Maintain a list of area dog trainers and behaviorists that can be given as a reference if
an adopter is having a behavior issue with a newly adopted pet. This list can also be
used for those who call the shelter and are thinking about relinquishing a pet due to
behavior issues. The Association of Pet Dog Trainers (APDT) Web site allows one to
search for members by zip code.106
7.4
COMMUNITY ADOPTION PARTNERS
Observations:
The JPASD did not have an SOP for working with breed placement groups or other adoption
partners; however, there was a binder containing an extensive list of rescue groups that
would take animals from the shelters. The East Bank shelter kennelmaster was responsible
for maintaining this list and served as the liaison between the JPASD and these placement
groups. The kennelmaster stated that she had a very strong relationship with most of these
groups and that the current system worked well. There was no process for screening or
evaluating these rescue groups.
Members of the task force created by the Jefferson Parish president stated that the JPASD is
too slow to contact rescue groups and that sometimes animals are at the shelter for as long as
a month before rescue is called. The HSUS team noted that the Dachshund with suspected
ringworm, mentioned in section 5.2, General Shelter Medicine, had been at the shelter for
104
Sample Adoption Follow-Up Form
www.petsforlife.org
106
www.apdt.com
105
173
almost one month. The Dachshund was held in the Garage for three weeks before it was sent
to a rescue group on October 2.
The JPASD waived all adoption fees for rescue groups. The person picking up an animal for
a rescue group did not sign an adoption contract. Instead, they signed the Statement of
Redemption located at the bottom of the animal’s intake form. This statement was intended
for owners who reclaimed their stray pet.
There were no records kept for which animals or how many animals a particular rescue group
obtained from the shelter.
The JPASD partnered with Jefferson Feed and Petco™ to conduct pet adoption days. The
Jefferson Feed store had ten cages and typically hosted an adoption event every weekend.
Petco™ hosted several adoption events throughout the year.
Recommendations:
Develop written protocols and procedures along with contractual requirements for the
qualified groups with whom the JPASD works (See HSUS Animal Sheltering
Magazine, “Placement Partner Application Form,” March–April 2004).107, 108
Update and complete all the necessary paperwork for the groups the JPASD works
with and continue to do so with any new groups. The JPASD should maintain a
written record of each group with whom they work and which animals have been
transferred to that group. Since most groups often are comprised of several
individuals, one must ask who the group’s main contact person is, who is in charge,
and who will be picking up the animals.
Develop and document eligibility requirements for breed placement groups and
adoption organizations. Questions that should be considered include:
Is the JPASD willing to transfer only to groups or would individuals be
considered?
Does the adoption partner need to be an established 501(c)3 or will a qualified
and reputable breed placement group/individual be considered?
What is the overall mission statement/goal of the breed placement partner and
does it match those of the JPASD?
Once compiled and written, all breed placement policies and forms should be
presented to all interested parties and consistently followed.
Develop and document animal housing and care standards for breed placement
partners in order to ensure adequate animal care will be provided.
Inspect every placement facility prior to the transfer of animals. If the group has
107
108
HSUS Animal Sheltering magazine, “Placement Partner Application Form,” March–April 2004+
Placement Partner Agreement example
174
numerous locations, each one should be inspected. Inspections should be done
initially and yearly to ensure compliance.
Require that the person picking up or accepting transfer of an animal into a placement
group sign an adoption contract. The existing adoption contract could easily be
modified to one that is specific for a rescue group.
Discussion:
In many communities, animal shelters have forged formal working relationships with
placement partners.109 In these relationships, animals of a particular breed, type, or special
need are transferred between a shelter and a placement group. In order for these relationships
to work properly, there must be clearly stated expectations and a written formal agreement
executed between all parties. Prior to the release of an animal to a placement partner, a
shelter must be assured that the transfer is in the best interest of the animal and community.
It is always preferable for various groups involved in animal care, sheltering, and control
efforts within a community to work well together. However, differences of opinion,
philosophical disagreements, mission-based differences, and high emotions often stand in the
way of complete harmony. Clearly, community opinion is significant to the overall
perception of an organization and, ultimately, to the success of its animal care programs and
services.
The JPASD should be commended for its efforts in working with outside groups and
adoption organizations.
7.5
FOSTER CARE PLACEMENT
Observations:
The JPASD did not have an SOP for foster care placement.
The group Friends of the Jefferson Animal Shelter (FJAS) provided a large network of foster
homes for pregnant or nursing cats and very young kittens. The group almost exclusively
fostered cats and kittens. The East Bank shelter kennelmaster served as the liaison between
the JPASD and the group.
A representative from the group told The HSUS team that about 65% of the cats that are
placed into foster homes are orphaned, very young kittens and 35% are pregnant or nursing
mothers. Once these animals are placed into foster, they are never returned to the shelter.
They are either adopted out directly from the foster home or from the weekend pet adoption
days at Petco™ or Jefferson Feed. The FJAS handled the adoptions and conducted follow-up
calls. A group representative made a follow-up call on every foster cat adopted to check on
the animal and answer any questions. There were 25 foster homes in total and there were 136
cats and kittens in foster at the time of The HSUS site visit. A representative of the group
109
HSUS Animal Sheltering magazine, “A New Breed of Adoption Partner,” January–February 2001+
175
stated that a total of 1,076 cats and kittens had been fostered since the group’s inception in
2001.
The group paid for all food, litter, supplies, and veterinary care for the foster animals. Several
JPASD staff members and managers told The HSUS team that foster animals were brought
back to the shelter for spay/neuter and that these fosters were required to pay 60% of the cost
of the surgery. However, a FJAS representative stated that all foster animals were
spayed/neutered, FIV/FeLV tested, and microchipped (if not already done) at Ark Animal
Hospital at the expense of the Friends of the Jefferson Animal Shelter.
A FJAS representative stated that foster animals were never euthanized for a treatable illness.
Contagious diseases such as ringworm, URI, and coccidia were routinely treated in foster
care.
The group did not have a time limit for animals in foster care, or require fosters to adopt after
a certain period of time. A FJAS representative stated that this was not typically an issue and
that most cats get adopted from foster within a few months.
The Friends of the Jefferson Animal Shelter set a limit of twenty cats per foster home, but a
representative stated that certain very responsible fosters were permitted to have slightly
more than twenty. The group had a screening process for foster parents. Each potential foster
was interviewed by a FJAS representative, received a home visit, and was required to attend
a two hour training class.
There was a single form used to sign animals into foster care, called the “Litter Check-Out
Form.” This form recorded the date, animal’s identification number, description, and the
name of the foster parent. A FJAS representative stated that the shelter staff often forgot to
have fosters sign this form. The JPASD did not have accurate records of how many or which
cats were in foster care. However, a FJAS representative stated that she maintained a record
of each foster cat.
The group used the standard JPASD adoption contract, but also added an addendum to it,
which required that the cat be kept indoors and that the she or he be returned to the Friends of
the Jefferson Animal Shelter in the event that the adopter could no longer keep the cat.
The group had a fairly stringent screening process for adopters. Adoptions were denied if an
adopter intended to declaw or allow the cat to go outside. Each foster parent had the power to
deny an adoption at their own discretion.
Those adopting a cat from foster care paid the JPASD adoption fee. These funds were then
sent to the JPASD. The Friends of the Jefferson Animal Shelter did their own fundraising and
solicited their own donations to support the foster care program.
Overall, staff opinion of the Friends of the Jefferson Animal Shelter group was very
favorable. There was a consensus that the foster program worked very well and one manager
commented that the “Friends of the Jefferson Animal Shelter is the best thing that has ever
happened to us.”
176
JPASD staff members were permitted to foster animals. However, JPASD staff fosters were
independent of the Friends of the Jefferson Animal Shelter foster program. There was no
screening process required for a staff member to foster an animal.
Recommendations:
The HSUS commends the JPASD for partnering with the Friends of the Jefferson
Animal Shelter who organize and manage a successful foster care program for cats
and kittens. However, there must be more oversight of this program by the JPASD,
since these cats are still owned by the JPASD while they are in foster care.
The JPASD management and representatives from the Friends of the Jefferson
Animal Shelter should collaboratively develop a detailed written SOP for the foster
program. This SOP should address all of the following:
A record-keeping system to keep track of animals and foster homes
Criteria regarding which animals are eligible for foster care
Determining the qualifications required of potential foster care providers
Soliciting help from community veterinarians
Orientation and training for new foster care providers
Determining the source of funding for supplies, vaccines, and medical treatment
for animals in foster care
Providing guidance, instruction sheets, and telephone support for foster care
providers
Monitoring the health and well-being of foster animals by visiting foster homes
and calling foster care providers on a regular basis
Determining the foster care provider’s role in assisting with the adoption of the
animal
Determining if there is a need to set a limit on the length of time an animal can
remain in foster care and defining this limit if indicated
Ensure that the JPASD has the appropriate liability insurance and develops a
disclaimer to protect the JPASD in the event that a foster animal injures a person.
As recommended in section 5.5, Sterilization Services, pregnant animals should be
spayed prior to giving birth. These animals should not be placed into fosters homes
and allowed to contribute to the pet overpopulation problem.
The records for the animals in foster care should be located in a designated area
within the shelter and fully updated on a regular basis with all pertinent information.
Files must be organized to ensure that animals in foster homes can be accurately
monitored. Each animal’s record should contain the following information:110
Reason the animal was placed into foster care
110
Foster Care Sample Forms and Information
177
Foster home contact information, name, address, telephone number
Date the animal went to the foster home
Expected date of return to the shelter
Medical information, vaccination schedule, veterinary history
Any treatment given by the foster care provider
Documentation of all communication with the foster care provider
Ongoing progress and status of the animal
Final disposition
Ensure that the adoption screening criteria, wording of the adoption contract, and
adoption follow-up procedures are consistent for every animal adopted from the
JPASD, regardless of whether the animal is physically at the shelter or in a foster
home.
Set limits in the foster program including in each foster home; each foster home must
agree to the limits. It is important to set reasonable limits on the number of cats that
can be fostered in the program overall and in any one home. The number limit for
each foster home needs to take into account the time, standard of care, and resources
needed for each animal.
Ensure that JPASD staff members who foster animals are subject to the same
standards and procedures as all other foster parents.
Discussion:
Generally speaking, fostering is the placement of special-case animals into temporary homes
until they are suitable for adoption. A foster care program can increase an animal shelter’s
responsible adoptions, decrease the numbers of animals euthanized, boost employee morale,
and enhance public relations within the community. Or, unfortunately, a foster program can
drain a shelter’s limited resources, cause the organization to lose sight of its mission, and
even jeopardize the lives of shelter animals. In order to maintain control, management must
set realistic goals, develop strong policies and procedures, and adhere to them. All foster
programs must have criteria for carefully choosing foster animals and caregivers. Always
remember that fostering is not a solution to pet overpopulation or irresponsible pet
ownership.
It is extremely important to understand that a foster care program cannot save all the animals,
replace a cramped facility, or mend holes in organizational policies. However, when a foster
care program is managed correctly, it can greatly assist your organization, the animals in its
care, and even your community. It can give certain animals an improved chance of adoption,
provide a caring home environment for animals, and lift the spirits of staff and volunteers
who confront the tragedies of pet overpopulation every day. However, no organized foster
program should be based on emotional impulses. Everyone needs to be on board and
everyone involved must agree on the concept as well as the practice.
These are difficult concepts, but ones that must be addressed in order to develop realistic
178
expectations for how the program will function successfully. An effective program is more
than just getting an animal out of the shelter. To operate a constructive and positive foster
care program, time and resources need to be devoted to the program and the JPASD must be
prepared to provide the oversight necessary to keep the program running effectively.
179
8.0
8.1
COMMUNITY OUTREACH PROGRAMS
PROMOTION/SOCIAL MARKETING
Observations:
The director indicated that she was not aware of SOPs for media or any other public
statements; however, there were two directives provided to The HSUS team. There was a
Public Statements directive in the Employee Regulations that states, “An employee shall not
publicly speak or publish, or allow to be published, her/his statement concerning official
business without the prior approval of the director.” The other directive was an
Administrative Management Policy Memorandum with a subject heading of “Media
Communications Policy” that was issued by the parish president and revised on April 10,
2000. This SOP required that any media inquiries regarding Jefferson Parish are referred to
the parish’s public information officer or the director.
The director indicated that she would be the spokesperson, but that she would first need to
consult with the deputy chief administrative assistant in the parish president’s office. She
indicated that she did not have any issues with the media and stated that there was a good
relationship. The HSUS team was supplied with minimal information on media relationships;
however, they reviewed a May 2007 article regarding a push to lower the euthanasia numbers
on the Times-Picayune Web site. The HSUS team observed additional articles on the World
Wide Web such as an article entitled “The new director promises changes in the shelter.”111
During the site visit The HSUS team observed a television newscast about the LA/SPCA’s
spay/neuter vehicle parked on the property of the East Bank shelter. The story was covered
by WWLTV Channel 4 on the October 2, 2007 nightly news and repeated on the October 3,
2007 morning news broadcasts.
The director stated that there were no other outreach initiatives or special programs and that
her focus was on low-cost spay neuter. The JPASD had not done any formal market research
or focus groups to determine what programs and services should be offered to the
community. The HSUS team observed client satisfaction surveys in both shelters. Both the
parish corporate logo and their own logo to identified vehicles and some forms.
Recommendations:
Ensure that all staff and management are in possession of a current SOP on media
inquiries.
Senior management should attend training sessions focused on dealing with the
media, promotions, and social marketing. Review relevant articles published in
Animal Sheltering magazine.112, 113, 114
111
112
http://network.bestfriends.org/louisiana/news/16301.html
HSUS Animal Sheltering magazine, “Selling Your Organization’s Messages,” January–February 1999+
180
Consider enrolling management in on-line courses offered by Humane Society
University to learn more about the importance of promotion and social marketing.115
The JPASD has an opportunity to develop a positive relationship with the media.116
The HSUS commends the JPASD for utilizing the media to advertise the LA/SPCA’s
low-cost spay/neuter van which was temporarily parked on the East Bank shelter
property.
Identify areas to expand public speaking opportunities.
Review the following suggestions on developing relationships with print, radio, and
television media:
Offer the media positive story lines to cover; highlight and accentuate the
programs and services that the JPASD has to offer to the community. This may
lessen the impact of negative stories if they occur.
A regularly published newsletter distributed to staff, media, and supporters would
be helpful to the organization.
To improve outreach to the community, consider inserting flyers in the water bills
or other parish mailers to citizens that would educate on basic animal care,
highlighting the importance of spaying and neutering, and information on rabies
and licensing.
Develop a formal marketing plan that targets the population segments that need to be
reached. Surveys and other types of input can be used to determine how programs
might be designed to motivate for change, and monitoring the outcomes of all efforts
should be essential to the overall planning process.
Reach out to the community through various means such as:
Holding a booth at parish special events.
Promoting designated animal care events such as Adopt-a-Dog Month, Adopt-aCat Month, Animal Shelter Appreciation Week, and Animal Bite Prevention
Week.
Issuing PSAs during seasonal events on care and attention to pets such as
messaging about July 4th Fireworks, Christmas, etc.
Writing letters to the editor of local newspapers.
Increase the usage of the JPASD logo on all forms and educational materials to aid
brand recognition among JPASD clients and the community.
113
HSUS Animal Sheltering magazine, “Public Relations: Getting Started,” May–June 1998+
HSUS Animal Sheltering magazine, “Making the Media Work for You,” July–August 2002+
115
www.humanesocietyu.org
116
HSUS Animal Sheltering magazine, “When All Eyes Are On You: How to Shine in the Media Spotlight,”
July–August 2002+
114
181
Discussion:
One of the shortcomings in traditional education efforts is when we believe that if we simply
tell people the “right” thing to do they will change. Although some do, most do not.
Social Marketing is the use of marketing principles and techniques to influence a target
audience to voluntarily accept, reject, modify, or abandon a behavior for the benefit of
individuals, groups, or society as a whole.117, 118
Education or promotion includes public relations (publicity, media relations and community
relations), direct marketing (Web site, direct mail), and personal outreach (presentations,
one-on-one).119 Promotion is part of marketing, but marketing includes much more. Social
marketing encompasses analysis, planning, testing, execution, and evaluation of integrated
programs designed to influence people to trade their old ideas, beliefs, and behaviors for new
ones. Social marketing compliments, but does not replace legislative or legal efforts.
Social marketing borrows the techniques that companies use to influence people to buy
goods and services. Although there may be some adaptation in a nonprofit setting, social
marketing is based on proven approaches.
Business definitions of marketing focus on the principle of exchange. People and
organizations freely give something to get something, usually money for a product or service.
Social marketing is built on exchange too, because we are asking people to adopt new
behaviors and they will expect something in return. They may get physical, emotional,
convenience, monetary or other benefits or they may avoid consequences by adopting the
new behavior.
Behavior change is the bottom-line for social marketing and for animal protection advocates.
Henry Spira said, “Bring about meaningful change one step at a time; raising awareness is
not enough.” If people are aware of the need to spay or neuter their animals, but have not
found the time to do so, we have not succeeded.
Although compelling education and communications can be highly motivating, promotion is
more powerful when combined with appropriate product, price, and place elements. For
example, an animal center wants to increase adoptions. The organization launches some topnotch publicity, advertising and direct mail (promotion). However, the shelter has many sick
animals (product), the shelter is hard to get to and uninviting (place) and the adoption fee is
prohibitive for some community residents who might otherwise provide good care (price).
Unfortunately, the animal center will likely fail in its effort to significantly increase
adoptions not because of poor promotion, but because of other marketing factors.
Note that marketing is not just about the targets for your programs. You can use your
117
Strategic Social Marketing for Nonprofits, Nedra Kline Weinreich, March, 2006
www.social-marketing.com
118
Philip Kotler, Ned Roberto, and Nancy Lee, Social Marketing: Improving the Quality of Life CR
119
Social Marketing Flow Chart
182
marketing mindset to think about achieving behavior change from donors, volunteers,
alliance partners, the media, your co-workers and more. Any time you are trying to change
someone’s behavior; you can use social marketing thinking and actions to get better results.
Why Do We Need to Understand Promotion and Social Marketing?
In recent years, some public and private non-profit agencies that are interested in both
serving and changing behaviors within their communities, have broadened their traditional
education or public information programs to employ strategies that focus more on an
understanding of the needs and interests of potential consumers of their message or
programs.
Public buy-in is crucial for long-term improvements. The agency’s mission, combined with
input from the community (in order to understand its needs), should guide the development
of programs that will impact positively on community trends. Local animal care and control
agencies must pay close attention to: a) the importance of listening to and collecting
information about the community; b) the need to view community outreach and public
engagement as integral to the agency’s overall purpose and programs rather than simply as an
add-on accomplished via a few public service announcements and/or a presentation for
children; c) the importance of having a coordinated plan for influencing the community; and
d) a common understanding of agency goals, and the different roles people play in achieving
these.
When it comes to the broad issue of promotion, there is no shortage of ideas for new
materials and programs that could assist the JPASD in delivering its messages. Extensive
sample materials, ranging from individual brochures to PSAs to comprehensive campaigns,
have been prepared by animal control agencies across the country. The youth education
division120 of The HSUS, and along with Animal Sheltering magazine, reports on educational
efforts of animal care and control agencies. Model programs and ideas are featured at both
The HSUS Animal Care Expo and the American Humane’s annual conference.
Increasingly, local governments are recognizing that today’s animal control problems and
their potential solutions are highly complex. With more people living in less space, and the
growing perception of pets as family members or even surrogate children, public
expectations concerning animals are changing. Neighborhood disputes, personal
responsibility conflicts, maintenance of property values, and various quality-of-life concerns
are as much a part of today’s animal control issues as vicious dogs and rabies.
Consequently, animal care and control programs are shifting increasingly to a service
orientation, designed not only to enforce laws and remove homeless animals from the streets,
but also to promote standards for responsible pet ownership, assist in dispute resolution, and
work to identify and reduce or eliminate the sources of animal problems in the community.
Using Promotion and Social Marketing
As the JPASD grows and works to redefine itself in a manner that meets the current and
120
www.humanesociety.org/youth
183
future needs of the people and animals in Jefferson Parish, the guidance and support of the
parish regarding community outreach will be critical. The following trends are contributing
to the evolution of the traditional animal shelter into more of a “community resource center”
and a temporary haven for animals on their way back to lifelong homes:
121
•
Returning animals to their original owners. Some shelters are increasing return to
owner rates by heightening the visibility of their services, giving “free rides home” to
licensed animals, streamlining lost-and-found reports and sharing them with other
shelters, microchipping animals to complement license-tag identification, and
working with retailers such as PetsMart™ to list lost and found animals at computer
kiosks in stores and shelters. In the future, better inter-agency communication and
Web site listings will continue to increase the number of reunions between people and
their pets, and to decrease the number of animals filling shelter kennels and cages.
•
Focusing on population controls. Even in communities where accidental breeding and
pet overpopulation are not as severe as they once were, aggressive sterilization
programs are still critical to continue the decrease in population numbers. To make a
real dent in long-term numbers, a few shelters subsidize spay/neuter surgeries for all
pet owners, not just adopters, who would normally be unwilling or unable to pay for
the procedure. Mobile spay/neuter clinics are also reaching more pet owners in lowincome neighborhoods.
•
Enacting animal care and control legislation. Clear and consistent animal care and
control laws, and effective enforcement of those laws, are obviously critical to
maintaining public safety and protecting animals from abuse and neglect. But they are
also important ingredients in educating the public about responsible pet caretaking.
Even the more routine efforts of ACOs and other field personnel add up to a huge
difference in the way communities perceive and respond to animals. Local leash and
waste disposal laws can go a long way toward keeping non pet owners happy and
making communities more pet friendly.
•
Targeting rental housing. Because “landlord doesn’t accept pets” has become a
common reason for relinquishment, many shelters are seeking to tear down the
metaphorical fences that stand between pets and people in rental units. By providing
information and advice to property managers and helping pet owners find appropriate
rental housing, shelters can help more people hold onto their companion animals.121
In terms of adoptions, the numbers speak for themselves. Researchers say that if all
rental-housing units permitted pets, about 6.5 million more animals could be placed in
new homes.
•
Collaborations. Both municipal agencies and private organizations will be more
successful if they involve citizens and other animal groups in their programs. Many
shelters have already initiated such partnerships, working with breed placement
groups to find more homes for animals, partnering with free-roaming cat caretakers to
identify and reduce cat colony numbers through TTVARM programs (trap-test
HSUS brochures, “Profiting from Pets” and “13 Steps to Finding Rental Housing That Accepts Pets”+
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vaccinate-alter-release-monitor), and involving volunteers in socializing and training
shelter animals.122 Veterinarians and other animal professionals are working with
shelters to identify behavior problems or lifestyle issues while also promoting shelter
animals and services.
•
Making the case for funding and resources. Effective animal care and control services
must begin with sufficient funding from local governments.123 Staff training, proper
equipment, and a sanitary shelter are the basic essentials. But local leaders who truly
want to increase the number of animals available for adoption, while decreasing the
numbers euthanized, are now recognizing the importance of devoting resources to
providing adequate staff and development of innovative programs that increase
return-to-owner rates and strengthen people’s relationships with their pets.
•
Preserving the bond. In seeking to keep pets and people together, some organizations
have launched programs that provide temporary assistance to pet owners who are ill
or elderly, or to those who have been displaced from their homes. In some areas,
victims of domestic violence can turn to shelters for temporary boarding of their pets.
In others, pet owners who have lost their jobs or are experiencing other financial
setbacks can turn to pet food-banks at local shelters for help. Community
organizations have been established specifically to help people living with HIV/AIDS
to obtain veterinary services, in-home pet care, and re-homing services for pets.
•
Providing behavioral assistance. Shelters around the country are beginning to stave
off relinquishments by providing free or subsidized behavior training and advice. The
new push to address such issues as house-soiling and other destructive behaviors
includes pet-parenting classes, pre-adoption counseling, and behavior training.
Shelter studies reveal a clear need for such programs, indicating that many people
who surrender animals are unaware of effective methods for dealing with routine
behavior issues.124, 125
•
Working with sheltered animals. By making animals comfortable during their stay
and keeping their minds occupied through light training and stimulating toys, shelters
around the country are seeing noticeable differences in the mental health of their furry
residents. Dogs that otherwise might languish in their kennels are learning basic
commands during walks and feeding times, and are showing off their newfound
education to potential adopters. Because the dogs take what they learn with them to
their new homes, stress reduction and behavior programs are not only increasing
adoptions but also reducing return rates.
•
Ensuring the best environment possible. As shelters develop programs and services to
extend their outreach to the general public, they are also redesigning their physical
122
HSUS Animal Sheltering magazine, “Teaching Manners for Life,” January–February 2000+
HSUS Animal Sheltering magazine, “Show Me the Money,” May–June 2002+
124
HSUS Animal Sheltering magazine, “Minding Their Manners, Teaching People and Their Pets,” March–
April 2000+
125
HSUS Animal Sheltering magazine, “Help! My New Cat is Peeing Outside His Litter Box,” November–
December 2001+
123
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structures to make facilities more comfortable for the animals in their care. New
designs now include more elements intended to reduce noise, increase sunlight, and
add a touch of home to dog kennels and cat rooms. By making use of windows,
mirrors, plants, high quality ventilation systems, and sound absorption materials,
shelters can create a more relaxing and stimulating environment for animals,
employees, volunteers, and visitors.
•
Becoming a true community resource. In the same way that shelters have rallied
around the spay/neuter message, they are now beginning to market a broader message
about the important roles that companion animals play in human lives. Pets have
become an integral part of the family in an increasing number of households, but
many pet owners still have more casual relationships with their companion animals.
Through media campaigns and creative marketing strategies, shelters can raise public
awareness of their services and of the value of animal companionship.
Public Relations
Most shelters focus their public relations efforts in three areas; publicity, media relations, and
community relations. Publicity primarily refers to newspaper, radio, and television coverage
prompted by an event, but the shelter itself can also generate it. Media relations connote a
relationship with the media that encourages news organizations to promote the shelter’s
objectives. And community relations is the most direct form of public relations because every
time your staff interacts with the public, any time your agency hosts an event, and every time
you mail a newsletter to a member, you’re engaging in community relations.
The JPASD must be ready whenever a crisis strikes that may bring negative publicity to their
door. Animal shelters must be seen as a safe haven within their community. Conflicts relating
to animal care and services (legitimate or otherwise) depicted primarily in the local media
tend to lead only to further divisiveness among those involved, rather than resolution. And,
by providing the public with only a rough sketch rather than the full clear picture, ongoing
negative publicity has the potential to lead to increased animal abandonment by an untrusting
public.
The best way to address an image problem is to show the public, through actions in everyday
service, that the department cares about animals and is committed to their protection. To do
so also means not only producing good press but also demonstrating consistency, kindness,
and timeliness in dealing with the public’s concerns. When animal care and control
professionals take pride in their work, the public clearly notices. The best “PR” for the
agency is ensuring that the community receives the highest level of service when dealing
with the JPASD and the animals receive consistent, high-quality care.
This being said, the fact remains that the very nature of animal control work is such that it
creates conflict. The department must have the time and staff to be able to turn around
reporters’ requests almost immediately. With the advent of on-line media, reporters are often
working under the constant pressure of imminent deadlines. Broadcast reporters generally
need to conduct on-camera interviews by early afternoon, in order to be able to: a) transport
the videotape back to the station; b) allow for editing; and then, c) air the story that evening.
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It is extremely beneficial to have an appointed spokesperson available that has been well
trained to respond to media inquiries. Reporters, readers and viewers are likely to remember
a face or a name they’ve seen before and will, over time, come to respect that person as an
authority on that subject matter. Responding to media inquiries on a timely basis, asking
about deadlines, and making every effort to accommodate the deadlines will also likely lead
to a stronger relationship with reporters and will give them a sense that they are dealing with
professionals who understand and respect their needs.
It is important for animal care and control officials to understand the role of the media. The
media provides entertainment, disseminates public information, and acts as a watchdog for
the community. A publicly funded animal control agency is likely to be scrutinized by
reporters, and the combination of the public’s interest in animals and society’s fascination
with political scandal contributes to a news organization’s desire to publish or air any stories
related to animal care and control. Any activity or situation appears more sinister when
reporters are blocked or stories are recorded by undercover camera. On the other hand, a
camera crew that is welcomed to the shelter, given a thorough tour by a shelter director or
manager, and encouraged to ask questions is more likely to be inclined to portray an
objective or even positive portrait of the shelter and the shelter staff.
The JPASD must always show that it is making every possible effort to improve its
operations and image and that it truly cares for the animals and the community.
8.2
VOLUNTEERS
For further information about volunteers, please refer to the enclosed Volunteer
Management for Animal Care Organizations manual.
Observations:
The JPASD did not have a formal volunteer program. However, a nonprofit organization
called Friends of the Jefferson Animal Shelter, discussed in section 7.5, interacted with the
JPASD. The FJAS has a Web site that can be accessed from the JPASD’s Web site. The
JFAS Web site included a volunteer application that indicated that there were four programs
in place to support the JPASD; these included: monthly pet adoption days, a kitten/cat
fostering program, a puppy/dog fostering program, and shelter dog socialization.
The JPASD did not have a volunteer program budget. The kennelmaster appeared to be the
only conduit between the JPASD and the FJAS. The JPASD did not have a volunteer manual
or an orientation for members of the FJAS. There was no sign-in sheet for volunteers
regarding their check-in or what duties had been performed.
The director reported that the FJAS manages the program. She further stated that there is a
dress code for the FJAS volunteers consisting of long pants and sneakers. No open-toed
sandals or shorts were to be worn. There was no SOP or directive available. The director
reported that there is a good working relationship with the FJAS.
During the site visit, The HSUS team observed volunteers at the East Bank shelter
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socializing dogs in an outdoor enclosure; these volunteers were not members of the FJAS.
The manager at the West Bank shelter reported that there was little to no interaction with the
FJAS at the West Bank shelter.
Staff reported that the volunteers from the FJAS were too demanding and that interactions
with them took them away from their duties. Staff also cited displeasure at not being
informed of the names that the FJAS gave the JPASD adoption animals, which FJAS posted
online. Staff indicated that they felt foolish when asked about an animal by name because
they did not know to which animal the client was referring.
The FJAS stated that there is minimal interaction between themselves and the shelter. A
member of the FJAS cited that in the four and a half years she has volunteered at the East
Bank shelter, she only met the shelter manager two months ago for the first time.
The parish president’s task force informed The HSUS team that, in general, there is a lack of
interaction between volunteers and JPASD staff.
Recommendations:
Develop an SOP that defines the volunteer program.
Create a volunteer manual that contains the following information:
Positions assigned to volunteers
Job descriptions
Duties volunteers may and may not perform
Minimum age for volunteers
Uniforms, color-coded clothing, name tags
Volunteer contact with the public
Volunteer contact with the animals
Areas of the agency where volunteers are permitted to work
How, when, and where orientations will be conducted
Required training specific to each position
Recording time donated
Minimum time commitment per week and for how many months
Resolution procedures for staff-volunteer conflicts
Protocol for reviewing and dismissing volunteers
Actions taken if a volunteer is injured “on the job”
Insurance coverage for volunteers or separate under the shelter’s general policy
Goals of the agency and goals of the volunteer program
Services the JPASD provides
The agency’s philosophy on complicated issues such as intake, adoption, and
euthanasia
General information about JPASD, including operating hours and important
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phone numbers
The agency’s policies, such as adoption procedures and holding periods
A brief history of the JPASD and its achievements
Designate shelter managers to be the primary liaisons for the volunteers of the FJAS.
The shelter managers should be involved in developing the program and the program
should consistently apply to both the East Bank and West Bank shelters. Provide a
clear chain of command for the volunteers. Volunteers need to know to whom to
report within the organization, and that person needs to be available to the volunteer.
The community views paid and unpaid staff as representatives of the organization;
therefore, volunteers should be well-versed and trained to handle general questions
about the JPASD.
Offer all volunteers a formal training class that will give them the basics they need to
work in the shelter. Some shelters choose to have a mandatory animal handling class
during which all new volunteers learn the basics of the shelter operation and how to
handle the animals. Once that training is complete, the volunteers are then trained on
their specific job assignment. For example, a dog walker will have different training
requirements than a volunteer adoption assistant. It’s important to tailor the training
to the job that needs to be done.
Meet with staff to determine their comfort level with volunteers. Address any
concerns they may have by creating policies that put staff at ease. Allow staff input
into the program.
Explore with the parish attorney the possibility of a nonprofit raising donation funds
specifically earmarked for the program and build a mechanism for the JPASD to draw
upon the funds. The JPASD’s volunteer program will need funding resources—an
earmarked budget that includes training materials and recognition options.
Consider conducting exit interviews as volunteers leave the program. This
information will assist the shelter managers in improving the program and help to
address problems, which may have led to the volunteer’s departure.
As the volunteer program grows, consider hiring a part-time volunteer coordinator to
oversee the program. Depending on the size of the program, this could become a fulltime job.
Keep in mind that volunteers will need to know much of what the staff needs to know
when issues arise or there is a change in shelter policy. Be sure to keep the volunteers
informed about current events related to the JPASD’s operations.
Discussion:
For a full volunteer program to be successful, the JPASD must lay a strong foundation for the
program. Clear guidelines must be set or there is risk of damaging an organization’s
programs and reputation. Volunteers must be provided with established boundaries and staff
supervision.
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While the long list of benefits offered by a volunteer program is immediately compelling, the
pitfalls of a poorly conceived and/or poorly managed program can be crippling. Difficulties
involving volunteers are rarely brought about solely by the volunteers themselves; they
nearly always occur because a shelter lacks sufficient structure for the program or the resolve
to manage volunteers effectively. If the staff is not involved in the volunteer program, the
organization may never hear or fully understand why volunteers leave the program.
More often than not, poorly organized programs leave shelters with dozens of ineffective,
uncommitted volunteers who stop by only on rare occasions to walk a dog or two; or worse, a
handful of well-meaning but often ill-informed volunteers who seek to change the shelter’s
philosophy and eventually undermine its mission. What’s more, a few unhappy volunteers
who quit in frustration may tell others of the shelter’s failing program, ruining the shelter’s
reputation in the process.
Volunteers who are not properly trained may make mistakes and alienate staff members.
Some volunteers may become disillusioned and leave if the program isn’t well structured and
their role within the organization is not clear. If this happens, they may spread the word in
the community about their bad experience with your organization. In addition, to keep staff
and volunteers from feeling alienated, staff must be on-board with the volunteer program and
roles and responsibilities must be clearly defined.
For some shelters, a volunteer program is not worth the investment. Certain animal care and
control facilities, for example, do without volunteer programs because liability concerns or
labor issues make it impractical or impossible to place volunteers in positions of
responsibility. Other humane organizations lack the resources necessary to oversee such a
program. Simply put, a shelter can be successful without volunteers; however, the
organization will also miss the great benefits of a well-managed program.
If the JPASD is willing to invest in the many benefits that volunteers can bring to the shelter
and the animals, remember that volunteers will give their time and talents for free. Just keep
in mind that it will still require considerable time and energy to make the program successful.
It takes a great deal of work to recruit, screen, train, and retain volunteers in an animal
shelter.
It is crucial that the JPASD staff and the FJAS volunteers have a mutual respect for one
another, and see themselves as part of a team—working together for the benefit of the
animals and the community. Just as crucial is that volunteers understand the hierarchy of
leadership, who is in charge, and who has the final say in all shelter matters. A well-run
volunteer program can be an organization’s best publicity in the community, and happy
workers its best ambassadors.
The purpose of your volunteer program is to help you help the animals. Determine when you
want volunteers and how many you need at one time and recruit accordingly. Having
volunteers come in whenever they want may work when there are only a handful of
volunteers, but this can become problematic as a program grows. If you have too many
volunteers at one time, you’ll overwhelm the staff, volunteers will get in the way, and they
won’t feel needed. Or, you will have big gaps where you don’t have any volunteer help at all.
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It is important to recognize that “friends of” organizations play a supportive role, not a
supervisory one. When volunteers form these groups to “fix” what they view as problems at
the shelter, conflicts between the group and the shelter can arise that serve not to improve the
shelter but to tear it apart. That is why the FJAS and the shelter administration should meet
formally to draft guidelines, responsibilities, organizational charts, and lines of
communications. With mutual planning and agreement, true “friends of” organizations can
help the local animal shelter and the animals get the funding and support they desperately
need. While the JPASD exists to serve the community, the FJAS exists to serve the JPASD.
It is important not to lose sight of the goal of the partnership and to also maintain control, so
it works to help the operation, not hinder it.
8.3
HUMANE EDUCATION/OTHER PROGRAMS
Observations:
The JPASD did not have a formal humane education program and there was no budget
dedicated towards humane education. Both shelter managers stated that they were involved
in an adoption outreach program. The first Saturday of every month, the shelter manager and
a staff member would participate in a “Kids Workshop” at the local Home Depot and discuss
animal adoptions and animal care. The director stopped the program in August 2007; the
primary reason being that there was minimal staff to commit to regular events.
Additionally, the manager at the West Bank shelter indicated that she and one of her staff
have gone to schools and nursing homes upon request.
Recommendations:
The HSUS team does not recommend immediate implementation of an education
program. However, the discussion below will be helpful in the future after core
programs have been stabilized.
Discussion:
Community education programs, while seemingly peripheral and beyond the scope of daily
duties, are in fact a key tool in the promotion of responsible pet ownership. Education
programs on sterilization and animal care lead to reduced intake of animals into the shelter.
Investments in the appropriate programs can serve a shelter’s bottom line.
Day to day activities such as impounding animals and answering complaints are reactive
ways to deal with overpopulation and animal care issues. Education is a proactive approach
to positively affect the workload of the JPASD by making the community aware of the
problem of animal overpopulation and their role in addressing it. Most animal care and
control agencies fall short of providing a progressive program because of the service-related
responsibilities they provide and a lack of financial and other resources dedicated to
education.
A responsible pet ownership program is a form of character education that is much more than
teaching the proper care of companion animals. It also stresses the importance of respect,
compassion, and responsibility in our treatment of all animals and people. Education
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methodologies vary—they include animal shelter tours, classroom visits by shelter personnel,
after-school activities, summer camps, junior volunteer programs, and the distribution of
lesson plans and other materials for the classroom. Many of them are very successful without
using any animals at all.
The most productive and effective education programs focus their outreach in schools in the
zip codes that generate the most calls for service. Evaluation of the areas of the community
that generate the most animal relinquishment or where more dog bites are reported is also
effective. Changing the attitudes about animals, their care, and explaining why it is important
to spay and neuter is critical to changing the animal population reality in any community.
8.4
RELATIONS WITH AREA ANIMAL SHELTERS/
ORGANIZATIONS/COMMUNITY INTEREST GROUPS
Observations:
The HSUS advertised it was seeking public comments prior to its site visit. Although there
was no correspondence received by any local animal care and control agency, humane
society, or community interest group, The HSUS received several letters from individuals.
Despite the lack of response from local groups, we established on-site that the JPASD had
working relationships with community groups and with area animal shelters.
As previously mentioned, the Jefferson Parish president appointed a task force in 2007,
which The HSUS team met with during the site visit. The task force was created to make
recommendations on a range of animal and operational issues within the JPASD. The task
force planned to supply recommendations in late October/early November; however, the
members stated that they would postpone animal sheltering recommendations until after the
final HSUS report. Their primary focus was a government subsidized spay/neuter program in
addition to animal sheltering operations; other areas of focus included grant writing,
education curriculum, and review of the Ordinances.
The task force cited many concerns with the JPASD. The HSUS team captured the concerns
as follows:
•
Poor public image;
•
Poor animal sheltering practices;
•
Poor animal health practices by staff and veterinarian at the East bank shelter;
•
Poor management in terms of dealing effectively with staff and animal care;
•
Failure to effectively utilize animal rescue groups.
The task force indicated that their tenure would last as long as the current parish president is
in office.
The JPASD had a working relationship with the City of Kenner Animal Control. The JPASD
housed stray animals on behalf of the City of Kenner. The HSUS team observed a good
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working relationship between the City of Kenner staff and the JPASD staff.
As discussed in sections 7.5 and 8.2, the FJAS interacted with the JPASD. No actions had
been taken to resolve issues or concerns with the strained relationship between the members
of the FJAS and the JPASD staff.
It was encouraging to The HSUS team that there was a relationship established with the
LA/SPCA as evidenced by their spay/neuter vehicle on the property at the East Bank shelter.
Recommendations:
Take the lead in repairing, building, and maintaining healthy co-operative
relationships with the other members of the animal welfare community because the
JPASD is the agency with primary responsibility for animal care in Jefferson Parish.
Using The Asilomar Accords, create an alliance between the JPASD and other animal
care/welfare organizations. The accords set forth statements of common beliefs and
principles designed to encourage and facilitate development of an alliance. The
document will give the JPASD a starting point for forming a local coalition—one that
shares ideas, information, and objectives.
Collaborate with other animal care/welfare groups in areas where there is a logical
potential for a positive working relationship. This may include inviting the presidents
of all these groups to convene and discuss how all might work more closely together
to meet the common mission to protect animals. For example, there may be many
duplications of service and some areas that are not being addressed at all. Consider
using a facilitator to lead this meeting. The groups that attend should establish basic
guidelines for conducting business with each other including written terms of
reference that all organizations must respect. The Metro Denver Shelter Alliance126 is
a good model to follow.
As long as the parish president’s task force exists, utilize its potential to be a public
forum for openly discussing policy and personnel changes and soliciting feedback
from the community. Make regular reports that will be reflected in the minutes and
that will serve as evidence of the JPASD’s efforts to maintain an open relationship
with the community. Work with the task force to create a plan and schedule to
implement recommendations.
Discussion:
The problems facing every animal care and control agency throughout the country are many.
The vast numbers of homeless or unwanted animals who end up in shelters are not generated
by the shelters themselves, but are symptomatic of a serious community problem. For this
reason, animal care and control problems must be addressed in a holistic sense by the entire
community and not just by those individuals or organizations with a particular affinity for
animals or concern for their well-being. Emotions run high where homeless and stray pets are
126
www.saverate.org/
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involved. Solving the community’s animal-related problems will require a multi-faceted
approach and cooperation between the JPASD and all interested groups and parties.
Collaborations are dependent upon the ability of all parties to work well together.127
Organizations involved must have the ability to disagree on issues and not have those
disagreements result in punitive actions or personal or media attacks. Because there will be
disagreements, they need to be handled professionally by all parties, or else the animals and
the community will suffer. Agencies and groups should try in every way possible to work
together to address animal overpopulation and the impact it has on the community. If
progress is to be made, all groups involved must allow incidences that have occurred in the
past to remain in the past.
8.5
CLIENT SERVICE
Observations:
The JPASD had an SOP on telephone use in the Employee Regulations and also a directional
memorandum on telephone etiquette dated April 10, 2007. There was no SOP available for
client service. Clerical staff at both shelters answered the telephones in a timely and
courteous manner. Telephone clients were greeted as per the SOPs; staff greeted with “Good
Morning/Afternoon, Jefferson Parish Animal Shelter, this is ‘staff name’, how may I help
you?” Phone etiquette was observed to be pleasant as staff took lost and found reports,
checked computer data, and provided general information to clients.
The HSUS team had concerns with some in-person client services at the East Bank shelter.
On one occasion, The HSUS team observed kennel staff feuding with each other in front of
clients as they were leading clients to the kennels. On another occasion, a client was in tears
at the reception counter and the staff member did not offer sympathy. The over-the-counter
interactions that The HSUS team observed at the West Bank shelter were positive on the
whole.
Staff stated that they were not in possession of written SOPs or an employee handbook that
addressed client service or telephone etiquette. Additionally, there was no formal client
service training provided. The manager at the West Bank shelter stated that staff was sent to
client service classes and provided with handouts through the parish’s human resources
division.
Recommendations:
The HSUS team commends the JPASD staff for practicing excellent phone etiquette.
Develop client service SOPs and ensure that all staff possesses the telephone etiquette
SOPs.128, 129
127
128
HSUS Animal Sheltering magazine, “Building Bridges,” September–October 2004+
HSUS Animal Sheltering magazine, “Phone Finesse,” pages 14–16, March–April 2005+
194
Provide staff with training based on the SOPs. Training will assist staff in
appreciating the important role they play in dealing with the public. Train staff on
how to recognize unusual situations, how to deal with difficult clients, how to diffuse
situations, and when to contact management to intervene. Staff needs to know that
management will back them up in their dealings with the public.
Provide direction to staff on how to handle inter-personal conflicts. Contact the
parish’s human resources division to see if they offer these types of training sessions.
Discussion:
The term “client service” is more appropriate than “customer service” for the animal
sheltering industry. A customer is someone who pays for goods or services, while a client is
someone with whom you build a relationship.
Dealing with the public, whether in person or on the phone, is one of the most stressful tasks
in a shelter. Without formal training in client service, some staff will try not to engage the
public as a way to reduce this stress, or they will handle interactions inappropriately,
damaging the agency’s reputation in the process.
A citizen’s experience with the staff should not leave the impression that the agency is
unorganized, unsympathetic, or uncaring. Great public relations and client service begin with
the public’s initial contact with an agency, and this should be an easy and helpful experience.
This is an opportunity to create a new adopter, a new volunteer, a new donor, or a new friend
for the organization.
Maintaining client service in animal shelters is difficult because most shelters are
understaffed, and visitors are often anxious, excited, or demanding. Regular staff training in
the areas of telephone etiquette and client service is worth the investment of time and money
because it helps staff members retain their ability to handle difficult situations. It is important
to realize that regardless of how many years an agency has spent on goodwill with its clients,
one bad incident can ruin that investment.
8.6
WEB SITE
Observations:
The JPASD had a page dedicated to it on the Jefferson Parish Web site,130 but the
information available was negligible. Some of the information was out of date, the design not
very attractive, and navigation non-existent. The Web site briefly described the locations of
the two animal shelters, provided external links to the National Animal Control Association
(NACA), the American Humane Association (AHA), the Delgado Veterinary Technology
Program, PetFinder™, and the FJAS. Additionally, the home page included five questions
and answers.
129
130
HSUS Animal Sheltering magazine, “The Art of Diffusing Conflict,” pages 10–12, March–April 2004+
www.jeffparish.net/index.cfm?DocID=1149
195
The left navigation bar included an aerial directional map to the East Bank shelter, another
link to NACA that was inoperable, and an outdated listing of rabies vaccination clinics. The
JPASD had a PetFinder™ site131 that had news, organizational, and location information that
seemed relatively up-to-date. The PetFinder™ site contained information about the JPASD
that is more current than the parish’s site. Volunteers posted animal pictures on both the
PetFinder™ and the FJAS Web sites. Staff stated that they had never considered the Web
sites as a valuable resource to the public.
Recommendations:
Revise and update the information on the Jefferson Parish Animal Shelter Department
Web site so that it is current.
Identify commonly asked questions and other information desired by the public.
Design a frequently asked question section and other areas where the public can go
24/7 without having to call, write, or wait until the facility is open. The site can
provide important and valuable information such as:
JPASD’s mission statement.
Listing and directions of both of the animal shelters.
Jefferson Parish’s animal control laws, state cruelty laws and after hours’ policies.
Information on what to do if they find a lost pet or see one being cruelly treated.
Information about the services provided by the JPASD and a fee schedule of the
services.
Information about low cost spaying and neutering.
Specific volunteer opportunities (when appropriate) and a downloadable volunteer
application.
Links to other sites of interest.
Rabies and tagging information.
Pet care information on topics such as disaster preparedness, seasonal hazards,
and puppy and kitten care.
Methods for dealing with behavior problems. Utilize The HSUS Pets for Life
Program’s CD-ROM that includes handouts on a variety of behavior issues. The
JPASD may post the handouts on its Web site.
Meet with the parish’s webmaster to develop a procedure for updating and adding
information to the site. Ideally, once the information has been given to a webmaster,
it should be posted within a reasonable time frame. Or, the webmaster may prefer that
he or she teach a staff person to update the site from the JPASD.
Discussion:
The World Wide Web is poised to make an incredible difference in the future of animal
sheltering. Not only does it allow organizations to have daily contact with donors, adopters,
131
www.petfinder.com/shelters/jpas.html
196
and those looking for lost pets, many shelters around the country have found that showcasing
animals available for adoption has dramatically increased adoption rates and has brought
much more attention to their facilities. In fact, the ability to showcase animals available for
adoption is probably the single most valuable aspect of the Web for the typical animal
shelter. With a Web presence, members of the public can learn what services are offered,
how they can assist or volunteer, and they can then tell others what they have learned or seen.
In January 1999, Forrester Research surveyed 8,600 households online and found that four
major factors lead Web surfers to return to sites they have already visited. These four factors
were:
•
Featured quality content (identified by 75% of survey respondents)
•
Were easy to use (66%)
•
Downloaded quickly (58%)
•
Were updated frequently (54%)
The JPASD should take these factors into consideration when revising and updating their
Web site.
Utilizing the Web as a resource can gain efficiencies in the operation of the service. By
advertising the Web site on the JPASD vehicles and documents, the increased awareness will
reduce staff time answering general questions about locations and hours of operation and
allow management to utilize staff more effectively.
8.7
FERAL CATS
Refer to Community Approaches to Feral Cats accompanying this report for more detailed
information on feral cat issues.132
Observations:
The JPASD did not have an SOP pertaining to feral cats. According to the director, the
protocol was to euthanize feral cats, but if the feral cats had a clipped ear they were held for
48 hours. Trapped cats were also held for 48 hours to determine if they were feral. If a
trapped cat did not calm down, or if a cat lunged at staff it would be euthanized after the
holding period. A few staff members stated that feral cats were sometimes euthanized upon
intake.
The director indicated that she stopped the procedure of ‘poling’ feral cats and had ordered
other handling equipment. However, The HSUS team observed the misuse of catch poles on
cats, and no other restraining equipment had been visible at the time of those incidents. For
more on this issue see section 4.2, Animal Handling.
132
Margaret R. Slater, “Community Approaches to Feral Cats,” Humane Society Press, 2002+
197
Recommendations:
The HSUS commends the JPASD for holding trapped cats, or those suspected of
being feral, for a 48-hour minimum.
Create and implement a detailed SOP for the handling, care, housing, and euthanasia
of feral cats in JPASD custody.
Use feral cat dens for safer and more humane handling.133
Provide staff with handling/restraining equipment and training in the use of the
equipment. See a list of animal handling equipment in section 9.23 and peruse Animal
Sheltering magazine’s Shelter Pages 2008, included in the resource materials with
this report.
Allow cats who are suspected of being feral to calm down in their new surroundings
before evaluating them for euthanasia.
Research the feasibility of holding feral cat spay/neuter days several times a year
using staff and/or local veterinarians. Contact Alley Cat Allies134 for examples of
groups that have successfully used this model.
Provide community education concerning the problem of feral cats and solutions such
as trap-neuter-release (TNR).135 The community must understand the concept of
managed colonies so it does not confuse these programs with simple abandonment of
cats.
Keep accurate records of feral cats and kittens handled by the JPASD, including their
disposition. Over time, this data will help determine where resources are currently
going and where they might be more useful. For example, has trapping feral cats
reduced the number entering the shelter?
Continue to house stray/suspected feral cats in the Feral/Possibly Feral Room located
in the Healthy Cat Room. House all stray feral cats in segregated cages and attempt to
keep their environment quiet, with minimal traffic and handling.
In conjunction with the task force, devise a long-term solution to the feral cat problem
in Jefferson Parish. Include the development of an ordinance defining a feral cat
colony separate from the ordinance on unrestrained owned cats.
Discussion:
The JPASD is not alone in dealing with feral cats, as it is an issue across the United States.
Though neither euthanasia nor TNR alone is the prescription for every community, each has
its time and place. In some communities, both approaches are used to address different
133
www.animal-care.com/product_list.cfm?sub2a=53&prod=1
www.alleycat.org
135
Bryan Kortis, “Implementing a Community Trap Neuter Return Program,” HSUS, 2007+
134
198
circumstances. Humane advocates will no doubt continue the debate over feral cat
management, but for now many shelters are finding that working with TNR programs is an
effective way to build bridges between the animals, the animal care and control agency, and
the public.136
Most people don’t want to trap and euthanize cats and kittens; they just want to prevent more
from being born. In some situations where there are concerned citizens that will take
responsibility, monitor the colony and provide daily care for the cats, it might be an
acceptable policy. It is imperative that all of the surrounding neighbors be consulted and
given an explanation of TNR and the possible benefits. If after consulting with everyone, the
neighborhood is in agreement, only then might TNR be a reasonable solution.
TNR programs and colony management can enhance public safety. Feral cats are naturally
inclined to keep away from humans. In addition, when cats are fed away from populated
areas, contact is further minimized. Conflicts occur when compassionate individuals begin
feeding the cats close to work or home, thus increasing the cats’ proximity to people. By
using TNR programs and colony management, including a feeding program away from
populated areas, reduces the chance of contact by keeping cats away from human population
areas.
In a shelter environment it can be quite difficult to determine whether a cat is truly feral or
simply a terrified house pet. All efforts must be undertaken to provide a quiet environment
with minimum stimuli during the “cool down” period.
136
JAVMA, Vol 222, No 1, January 1, 2003, “Evaluation of the Effect of a Long-Term Trap-Neuter-Release
and Adoption Program on a Free-Roaming Cat Population”
199
9.0
FIELD SERVICES/ANIMAL CONTROL
For more information on field services and animal control, please refer to the enclosed book
Animal Control Management, A Guide for Local Governments, International City/County
Management Association.137
9.1
GENERAL OVERVIEW
The HSUS team interviewed the parish president, chief administrative assistant, deputy chief
administrative assistant, assistant director, chief ACO, two humane officers and several
ACOs regarding field services provided to Jefferson Parish. The JPASD field staff consisted
of one field supervisor, two humane officers, and seven ACO positions. At the time of The
HSUS site visit, there was one ACO vacancy.
The HSUS team conducted field observations by riding with humane officers and ACOs
while they performed routine field duties. The HSUS team commends JPASD for its officers’
humane handling of animals during impoundments, record-keeping, and client service
provided to the citizens of the parish.
During the course of the site visit The HSUS team rode with three JPASD ACOs and one
humane officer. During the course of these ride-alongs, the ACOs responded to eleven calls:
three cats, one raccoon, two opossums in humane live traps, one owner release of a dog, one
cat stuck inside the engine of a car, and three cruelty investigations.
Based upon the interviews and field observations, The HSUS team had concern related to
high turnover, lack of consistent shelter rules and procedures between the two shelters for
officers when unloading, staff morale, continual field training, field euthanasia, lack of staff,
and basic equipment.
The field personnel had three shifts which covered Monday–Saturday: 8:00 a.m.–3:30 p.m.,
12:00 p.m.–8:30 p.m. and 3:00 p.m.–11:30 p.m., with on-call beginning at 11:30 p.m. and
ending at 8:00 a.m. The third shift, 3:00 p.m.–11:30 p.m., was used primarily to respond to
emergencies and left over calls from the day. After hours’ dispatching and all day Sunday
duties were handled through the parish’s fire alarm.
137
Animal Control Management, A Guide for Local Governments, International City/County Management
Association, 2001+
200
9.2
OFFICER SAFETY
9.21
OPERATING POLICIES, PROCEDURES AND FIELD
OFFICER TRAINING
Observations:
The Operational and Administrative Procedures manual pertained to procedures at the shelter
and in the field. None of the officers questioned were aware of the manual. When asked
about SOPs, the chief ACO stated that they had heard the term used on several occasions by
The HSUS team but were not sure what the term SOP meant.
Most areas of the field operations had procedures that were insufficient or absent.
Regardless, all of the ACOs seemed to have a good idea of what was expected of them and
they had obviously learned how to accomplish those tasks through on-the-job training. There
were no written procedures or protocols relating to uniforms, forms or activity reports, radio
guidelines, priority call list, cruelty investigations, noise complaints, dog and cock fighting,
wildlife handling, and animal identification. There was a written procedure on scanning
animals for microchips, which stated that animals are to be scanned in the field. The HSUS
team witnessed only one of the officers scan one of the several impounded animals; the
scanning was performed through the transfer cage.
The JPASD ACO training was conducted by learning from other officers; there were no
written procedures. The first time frame is the time management that new officers spend in
the various training assignments and the second time frame is what new officers that recently
completed training told The HSUS team during our visit. New hire training consisted of:
•
1 month/2 weeks at each shelter learning the shelter procedures
•
1 month/1week at each shelter learning paperwork and clerical/dispatch duties
•
2 months riding with assigned training officers and 1 week riding with night officers
•
Final week is spent with the chief ACO while she evaluates their work performance
Staff told The HSUS team that there was a need for euthanasia training for emergency
situations concerning severely sick or injured animals, snake and alligator capture and
handling, and continual education concerning animal control.
Review of ACO personnel files documented new employee orientation records, training
certificates, attendance reports, signed agency memos, letters of appreciation from citizens,
pre-exposure rabies vaccination dates, and employee investigation sheets. There were no
notices of disciplinary actions in any of the personnel files that The HSUS team reviewed.
This gave the team the impression that written disciplinary action is not conducted by
management and in discussing disciplinary actions with staff and management, they stated
that most disciplinary action is verbal.
201
Recommendations:
Develop a more comprehensive SOP. The SOP needs to be a detailed, step by step
account of what is expected on the many functions of field work. It is recommended
that the ACOs have a hand in the development of new SOPs. SOPs should be kept
current in order to consider added responsibilities, evolving law, new equipment, etc.
Every time there is an update or revision each ACO should sign off, showing it has
been received.
Provide ACOs with a hard copy of the SOPs so that they can have in-hand updated
policies and procedures so that they may use this hard copy in the field during the
course of their duties.
Review current animal-related Ordinances relevant to animal issues to ensure that
each is addressed and has a corresponding procedure.
Expand the SOPs to include such details as employee equipment checklists, uniforms,
forms or activity reports, radio guidelines, priority call list, sick or injured animal
handling, cruelty investigations, noise complaints, dog and cock fighting, animal
handling, unloading, identification, and disaster preparedness. It is recommended that
the JPASD look into other area agency SOPs for ideas of topics and formats.
Provide ACOs with training on snake and alligator handling, and also any other
animals who ACOs come into contact with in the field.
General Recommendations
Written policy should include scanning all dogs and cats for microchips upon
impoundment in the field. Staff should be trained on how to scan animals for
microchips, including animals in humane traps. Procedures should be put in place
outlining weekly checks on the scanners to ensure they are working properly.
Provide workshops on rabies and other zoonotic diseases. These workshops could be
presented by the state health department.
Send each ACO to a minimum of ten continuing education credits of training every
year in order to maintain a current level of training on industry standards and
professional development. State conferences and regional trainings are also a great
way to network with other regional agencies and see what type of services they
provide to their citizens and how those services can be tailored to the JPASD.138
Discussion:
Maintaining a detailed step-by-step SOP enables staff to be aware of how management
expects them to handle themselves and the calls they encounter. Although an SOP cannot
cover every possible scenario or situation, a good SOP helps to give base guidelines to assist
the ACO in the decision making process of how to proceed. When the staff has a hand in the
138
http://leti.missouri.edu
202
development of the SOPs, it makes them a shareholder in the success of the department.
Employees are more likely to read and use the SOPs if they were involved in their creation
and revisions.
Written procedures should be considered works in progress that should be reviewed and
updated at regular intervals or when deficiencies are identified. Written procedures ensure
fairness, provide for consistency of service, and may help resolve disputes.
Humane standards of care must be given consistent attention and euthanasia skills acquired
for the benefit of human safety as well as to minimize suffering and stress on the animals.
The daily care and euthanasia of animals in shelters will always be issues of public concern.
Therefore, it is up to government agencies that are open-admission facilities to ensure the
highest standards of care for all animals at all times.
Training of staff is vital in maintaining a productive work environment. With the many
changes in technology, laws, capture and restraint methods, client service, and equipment it
is vital that JPASD keeps up with these changes so that they give their citizens the best
possible product. Citizens expect trained professionals serving their community. It is vital
that the ACOs attend animal related training from outside sources in order to stay abreast of
changes and new ways of doing things.
9.22
COMMUNICATIONS/DISPATCH
Observations:
There were no written SOPs for communications and dispatch or the software that was in
use. All incoming calls were handled in a very polite and professional manner.
The chief ACO and clerical staff handled call taking and dispatching duties. The chief ACO
did the majority of the dispatching from desks in the clerical office areas at the two shelters.
Dispatching was managed Mondays, Wednesdays, and Fridays at the West Bank shelter and
Tuesdays and Thursdays at the East Bank shelter. Call taking began at 8:00 a.m. and ended at
5:00 p.m. During The HSUS site visit the chief ACO stated that she would prefer assisting
officers in the field rather than perform dispatch duties that could be handled by another staff
member. Emergency calls after hours and on Sundays were taken by parish emergency
operators. Dispatching was performed with the use of hand-held radios, rather than a
permanent dispatching radio with an antenna to the outside.
The JPASD has a voicemail system for after hours and Sunday use, but did not utilize it
during business hours which meant if all lines were being used the caller would receive a
busy signal.
The JPASD utilized the AS400 mainframe system to manage call taking and dispatching.
Staff wrote calls on yellow sticky pads and then gave them to the chief ACO to enter into the
system and dispatch to an officer. Once a call was given to the chief ACO she wrote the call
down on a Service Report Form and dispatched an officer. Calls were assigned by East Bank
or West Bank, zip code, and priority.
203
The JPASD assigned calls into priorities; high priority calls consisted of police assistance,
bites, cruelty to animals, and trapped animals. During the ride-alongs with The HSUS team
the ACOs responded to calls according to these priorities.
Vehicles were not equipped with permanent radios; the officers communicated using 800megahertz two-way radios and their personal cell phones during work hours and emergency
on-call. During the ride-along, the ACOs were seen with the hand-held radios on their person
powered on at all times, making themselves available to dispatch and other ACOs.
During The HSUS site visit the clerical staff and chief ACO were observed answering client
service phone calls. Calls were answered by stating the name of the organization, the name of
the call-taker, and asking how they can help. A couple of the phone calls that The HSUS
team heard concerned citizen complaints; these calls were typically handled by the chief
ACO. The chief ACO was polite and firm in handling the citizens’ problems, and referenced
the parish Ordinances to better explain the reasons for actions that had been taken.
Recommendations:
Create written SOPs addressing the process of taking and dispatching calls.
Hire and train permanent dispatchers to cover all shifts, so that the chief ACO may
perform duties more in-line with her job description.
Provide dispatchers with supplementary training in the parish Ordinances so that
callers can be better advised of the level of service and/or results that they may
expect.
Maintain statistics on incoming calls based upon geographic area and type of
complaint. Management should review these statistics to determine what kind of
educational or enforcement programs may benefit the areas, and then designate work
teams to spend time in the areas focusing on problem resolution.
Consider purchasing animal care and control software, which can be used for shelter
management and operations including tracking officer’s locations, productivity, etc.
See section 4.14, Information Management Systems for more on this subject.
Utilize the voicemail system during business hours so that citizens may leave nonemergency messages. Where voicemails can sometimes be frustrating for citizens, a
busy signal in today’s age of telecommunication technology is completely
unacceptable.
Reduce foot traffic and noise in the dispatch areas. See section 3.12, Offices/Dispatch
Areas for specific recommendations.
Discussion:
SOPs are important to the management of any facility and make it much easier to train new
employees. SOPs do not have to be elaborate; they should be practical and clearly written so
that they may be used as a ready reference for employees and management alike and ensure
that everyone is on the same page.
204
Communication with staff is of utmost importance and the public should not feel rushed
when calling for assistance or advice. Many of the calls an animal control facility receives
are complex and multifaceted in nature, requiring a sizeable time commitment on the part of
staff. Animal issues are more often than not emotional and callers are expecting advice,
affirmation, understanding, and above all, polite service for their tax dollars.
9.23
EQUIPMENT/VEHICLES/UNIFORMS
Observations:
The HSUS team received a list of equipment that was required for each ACO and her or his
vehicle. The ACOs seemed to have the minimum equipment necessary to perform their
duties safely and effectively but a majority of the equipment was in poor shape or disrepair.
The vehicles in which The HSUS team rode had capture poles, leashes, traps, animal
handling gloves, nets, digital cameras, scanners, and transfer cages. The officers told The
HSUS team that finding new streets and locations was difficult, especially for the newer
officers; therefore they purchased their own navigational units. This expedited response times
and because trying to read a map at night posed driving risks, the navigational units also
alleviated this concern.
There was no chemical capture equipment SOP, chemical discharge report or reports of
animals being darted and not captured. Section 1, 1.14 of the Operational and Administrative
Procedures covered the Controlled Substance Usage Plan. This procedure detailed that the
ACO or humane officer must include information on an animal control log concerning the
date, species, weight, dosage, name of ACO, file number of animal, and location and
comments concerning the usage of the controlled substance. During The HSUS site visit
none of the animal control logs showing chemical capture usage could be located. One of the
ACOs carried chemical capture equipment; another ACO, the two humane officers, and the
chief ACO were trained in the use of tranquilizer guns. The shelter veterinarians provided the
appropriate amount of drugs to the staff for use with a tranquilizer gun. Several officers
expressed a desire to be able to carry a tranquilizer gun on their vehicle. Management stated
that they would like all of the ACOs to be trained and supplied with tranquilizer guns.
The ACOs carried a chemical spray called Halt but there was no SOP for its approved use,
reporting requirements, or animal care after exposure to this chemical.
One of the ACOs carried a baton or asp on their duty belt, but there was no SOP or training
for its use or handling. The chief ACO stated that the baton had not been purchased or
approved by the JPASD. She was unaware of whether the ACO was allowed to carry it, but
they had not looked into the rules governing the instrument in the State of Louisiana.
The JPASD vehicle fleet included: seven animal control vehicles, with modular transport
boxes from Swab Wagon Company, one stock trailer, one disaster/mobile adoption trailer,
one 1-ton truck for pulling trailers, one Suburban for the humane officers to share, two fullsize trucks for dead animal transport, and one full-size truck for supplies pick-up. The
transport boxes had ventilation slats in each of the animal transport cage doors and an electric
air conditioning system on the roof circulating air throughout the animal compartments. Staff
205
told The HSUS team that the air conditioners were not always operational on all of the
vehicles and that they had issues with their equipment services department repairing them.
Each vehicle displayed the Jefferson Parish logo on the doors and on the back, the phone
number, the vehicle ID number, and the Web site address. The HSUS team witnessed the
ACOs clean and disinfect the vehicles at the beginning of their shift and after every animal
that was on the vehicle.
The ACOs were professional and most were neat in appearance–uniformed and easily
identifiable by the public. Several of the officers had their shirts untucked while in the field.
The uniforms consisted of short sleeve, gray collared shirts and black slacks with badges
indicating “Animal Control” that they wore either on their hip or on a chain around their
neck. The shirts had Jefferson Parish Animal Shelter embroidered on the front. The uniforms
were cared for and cleaned by the individual employee. Each officer was provided with any
combination of five shirts or slacks. Most of the officers did not like the slacks, but preferred
BDU pants which they purchased for themselves. The ACOs were not provided any
footwear. Some ACOs were wearing hats with logos of sports teams.
Recommendations:
Compare current ACO equipment with the following suggested list:
Animal Handling Equipment
Restraint pole(s)
Cable leashes
Regular leashes
Long-handled net
Capture gloves
Leather shelled, Kevlar lined gloves
Disposable gloves
Heavy rubber gloves
Plastic carriers
Raccoon/cat trap
Dog trap on wheels
Trap transfer cage(s)
Animal stretcher with wheels
Blankets (for scared, trapped, and injured
animals)
Lead shank for large animals
Animal grasper
Fowl leg grasper
Horse halter
Rope halter (cows/horses)
Rope (cotton)
Snake tongs and snake bag
Plastic bat container
Food and Comfort Items for Animals
Towels (cloth and paper)
Squeak toy/ball
Bottled drinking water
Dog food
Dog treats
Cat food
206
Health and Safety Items
Waterless disinfectant
Biohazard protection kit
Breathing apparatus and protective clothing for
hoarding cases
First aid kit for animals
First aid kit for people
Thermometers for animal’s temperature
Digital Infrared Thermometers for temperature
of surroundings during cruelty cases
Eyewash
Hand wipes
Hand warmers
Safety glasses and hard hat
Life jacket
Fire extinguisher
Flares/triangles
Gate Openers so ACOs don’t have to stop and
open window to open gate creating an unsafe
environment after hours in the dark
Tools
Bolt cutters
Shovel
Pocket knife
Ice scraper and snowbrush
Regular screwdriver and Phillips screwdriver
Hatchet
Animal Handling Equipment
Cat treats
Sweet feed in coffee can (to attract equines and
farm animals)
Food and water bowls
Record-keeping Forms and Educational
Materials
Citations
Summons
Complete Animal Control Laws, including
abbreviated versions for distribution
Mileage Log Sheet
Citation and Warning and Ticket Books
License reminder postcards
License Applications
Trap Agreements
Deer tags (for deer who have been hit by cars)
Door notices
Business cards
Incident Reports
Bite Reports
Microchip scanner
Maps
Directions to shelter
Sample Lost/Found Flyers
Responsible Pet Owner Information Handouts
Stapler and staples
Weather and Vision Aids
Binoculars
Flashlight and batteries
Magnetic floodlight
Raincoat
Heavy gloves
Boots
Waterproof tarp
Sunglasses
Vehicle safety light bars with amber covers on
top of cab of trucks, including alley and take
down lights to increase visibility at night
Spot mirrors on side-view mirrors on all trucks
Miscellaneous
Deodorizing spray (for skunk and other odors)
Air freshener
High-quality, up-to-date, laminated maps of
areas, kept in a ring binder
Navigational units for officers vehicles to locate
addresses
Disinfectant for cleaning cages and equipment
Spare uniform
139
Henneke Body Scoring Chart
207
Health and Safety Items
Duct tape
Masking tape
Toolbox
Garbage bags
Crowbar
Investigation Devices
35mm or digital camera
Polaroid camera
Video camera
Tape recorder
Notepaper
Tufts Animal Care and Condition Scales (dogs)
Horse conformation chart
139
Henneke Body Scoring Chart
Horse weight tape
Cattle weight tape
Large evidence envelopes
Small and large plastic zipper-lock evidence
bags
Stickers/labels (for labeling evidence)
Indelible markers
Pens
Communications Equipment
Handheld radio that connects to dispatchers
In-vehicle mounted radios
In-vehicle mounted computers for updating call
information into AS400 and improve response
time to calls
Cellular telephone
Pager
Develop an equipment check list for each vehicle and each ACO. Each ACO should
be responsible for all their equipment and its working condition.
Provide each ACO with five sets of shirts and pants and a pair of boots for outdoor
use. Replace damaged uniforms and provide ACOs with a fresh set of uniforms on a
yearly basis. Order hats with the parish’s logo or the name of the JPASD so that
citizens can easily identify the ACOs as parish employees.
Ensure that all of the field service vehicle air conditioning units are working properly
in order to reduce heat-related stress on animals.
Continue to clean and disinfect all animal transport cages on the vehicles after each
use.
Incorporate a program to ensure routine inspection and maintenance of field service
vehicles. Create a comprehensive checklist and a maintenance request form for items
that require attention.
Create and implement a weekly vehicle inspection form that management can utilize.
List the required equipment and continue to ensure that each truck is equipped and
properly cleaned and disinfected.
Display the JPASD phone number, physical address, and Web site address
prominently on both sides and the rear of each vehicle. Immediately replace all worn
or damaged logos. Printed messages such as “Spay or Neuter Your Pet” or “Report
Cruelty” can improve the department’s public image and the delivery of its
philosophy.
Reconsider the use of chemical sprays, asps, and batons on animals. The HSUS team
has serious concerns about the use of these items. Officer animal handling skills will
serve the officers in most situations involving aggressive animals. Classes on animal
behavior, capture, and restraint presented by qualified instructors will greatly benefit
officers working in the field. If this equipment is to be used for aggressive animals,
then proper training and certification must be completed. Also, a written policy must
be developed, and all field staff must be trained on its content. Also consider using
citronella spray as an alternative. Citronella spray is far more humane, it will not
harm the public should they accidentally be sprayed, and it will not harm anyone who
comes into contact with a sprayed dog.
Provide ACOs with educational information to distribute to the public. The HSUS
can provide pamphlets describing how to live humanely with wildlife neighbors and
alternatives to trapping; brochures about barking dogs, understanding why they are
barking, and solving barking issues in a humane manner; information on low cost
spaying and neutering, proper shelter, and humane restraining techniques. ACOs
should distribute a synopsis of local animal control laws as well as pertinent state
cruelty laws.
208
Discussion:
Most, if not all of the upgrades, changes and additions recommended by The HSUS team
regarding equipment and vehicles could be accomplished within six months. These changes
will improve safety and professionalism and lower the incidence of disease in the facility.
9.24
LAW ENFORCEMENT BACKUP AND RELATIONS
Observations:
ACOs stated that, when needed, the law enforcement community was not always quick or
responsive to their calls for assistance with hostile or uncooperative citizens. They also stated
that law enforcement expected the ACOs to provide an estimated time of arrival and quick
response to their needs. The team was told that ACOs tried to assist and respond to police
requests as quickly as possible to maintain and improve working relationships, but due to
inadequate staff they were not always able to respond as fast as they would like. No police
assistance was requested during the site visit. Although the ACOs did not normally interact
with the fire departments, there were rare occasions when the JPASD needed a hook and
ladder and the fire department was quick to respond and provide assistance. In fact, during
The HSUS site visit, the Jefferson Parish Fire Department was at the shelter testing the fire
hydrant.
The JPASD staff had concerns with the lack of training that the Jefferson Parish Sheriff’s
Department (JPSD) received on animal control issues. ACOs and humane officers told The
HSUS team that the JPSD officers responded to cruelty calls and that the officers were
unfamiliar with cruelty laws and normally unwilling to provide assistance.
One ACO described an incident in which an ACO was asked by the JPSD to enter the
residence of a dangerous criminal suspect to secure a threatening dog, prior to law
enforcement entry. The ACO was very nervous and doubted he would do that again.
During one of the visits at the Jefferson Parish president’s office The HSUS team was
informed that new recruit JPSD officers and officers-in-training could provide assistance to
the JPASD through follow-ups and ride-alongs with ACOs to assist with calls and to have a
better understanding of animal control.
Recommendations:
Continue to build the relationship between the JPASD ACOs and the JPSD officers
through good communication and cross training. Some communities have a
representative of animal control address the police officers somewhere in the cycle of
training once every year or two. The purpose is to explain animal control’s role,
abilities, answer questions, and thank the police for their continued support.
Do not send ACOs into dangerous situations prior to the police; the scene should be
secured and cleared by law enforcement before ACOs are allowed to enter a
dangerous scene.
Consider providing training to law enforcement officers on reading dog behavior,
209
how to handle animal emergency situations, general information about rabies, the
signs of a sick animal, and what to do when confronted with an animal.140
Have JPSD officers provide follow-up calls for the JPASD on verification of
warnings and cruelty calls. ACOs stated that a large number of calls that they have
difficulty responding to are follow-ups on verification of warnings on rabies
vaccination/license and ensuring that proper shelter/food/water have been addressed
by irresponsible pet-owners. JPSD officers-in-training could become more familiar
with the parish and animal control laws by doing some of these follow-up calls for the
JPASD. The community would begin to take animal control laws more seriously if
they see the JPSD is also involved in enforcing them.
Discussion:
It is imperative that the police and animal services have a good working relationship. Due to
the dangers that ACOs may face, they need to have confidence that, if needed, their police
department can respond in a timely manner and provide assistance.
9.3
EMERGENCIES/AFTER HOURS
Observations:
Although no emergency/after hours’ calls were observed by the team, the staff seemed very
clear on the policies for handling emergency calls, even though there were no SOPs. When a
call for an animal emergency was made to the fire alarm emergency line, the fire alarm
would contact the on-call ACO via hand-held radio. ACOs told The HSUS team that JPSD
officers were supposed to respond to animal emergency calls after hours for backup and
protection but that was not always the case.
ACOs were required to respond to the following:
140
•
Animal bites
•
Sick or injured animals
•
Stray dogs
•
Dogs under homes
•
Barking dogs
•
Wildlife that is a danger to persons or in living quarters
•
Arrest/traffic accidents
•
Dangerous dogs
•
Other situations considered by the JPASD and JPSD as an emergency animal
situation
“What Dogs Try To Tell Cops” Fact Sheet, In The Line of Duty
210
Injured animals picked up after hours were taken to emergency veterinary clinics for
stabilization and treatment.
The ACOs and humane officers rotated on-call status, each taking a week at a time. The oncall ACO worked the 3:00 p.m.–11:30 p.m. shift. The on-call ACO did not have an on-call
pager or cell phone; calls were given over the hand-held radio. The ACO had shelter keys
and an alarm code for building access. The after hours’ shift was 11:30 p.m.–8:00 a.m.
Monday through Saturday and all day Sunday. ACOs told The HSUS team that after they
picked up an animal and were in-route to the shelter they had an on-call shelter employee
meet them at the shelter to give the animal a vaccination.
Recommendations:
Create written SOPs for all aspects of emergency/after hours’ procedures. The SOPs
should include an emergency call-out list which specifically details which calls are
considered an emergency. This list should be provided to police and fire dispatch so
that they will know which after hours’ calls are considered emergencies. For instance,
a stray dog wandering around a neighborhood, a barking dog, and a stray dog under a
house is not an emergency; however, a stray dog hit by car is. An animal threatening
a human is also an emergency. If police officers are provided with this list, they can
make decisions without contacting animal control.
As previously recommended, consider eliminating the current practice of on-call
shelter employees giving vaccinations after hours.
Discussion:
Traditionally, animal control problems are more likely in the evening hours when: a) more
people are “out and about” and are noticing strays and unconfined animals; b) commuter
traffic results in an increase of accidents involving animals; c) people returning home find
their own animal missing; and d) persons returning home find notices of animal control
violations and then contact the agency to discuss the complaint. Adjusting the hours and the
current shifts for the majority of staff would allow for greater flexibility and better response
time for the public. As an additional benefit, there may also be savings in overtime costs and
less staff burnout.
9.4
JOB DESCRIPTIONS (ANIMAL CONTROL
OFFICERS/FIELD STAFF)
Observations:
The JPASD had job descriptions for the positions of ACO, humane officer, and chief ACO.
The job descriptions were detailed and comprehensive and the ACOs performed the essential
duties of their job description except where noted below. The JPASD had seven ACOs
serving a population of 431,361.141
141
www.census.gov
211
The humane officer job description did not mention kennel worker duties, but one of the
humane officers had been working almost exclusively in the shelter for several months. The
HSUS team rode with an ACO who responded to cruelty calls from six months prior that
were in need of follow-up due to the lack of humane officers investigating cruelty
complaints. Also, the chief ACO job description did not mention dispatcher duties as part of
the job requirements, yet the chief ACO spent all of her time dispatching.
During interviews, members of the public expressed great concern for the handling of cruelty
investigations and the time taken to respond to calls. The team’s observations and interviews
with staff gave merit to these concerns.
Recommendations:
Increase number of ACO positions. By NACA recommendations there should be one
ACO for every 18,000 citizens. Currently in Jefferson Parish there is one ACO for
61,000 citizens. Recommended national standards would require 24 ACOs.
Review the job duties of the chief ACO and the humane officers and consider
increasing their involvement in the daily actions of the field. Duties should not
deviate from job descriptions; this may prevent them from fulfilling their assigned
responsibilities.
Discussion:
Employees performing duties other than those for which they were hired and are being
compensated is a disservice to the animals, community, and the employees. In a civil service
environment, employees may perform job duties below their grade; however, this is a
financial drain given that a lower grade employee would be compensated at a lower pay
level. Highly skilled employees performing duties beneath their skill level may also affect
morale. Furthermore, the care of the animals and services provided to the citizens of
Jefferson Parish may be compromised.
The primary purpose of a job description is to identify the essential functions of a position.
According to the Equal Employment Opportunity Commission (EEOC), essential functions
are those tasks or functions that are fundamental to a particular position. Having clear and
concise job descriptions is key to recruiting and hiring staff. Listing the skills and attributes
that are sought will help make the hiring process more objective. At a minimum, job
descriptions should include the basic skills required, the duties and responsibilities, and
reporting structure. Job descriptions also provide measurable standards by which to
determine qualifications. They are also a tool to assist with performance appraisals,
promotions, and salary increases.142
142
“The Complete Guide to Nonprofit Management,” Smith, Bucklin & Associates, Inc. CR
212
9.5
FORMS/RECORDKEEPING
Observations:
After an ACO completed a call and impounded an animal, the ACO filled out an Animal
Impoundment Sheet and left the bottom hard copy card on the cage with the impounded
animal and the top sheet went to the clerical office for data entry.
The ACOs used paper records for tracking field activities such as calls, warnings, and followups. Investigations such as barking dogs and bites were entered into the AS400 database and
the paper copies were filed under the date; animal cruelty cases were entered into the same
system and filed under zip code.
The JPASD had no record-keeping SOP for ACOs. The JPASD provided The HSUS team
with a variety of forms such as those used to track ACO field activities, warning notices,
citations, quarantine of rabies suspects, rabies observation cards, notices of impounded
animals, and a cruelty bond notice. All of the forms appeared adequate and useful; however,
none of the informational materials or forms were available in Spanish.143
While reviewing forms and copies of standardized documents, The HSUS team noted that
there were no dates of production or revision on some of the forms, brochures, and other
printed materials. Many of the form letters at the JPASD had the name of the previous
director who had transferred from the JPASD more than one year ago.
Hard copies of ACOs daily paperwork were reviewed by the chief ACO on a daily basis.
Cases were kept in file drawers and were filed by officer name and date. During the site visit
The HSUS team witnessed the chief ACO on multiple occasions reviewing the ACOs daily
paperwork and updating the AS400 system.
Staff told The HSUS team that monthly and annual reports were not generated and that the
only report they normally generated from the AS400 system was an impounded animals list
which classified animals as Dog, Cat, or Other. No statistics were used to provide assistance
for trends of animal related problems, benchmarking, or evaluating of employees.
Recommendations:
Provide ACOs access to the AS400 program through on-board computers so that they
may update service calls that have already been initiated by the dispatcher. ACOs
could also enter service calls that they receive in the field into the database. This
would enable a more thorough and condensed reporting system, and would alleviate
redundancy.
Include production and revision dates on all printed forms and materials.
Create forms and information in Spanish so that no one is excluded from using the
JPASD’s services because of a language barrier. The U.S. Census estimated that in
143
HSUS Spanish Phrases for Animal Care Organizations, 2007+
213
2005 Jefferson Parish had a Hispanic/Latino population of over 8%.144
As discussed in sections 4.14 and 9.22, consider acquiring a comprehensive software
program dedicated to animal control which would enable the JPASD to eliminate the
use of the antiquated AS400 software program. This would make training easier for
new staff and provide more useful numbers for management when evaluating
employees, preparing budget requests, and monitoring trends in the parish.
Discussion:
Proper enforcement of local animal control ordinances and state laws depends on detailed
records management in a way that makes the history of a person or an address readily
accessible. If the use of multiple programs is a must then it is important to alleviate as many
redundant aspects of the work as possible in order to save time, which could then be
reinvested in the animals and citizens.
9.6
OFFICER ACCOUNTABILITY PROCEDURES
Observations:
There was no written SOP or measures in place to document ACO accountability. ACOs
were given performance evaluations yearly, but no statistics, benchmarks, or trends were
used in the formal evaluation process.
The chief ACO reviewed the daily activities of the officers daily. The AS400 was not able to
present the pending, current, or completed calls; they relied on the paper Service Report form
which was used to track officer arrival and departure from the scene. ACOs were required to
report when they arrived and departed on a call.
Staff was assigned to the East Bank shelter or the West Bank shelter and when staffing levels
allowed, they further broke down the areas by zip code.
During The HSUS visit, two officers started shifts at 8:00 a.m.—one at the East Bank shelter,
one at the West Bank shelter. At 12:00 p.m. a third officer started a shift, which was when
the two 8:00 a.m. officers went to lunch. At 3:00 p.m. a fourth officer started a shift and the
two 8:00 a.m. officers’ shifts ended. In other words, the peak staffing level during The HSUS
site visit was three officers for a total of two hours, servicing an estimated population of
430,000.
The JPASD had no formal business plan or required benchmarks for their ACOs in order to
gauge effectiveness, delivery, and quality of service.
ACOs felt that management was not always aware of the day-to-day struggles and workload
that was required of them and some staff felt that if they reported problems to management
their complaints would fall on deaf ears. Many staff members told The HSUS team that
144
http://quickfacts.census.gov/qfd/states/22/22051.html
214
during Hurricane Katrina they endured horrible circumstances and that they had never
received any words of appreciation from upper-management of the parish, but that other
departments had received acknowledgements for their efforts. Staff said they felt that the
only time they were noticed was when something was wrong and that management seemed to
focus on negative issues.
Recommendations:
Change the assignments of zones or areas covered periodically so that each officer
remains familiar with various areas of the parish.
Develop an SOP and business plan with staff outlining accountability measures and
benchmarks.
Senior management needs to look at ways to improve communications with all staff.
Staff must also feel that they can communicate issues with management and expect
the problems to be resolved without fear of retaliation.
Put mechanisms in place to acknowledge staff when things go right, not just when
things go wrong. Using incentives such as Pat-on-the-Back notes, a bulletin board
recognizing staff for various positive incidents, or acknowledgements for positive
results during staff meetings can help improve staff morale and ensure staff that
management notices the good, not just the negative.
Discussion:
Officer accountability is extremely important. Accountability SOPs protect the ACO as well
as the agency governing them. The daily log forms can be one of the most important tools in
evaluating productivity and ensuring officer accountability. Miles driven, travel time between
calls, time spent on each call, etc. are clear indicators that can be used to measure an officer’s
productivity.
Alternating zones for ACOs gives new perspective to the ACO and lends itself to better
patrolling as each person has his or her own routine and notices different things in the
surroundings. The ACOs need to be very familiar with the parish when they are on call and
rotations of territory helps to keep everyone au fait with community changes.
9.7
ANIMAL CONTROL ORDINANCE REVIEW
Observations:
The JPASD is required to enforce Chapter 7—Animals and Fowl of the Jefferson Parish
Code of Ordinances. The original Ordinance was instituted in 1961 and the majority of
revisions were accomplished in January of 1998, with a few revisions in March 1995,
January 2000, September 2000, and October 2001.
The Ordinances were divided into Articles and Divisions, which consisted of:
Article I. In General
215
Article II. Animal Control and Welfare
Division 1. Generally
Division 2. Animal Shelter Impoundment
Division 3. Registration and Vaccination of Dogs and Cats
Division 4. Rabies Control and Bite Cases
Division 5. Commercial Establishments and Stables
Division 6. Care and Treatment
Division 7. Public Nuisances and Vicious Animals
Article III. Hogs
Article IV. Bird Sanctuaries
Article V. Beekeeping
Staff told The HSUS team that when ordinances were created or revised they had little input
or knowledge during the developmental stage, and in the past they found out about new
Ordinances through inquiries of the media or the public after they had become law.
The majority of the Ordinances were comprehensive and functional. Through interviews with
staff, the following Ordinances were recommended to be included in the Code of Ordinances
for Jefferson Parish:
•
Definition of feral cat colonies
•
Definition of prohibited animals
•
Chaining or tethering restrictions that set an exact time limit or time frame (such as
between midnight and six a.m.) that the animal can be confined by such a manner145
•
Mandatory microchipping
•
Restraint ordinance that requires animals to be behind a secure enclosure and would
prohibit chaining or tethering animals in the front yard
•
Animals in the back of vehicles
•
Limit the number of animals that can be owned, or put in place a multiple pet permit
•
Authorization to remove animals in distress or a potentially dangerous situation
locked in parked cars
•
Spay/neuter requirement, unless the owner has a breeders license
Recommendations:
As Jefferson Parish updates its Ordinances, consider contacting The HSUS for
examples of progressive animal-related Ordinances that have been implemented in
other areas.146
Provide training and develop relationships within the Jefferson Parish Sheriff’s
145
146
Tethering Ordinance examples
HSUS “Guide to Cat Law, A Guide for Legislators and Humane Advocates”+
216
Department to better educate police officers on the crime of animal cruelty. Since
most forms of animal cruelty are felony offenses, the JPSD’s involvement is not only
beneficial, it is required to prosecute a felony crime. The JPSD should assign at least
two detectives that the JPASD can work with on criminal cruelty cases and who can
provide advice, direction, investigation, and prosecution. The JPSD also needs to
allow the humane officers the ability to instruct police officers on animal cruelty and
the role that the police department plays in such offenses.
Work closely with the parish administrators and attorneys to address the needed
Ordinance changes from the suggestions listed above and any other Ordinances
deemed necessary for revision or inclusion. The JPASD must be involved in the
creation of Ordinances that they will be charged with enforcing.
Review Ordinances yearly to gauge the effectiveness of the animal control program
and to ensure that the mission of creating safe neighborhoods for both people and pets
is being met.
In an effort to reduce pet overpopulation, form collaborative partnerships in the parish
to address the core issues of education and the sterilization of pets.
Discussion:
According to Animal Control Management, A Guide for Local Governments, the following
animal control laws should be strived for over time:
Mandatory registration
Citation and impoundment fees
Dangerous-dog laws
Rabies control
Restraint laws
Nuisance laws
Pooper scooper laws
Animal limitation
Security bond provisions
Other provisions such as:
• Regulation of pet shops
• Reporting by animal dealers
• Animal cruelty and neglect
• Keeping of wild, exotic, and novelty animals
• Animal events
• Guard dogs
• Pet giveaway prohibition
• Pound seizure prohibition
• Breeding restrictions
217
Animal control laws are really quality of life laws. Communities with good animal control
ordinances are generally better places to live because they provide good enforcement policies
and procedures and empower enforcement personnel by giving them the tools they need to
address the issues. In these places, barking dogs do not disturb the citizens’ quality of life,
citizens and mail carriers can walk down the streets without fear of being attacked, and
public places and parks are not soiled with dog feces. Would ordinance changes reduce the
number of animals coming into the shelter or improve citizens’ quality of life? If so, they
should be addressed. However, it is important to keep in mind that additional ordinances
usually have costs associated with them. Lawmakers need to understand that animal control
laws are a very important part of the makeup of a good community.
9.8
LICENSING
Observations:
Chapter 7, Division 3, Registration and Vaccination of Dogs and Cats, required that all dogs
and cats four months of age or older be licensed. The licenses could be purchased either at
the shelter or from participating veterinarians upon presentation of a rabies vaccination
certificate from “a licensed veterinarian or licensed veterinary technologist” showing the
animal had been currently vaccinated.
The JPASD did not have an SOP regarding animal licensing. Records of licenses sold and
trends were not readily available at the time of The HSUS site visit. The only document
available showed that the JPASD sold 2,489 tags in 2006 and 2,454 tags in 2007 with
veterinarians selling 41,879 tags in 2006 and 24,574 in 2007.
There was no differential fee for altered/unaltered animals. The fee for animal licensing was
$2.00 and the license was valid for one year. There was no fee for a license for individuals
owning service animals.
The JPASD had no information about licensing on its Web site. Management stated that on
occasion officers canvassed neighborhoods for license compliance. By ordinance, the JPASD
holds one annual Rabies Vaccination Campaign for Dogs and Cats.147 This is the only
vaccination program offered by the JPASD. Staff told The HSUS team that the cost at the
annual Campaign for a rabies vaccination/license is $10.00, but if a citizen obtains these at
any other time of the year, the cost is $7.00.
Recommendations:
Pursue the possibility of allowing license sales revenue to be put into a fund account
for the JPASD to go only toward low cost spay/neuter programs and other programs
beneficial to the goals and objectives of the animals in the care of the department.
Consider providing additional staff that would perform only license registration
through canvassing and enforcement. Areas such as Los Angeles County Animal
147
www.jeffparish.net/index.cfm?DocID=3389
218
Control have revenue officers that target neighborhoods to check for current
registration and issue citations for non-compliance.
Make the licensing records available to the ACOs via computer so they have 24-hour
access to the most up-to-date licensing information. Computer access would benefit
the ACOs as they return or receive animals.
Implement a stronger differential registration program. Increase the registration fee
for unaltered animals to encourage sterilization. This helps serve as encouragement
for getting animals sterilized and rewards responsible owners of altered animals with
a lower fee. An effective differential registration program will help reduce the
number of litters that pass through the shelter.
Develop and distribute educational materials promoting the benefits of
microchipping. The JPASD and veterinarians should be encouraged to provide
affordable microchipping to their clients.
Develop written SOPs that address the “who, what, why, and how” of using
microchip technology. Written SOPs should address training, scanning techniques,
scanner maintenance, and tracing ownership.
Provide information on the Web site concerning the requirements, costs, locations,
and incentives for the public to have their animal licensed.
Work with other animal organizations to assist with neighborhood canvassing and
promotional events to increase licenses.
Generate a monthly license report, which would aid in tracking trends for creating an
animal registration marketing campaign.
Organize a quarterly low-cost rabies vaccination, license, and microchip clinic for
residents of Jefferson Parish. The fees for the Rabies Vaccination Campaign need to
be reevaluated to provide an incentive for residents to obtain their rabies
vaccination/license at the Campaign. Current fees provide citizens the incentive to
wait until after the Campaign in order to save $3.00.
Discussion:
Consistent, clear messages are very important in educating and encouraging the public to do
what is right. In most cases, people have not educated themselves about animal laws in their
communities. Correct information provided in a neat and concise manner can be very
effective in assisting the public and encouraging them to do what is required to correct a
situation.
Animal mandatory registration programs are commonly one of the most mismanaged
programs of local governments across the United States. They are inherently set up to fail
from the beginning because their purpose is often misunderstood.
219
Mandatory registration serves eight functions:148, 149
•
As a lost pet recovery service
•
As a statistical tool
•
Ensures rabies vaccinations
•
As a revenue source
•
As cat control
•
Promotes spaying and neutering
•
Helps ensure compliance with local ordinances
•
Lowers the burden for non cat/dog owning tax payers
There are many local governments that believe animal registration programs should be
expected to generate a significant portion of the animal control agency’s budget. However,
that would be the equivalent of saying that revenue from police citations should underwrite
the cost of the police department—a totally erroneous assumption. Actually the biggest
benefits of a well run registration program are that animals are identified and hopefully, with
the right fee structure, the majority are sterilized. This can save an animal control agency and
taxpayers tens of thousands of dollars in reduced response to citizen complaints, numbers of
animals impounded, and housing costs. A well-run registration program also expedites the
process of returning a lost animal with an identification tag to his or her owner—with a
citation when necessary—instead of costly impoundment, transport, and sheltering.
According to the American Pet Products Manufacturers Association’s (APPMA) 2007–2008
National Pet Owners Survey, 39.4% of U.S. households own at least one dog and 34% of
U.S. households own at least one cat. The average number of dogs owned per dog-owning
household is 1.67 and the average number of cats owned per cat-owned household is 2.3.
According to the 2006 U.S. Census and the pet estimate formula, Jefferson Parish has a
population of 431,361, with 176,234 households. Using the formula provided in Animal
Control Management, A Guide for Local Governments, there are approximately 115,958
dogs and approximately 137,815 cats living in Jefferson Parish. Without some sort of
registration via microchip or licensing, the jurisdictions have no way to track pet ownership.
An effective registration program encourages the public to comply because they get
preferential service if their animal is found by animal control. Mandatory registration is often
more successful when promoted as a pet protection service rather than a licensing tax.
Several communities will return a registered animal running at large to his home, free of
charge for the first violation as a benefit of complying with pet registration laws. However, a
148
Animal Control Management, A Guide for Local Governments, International City/County Management
Association, 2001, p. 16 CR
149
Naca News, “Licensing Makes Great Cents” CR
220
registration program must be actively enforced or compliance will be low.150, 151, 152
Animal registration programs should be managed by the agencies that benefit from them.
Programs operated by government tax collector offices, water departments, and police
departments are not usually successful.
9.9
DOGFIGHTING
Observations:
The JPASD did not have an SOP for handling dogfighting cases.
ACOs and management interviewed during the site visit indicated that dogfighting used to be
more visible in Jefferson Parish, but in the past few years they believed that it had gone
underground. They stated that they contend with unorganized neighborhood fights on
occasion, but their biggest exposure to dogfighting is the animals they encounter who have
scars from being fought, but the animals cannot be linked back to owners. The ACOs
indicated that there were more issues with juveniles sparring Pit Bulls, in part related to gang
activity.
ACOs told The HSUS team that there is no communication between them and the JPSD on
dogfighting and that if one agency handled a dogfighting-related issue it was unlikely that the
other agency would be alerted. The Louisiana state law for dogfighting, R.S. 14:102.5,
explains that it is a felony to dogfight, a felony to possess dogs for fighting, and a
misdemeanor to be a spectator of a dogfight.
Recommendations:
Develop a written SOP covering dogfighting in conjunction with the JPSD. Such a
policy should outline what signs to look for that might indicate dogfighting activity.
This SOP should also explain how to safely make inquiries and gather information
from the public. The SOP should specify how that information is to be presented to
the appropriate investigators.
Encourage ACOs to utilize The HSUS Animal Fighting and Cruelty campaign Web
site and to read related articles in Animal Sheltering magazine.153, 154, 155
Provide all ACOs and law enforcement officers in the parish with training on the
recognition of wounds, training equipment, and other signs indicative of dog fighting.
150
151
152
153
154
155
Naca News, “Mo’ Licenses Mo’ Fees Mo Money!?,” September–October 2003 CR
HSUS Animal Sheltering magazine, “Taking License With an Ad Campaign,” September–October 1999+
HSUS Animal Sheltering magazine, “You’ve Got a (Pet Friendly) Friend in Pennsylvania,” September–
October 2000+
www.hsus.org/acf/fighting/dogfight/
HSUS Animal Sheltering magazine, “Dogfighting Investigations,” July–August 2006+
HSUS Animal Sheltering magazine, “The Costs of Dogfighting,” November–December 2007+
221
The HSUS recommends that no dogs seized from dogfighting operations, even
puppies, be placed for adoption or transferred to placement partners. Although some
of the dogs and puppies seized may appear perfectly friendly, it is important that the
JPASD err on the side of caution.
Coordinate communications and training exercises with the gang unit of the JPSD. If
either agency has knowledge of dogfighting, they need to ensure that both sides are
aware of the incidents and develop an investigation protocol between the JPASD and
the JPSD.
Provide the opportunity for every ACO to attend dogfighting investigation
workshops. These workshops move around the country and can be brought within
driving distance of Jefferson Parish, so no overnight travel or airfare would be
required. The HSUS provides future dogfighting training courses on its Web site. In
fact, on March 6, 2008, an Illegal Animal Fighting Investigations workshop is being
held in Lawrenceville, GA; registration for this workshop ends February 21, 2008.156
If the JPASD has issues with illegal animal fighting in the future, it may best be
handled by working in conjunction with state police departments. The investigation of
illegal animal fighting activities by local law enforcement, animal control, and
humane agencies is frequently difficult, frustrating, and unsuccessful. The lack of
success is most often due to circumstances beyond the control of the investigating
agency. Because of the specialized nature of the criminal activity, participants are
often scattered over a wide area involving multiple jurisdictions. The broad
distribution of participants may present certain difficulties unless the investigation
effort is tightly coordinated among a number of law enforcement agencies.
Discussion:
The HSUS has created materials to help local agencies educate both the public and local law
enforcement about the crime and animal suffering involved in illegal animal fighting. These
educational materials will assist the JPASD—whether now or in the future—in starting a
campaign to educate the community about illegal animal fighting in your community.
In recent years, The HSUS has seen an unprecedented increase in both illegal cockfighting
and dogfighting activities in this country. This tortuous “blood sport” results in anguish and
acute suffering and pain for those animals who are forced to fight. In addition, dogfighting is
a dehumanizing and degrading activity—a serious offense to the sensibilities of a civilized
society—and certainly an offense warranting a felony penalty. Dogfighting is a sadistic
“contest” in which two dogs, specifically bred and trained to fight, are placed together for the
purpose of attacking and mauling each other. The momentum for this activity stems largely
from a desire to “be the toughest,” to earn money for their owners, and to entertain
spectators. Fights average nearly an hour in length and often last more than two hours.
Dogfights end when one of the dogs is no longer able or willing to continue.
156
http://www.humanesocietyu.org/workshops_and_classes/iaf_lawrenceville.html
222
The injuries inflicted and sustained by dogs participating in dogfights are frequently severe,
even fatal. The Pit Bull terriers used in these fights have been specifically bred and trained
for fighting and are unrelenting in their attempts to overcome their opponents. These dogs
have extremely powerful jaw muscles. The crushing of their jaws produces severe bruising,
deep puncture wounds, and often, broken bones. Dogs who survive a fight often die of blood
loss, shock, dehydration, exhaustion, or infection, hours—or even days—after the fight.
Other animals are often sacrificed as well. Owners often train their dogs for fights using
smaller animals such as cats, rabbits, or small dogs. These “bait” animals are often unwanted
litters, stolen pets, or animals obtained through “free to good home” advertisements. The
numerous raids across the country have unearthed many disturbing facets of this illegal
“sport:”
•
Young children are often allowed or forced to watch, which promotes an insensitivity
to animal cruelty, an enthusiasm for violence, and a lack of respect for the law;
•
Illegal gambling is often the norm at dogfights. While owners and spectators enjoy
watching dogs injure and maim one another, they spend thousands of dollars
wagering on their favorites;
•
Firearms and other weapons are quite common at dogfights because of the large
amounts of cash present; and
•
Illegal drugs are often sold and used at dogfights.
Dogfighting is illegal in all 50 states, and the federal Animal Welfare Act prohibits the
interstate transportation of dogs for fighting purposes. Dogfighting is a felony offense in 47
states, being a spectator to a dogfighting event is illegal in 48 states, and the possession of
dogs for fighting purposes is illegal in 45 states. Dogfighting is often considered a felony for
the following reasons:
•
The cruelty involved in dogfighting should be punished by more than a slap on the
hand. This is not a spur-of-the-moment act; it is a premeditated, cruel, and abhorrent
practice that has no place in a civilized society.
•
Dogfighting yields large gambling profits for participants.
•
Those involved with dogfighting conspire to keep dogfights secret, so investigations
and other law enforcement actions may be difficult and extremely expensive. Law
enforcement officials are more inclined to investigate dogfighting if it is a felony.
•
As more states make dogfighting a felony offense, those remaining states with low
penalties will become a haven for dog fighters. All states must classify dogfighting as
a felony if they are to eradicate this cruel practice.
9.10 INVESTIGATIONS AND ENFORCEMENT
Observations:
The JPASD did not have an SOP for animal cruelty investigations that outlined the various
223
steps that should be taken depending on the severity of the cruelty or neglect. The ACOs told
The HSUS team that the majority of investigations involved neglect and basic failure to
provide care.
The JPASD had an SOP for Bite/Attack Cases and Adjudication Hearings and Rabies
Observation Testing.
Under Louisiana state law R.S. 14:102.1:
§ 102.1. Cruelty to animals; simple and aggravated
A. (1) Any person who intentionally or with criminal negligence commits any of the
following shall be guilty of simple cruelty to animals:
(a) Overdrives, overloads, drives when overloaded, or overworks a living animal.
(b) Torments, cruelly beats, or unjustifiably injures any living animal, whether
belonging to himself or another.
(c) Having charge, custody, or possession of any animal, either as owner or
otherwise, unjustifiably fails to provide it with proper food, proper drink, proper
shelter, or proper veterinary care.
(d) Abandons any animal. A person shall not be considered to have abandoned an
animal if he delivers to an animal control center an animal which he found running at
large.
(e) Impounds or confines or causes to be impounded or confined in a pound or other
place, a living animal and fails to supply it during such confinement with proper food,
proper drink, and proper shelter.
(f) Carries, or causes to be carried, a living animal in or upon a vehicle or otherwise,
in a cruel or inhumane manner.
(g) Unjustifiably administers any poisonous or noxious drug or substance to any
domestic animal or unjustifiably exposes any such drug or substance, with intent that
the same shall be taken or swallowed by any domestic animal.
(h) Injures any animal belonging to another person without legal privilege or consent
of the owner.
(i) Mistreats any living animal by any act or omission whereby unnecessary or
unjustifiable physical pain, suffering, or death is caused to or permitted upon the
animal.
(j) Causes or procures to be done by any person any act enumerated in this
Subsection.
224
Parish Ordinance, Chapter 7, Division 6, Section 7-126 covered cruelty violations that
coincided with state guidelines, and Chapter 7, Division 4 covered animal bites and
quarantine procedures.
The humane officers and ACOs stated that normally the process of cruelty investigations
started when they were assigned to investigate a case. The humane officer or the ACO would
take photos, conduct interviews, and gather witness statements. The ACOs would then turn
their reports into the humane officers and they will review the file and follow-up if need be.
As mentioned in section 9.4, The HSUS team witnessed the handling of investigations and
follow-ups dated six months prior.
During the ride-alongs, of the eleven service calls that The HSUS team witnessed, eight
animals were impounded. The HSUS team witnessed two of the ACOs impound three cats,
two opossums, and one raccoon that were all captured in humane traps. All of these animals
were handled humanely and were removed from the trap with a transfer cage. One officer
picked up an owner released dog and loaded him onto the truck. While the owner signed over
the dog, the ACO addressed the citizen’s cat who was running loose by explaining the parish
Ordinances concerning cats. The HSUS team also witnessed a call concerning a cat stuck in
the firewall of a vehicle in a parking garage. Once the panel to the firewall was removed by a
mechanic, the officer reached in with a gloved hand, carefully removed the cat, and placed it
in a transfer cage. On all of the calls that The HSUS team witnessed, the ACOs always used
the least amount of restraint when handling animals, careful not to injure or further stress the
animals.
Recommendations:
Update the SOPs to include all aspects of enforcement and investigation.
Provide the ACOs with immediate training on case preparation and presentation: how
to organize a case, what documentation is needed, how to write a good report, and
how to present it. Include training in testifying, interviewing, search and seizure,
chain of custody, photography, evidence gathering, field notes, the plain view
doctrine, etc.157
Provide ACOs with professional-looking educational materials covering issues like
responsible pet care, rabies, parish Ordinances, and spaying/neutering.
Use a door hanger or postcard to let people know how the agency has responded to
their complaint, if complainants cannot be located.
The JPASD ACOs should be applauded for their humane handling of animals. The
goal in animal handling is to use the least amount of restraint to safely handle the
animals and the ACOs demonstrated this well. Remember that even when a restraint
pole is needed, the animal needs to be humanely handled. Lifting an animal by its
neck is not acceptable. The ACO needs to place an arm on the underside of the
157
HSUS Animal Sheltering magazine, “Animal CSI: Gathering the Evidence,” July–August 2007+
225
animal while the restraint pole is around the neck to protect the animal from
discomfort and pain.
Send select ACOs to the National Cruelty Investigations School.158
Encourage key parish officials to participate in a First Strike workshop.159
Discussion:
Successful animal control is a combination of education and enforcement. The key to success
is the careful balance of each of these aspects. Many animal control agencies apply too much
enforcement and too little education. Others do not enforce and are therefore ineffective. The
goal should be to educate owners and help them improve the conditions in which their
animals live. If the improvements are not made in a timely manner, enforcement action
should be taken.
9.11 FIELD SERVICES/ANIMAL CONTROL CONTRACTS
Observations:
The JPASD provides full service animal control for all of the municipalities throughout
Jefferson Parish except for the City of Kenner, for which the JPASD only housed the
animals. The costs of services for the parish’s municipalities for animal control in 2007 were
as follows:
Grand Isle
Gretna
Harahan
Kenner*
Lafitte
Westwego
$6,775
$75,526
$43,243
$222,737
$9,763
$46,631
* Cost for field services taken out of calculation for the City of Kenner because it is the only
municipality in Jefferson Parish that provides its own field services.
Gretna, Harahan, and Westwego issue their own citations on animal violations.
Staff told The HSUS team that their relationship with the City of Kenner was good and that
when the JPASD needed assistance or a City of Kenner ACO needed assistance the two
agencies worked together. Staff also stated that when violations occurred in the
municipalities they did not issue citations, because it was difficult to get a response from law
enforcement because animal issues were not taken seriously.
158
159
www.code3associates.org/NCIS.php
www.hsus.org/firststrike
226
Recommendations:
Require that law enforcement officers who are required to issue animal violation
citations attend animal control training or do a required ride-along with an ACO so
that they will become familiarized with the varying degrees of violations one
encounters in the field.
9.12 WILDLIFE ISSUES
Observations:
The JPASD did not have an SOP concerning wildlife, trapping, relocation, or educating the
public on living with wildlife.
The ACOs, in general, had a limited understanding of wildlife issues including behavior,
exclusion techniques, and zoonosis. The principal species processed were raccoons,
opossums, snakes, rats, squirrels, armadillos, bats, and, on occasion, alligators. Staff told The
HSUS team that they were not provided with training on snake or alligator capture and
handling. As mentioned in section 3.25, Wildlife Housing, it was standard operating
procedure to relocate wildlife on the river levee. An undated memo entitled, “Alligator and
Snake Problems,” stated the following:
Jefferson Parish Animal Shelter does not handle these types of problems so please refer
all callers to seek an exterminator or they can contact one of the following people.
Before calling [name] for any alligator problems they need to call Wildlife & Fisheries
Refuge to get a claim or contact number.
Traps were available to the public for a $35.00 deposit and a time limit of 2–3 weeks. The
JPASD delivered traps to the public based on complaints; no attempt was made to educate
citizens on animal exclusion instead of trapping and eradication.
The JPASD could not provide statistics on the numbers of wildlife impounded. The only
available statistics for impounded animals were for dogs, cats, and “others;” wildlife was
encompassed in the “others” category.
Recommendations:
Place additional emphasis upon the wildlife portion of the officers’ training, including
the capture and handling of snakes and alligators. This would consist of departmental
policies, ordinance requirements, common species, and behaviors.
Deliver traps only to the elderly or disabled. The JPASD does not have enough
officers to respond to priority calls and deliver traps for non-bite animals, which are
not priority calls. Citizens can pick up and return the traps.
Only loan traps to remove a wild animal if it is: causing actual damage to property,
sick or injured, confined to an area from which it cannot escape (such as in the home),
or posing an immediate health or safety threat to persons or domestic animals. The
mere presence of an animal should not constitute a valid basis for control.
227
Instruct citizens that captured, non-target wildlife (for example, an opossum is caught
but the target is an armadillo)—that is neither causing actual damage, nor an
immediate threat to the health or safety of persons—to release them at the site of
capture. Then, the conditions that led to this should be resolved (e.g. patching access
holes into attics or crawl spaces, etc.).
Provide complainants with information on available wildlife control methods to help
alleviate their problem. Also provide them with methods and practices which the
citizen may employ in the future to avoid a recurrence of the wildlife problem. If the
caller claims to have tried these methods with no success, an ACO should be
dispatched to evaluate the situation. In cases where the caller is threatening to harm
an animal, the ACO should be made aware of the threat and be dispatched to resolve
the problem.
Include information on rabies and solutions to wildlife conflicts on the Web site in
order to encourage people to resolve issues before calling. For those without Internet
access, hard copies of the information should be provided. Many organizations,
including The HSUS,160 have information on the Internet that the JPASD can link to
its Web site.
Refer complainants to a wildlife control operator if they insist on removal of an
animal that is not causing damage to property, is not sick or injured, is not confined to
an area which it cannot escape, and is not posing an immediate health or safety threat.
If a wild animal must be trapped and relocated, a trained professional should
determine if the site and conditions are appropriate for release because relocating wild
animals can be a death sentence for them. The determination should include such
factors as the time of year, food and water sources, saturation of the species in the
area, predators, etc.
Advise citizens to watch orphaned wildlife from a distance to determine if the adult
returns. If an adult does not return, the citizen should be advised to keep the animal
safe and warm until it can be brought to the shelter or picked up by an ACO. A
rehabilitator would be a valuable contact in this situation.161
Provide each person borrowing a trap with information on safe and humane trapping
procedures, instructions on what to do after an animal is trapped, and what to do in an
emergency situation such as trapping an injured animal.
Begin keeping detailed records for the wildlife cases that the JPASD handles. The
following data should be kept for each case:
Complainant’s name, address, and phone number
Date(s) of service
160
www.hsus.org/wildlife/urban_wildlife_our_wild_neighbors/the_humane_approach_to_
humanwildlife_conflicts.html
161
HSUS Wild Neighbors, The Humane Approach to Living with Wildlife, Page 6
228
Nature of complaint
Methods employed to alleviate the problem
Disposition of animal including method of euthanasia, location of release site, or
name, address, and phone number of wildlife rehabilitator
In addition, a yearly summary should include the following:
Total number of complaints received
Total number of complaints serviced
Number and kinds of animals released at the site of capture or relocated
Number and kinds of animals transferred to a wildlife rehabilitator
Number and kinds of animals euthanized and method of euthanasia employed
For more information about dealing humanely with wildlife issues, contact The
HSUS,162 or visit AAA Wildlife Control.163
Discussion:
The rapidly growing number of human-wildlife conflicts in urban and suburban areas directly
affects the operation of animal shelters and the work of animal control professionals. People
generally misunderstand the normal behavior of urbanized wildlife; fear the animal or the
possibility of contracting rabies, or feel, without any real basis, that the animal is a nuisance.
Public education is the first and perhaps most crucial role that animal control professionals
can play in meeting the needs of the community.
It is normal to see raccoons, opossums, and other urbanized wildlife during the day, even
though these animals were once nocturnal. Wild animals have become accustomed to being
around people, and the loss of habitat to development has led to wildlife adapting to human
environments. Although wild animals once sought shelter and food in the woods, they are
now forced to find shelter in attics, basements, or garages and to eat food left out for pets or
thrown out in our trash.
Callers should be educated about rabies. It is extremely rare to find a rabbit, squirrel, or
opossum with rabies; they are low-risk animals, typically viewed as “dead-end” hosts.
Callers also assume an animal is rabid because it does not show fear of people, but the animal
could have easily been conditioned by being fed by “animal lovers,” thereby lessening its
fear of humans. There are several alternative methods of dealing with “nuisance” wildlife. It
would be more cost effective and a better use of time to have informational material164, 165
available to mail out or refer citizens to, rather than send an ACO on these “nuisance”
wildlife calls.
People are also frequently under the impression that it is best to trap and relocate the animal;
162
www.hsus.org/wildlife
www.aaawildlife.com
164
HSUS Raccoon: Living in Harmony with Your Wild Neighbors brochure+
165
HSUS Beavers: Living in Harmony with Your Wild Neighbors brochure+
163
229
however, this procedure is highly problematic, and The HSUS recommends relocation only
as a next to last resort, preferable only to euthanasia. Problems with adverse climatic
conditions (heat and cold), competition from others of the same species, predation by
different species, locating shelter and food, and the abandonment of the young that are often
overlooked in “nuisance” animal control all make relocation a less-than-desirable option.
Strategies and exclusion techniques that allow wild animals to stay within their known home
ranges while addressing the immediate conflicts they cause are far superior to any other
approaches.
Trap and removal does not solve the problem. If an area in or near the home is attractive to
wildlife, trapping a few members of the species will only make room for others to inhabit the
area. For these reasons, it is best to humanely deter wild animals, or live in harmony with
them,166 rather than trap them.
166
HSUS Wildlife Rehabilitation: Living in Harmony with Your Wild Neighbors brochure+
230
10.0 GOVERNANCE, MANAGEMENT, AND
LEADERSHIP
10.1 GENERAL OVERVIEW
The HSUS team was cognizant of the impact that Hurricane Katrina had on the parish. The
HSUS team was provided details by staff; none of the team members could fathom what the
conditions must have been like. The parish president indicated that the parish is back to preHurricane Katrina status; however, The HSUS team acknowledged the commitment of the
parish to animal care and services by engaging The HSUS in this evaluation.
During interviews, staff told The HSUS team that senior management lacked in leadership,
was not supportive of staff, and failed to provide any communication. The staff felt that there
needed to be better direction and support.
Upon The HSUS team’s arrival, the director appeared unprepared and confused about the
schedule despite receipt of the itinerary a week prior to the site visit. Even though The HSUS
correspondence prior to the site visit included repeated requests to contact the team with any
questions, the team received none. Ultimately, the team did not feel welcome, as the director
did not attempt to introduce the team or explain the purpose of The HSUS site visit to the
staff. Additionally, during the team’s introduction presentation to the staff, the director
exhibited disrespectful body language, such as eye rolling, foot tapping, and answering a
mobile phone call.
10.2 ARTICULATION OF ORGANIZATIONAL VISION,
MISSION, AND PLANNING
Observations:
The JPASD had a mission statement, but did not have a business plan or any measurable
objectives. The JPASD mission statement was “The mission of the Animal Shelter
Department is to serve the citizens of Jefferson Parish in any animal-related matter, and to
administer the animal control and welfare ordinances of the Parish of Jefferson. In doing so,
we must be ever mindful of the necessity for humane care and the protection of animals that
come into our custody.”
The deputy chief administrative assistant stated that the JPASD had a long range plan in
place, but that it had been set aside as a result of Hurricane Katrina and the last one and half
years have been recovering from the aftermath. There was no documentation available to
support any long term or short term planning, nor were there any objectives or benchmarking
set. The task force had been created to review the mission and vision and to review policies
and procedures.
231
A May 2007 article pointed to a task force member who encouraged the JPASD to work
toward becoming a “no-kill” agency.167 While meeting with the task force, there was no
focus placed on the “no-kill” model; the primary focus in terms of planning and direction
was spay/neuter programs.
Recommendations:
Rewrite the JPASD’s mission statement. A mission statement needs to describe in
just a few words the purposes of an organization.168 The current mission statement
describes responsibilities rather than a mission. Ensure that the mission is in keeping
with current priorities.
Post the mission statement in both of the animal shelters. Articulate to staff what the
mission is and how it will be achieved. Seek “buy-in” from the staff.
Develop a three-year strategic plan.169 Planning is essential to realizing goals that the
key stakeholders agree upon. It also facilitates communication and emphasizes
expectations.
The strategic planning team should agree upon key goal areas that represent the
overarching needs of the community. Examples include adoption, spay/neuter, animal
care, volunteers, human resources, outreach, etc.
Within the agreed-upon goal areas, the strategic planning team should develop goal
statements that are still relatively abstract, but that refine the focus within the goal
area. For example, a goal statement under the goal area of human resources may be:
“to attract and retain the most highly qualified staff and volunteers available.”
Write objectives under each goal statement. These objectives should not be abstract,
but should represent measurable and time-specific statements under each goal
statement. For example, under the goal statement example given above, an objective
might be: “To offer one in-service training day per quarter each year beginning in the
third quarter of 2008.”
Develop action plans for achieving each of the stated objectives. The staff that is
accountable for the results should do this.
The strategic plan must be disseminated to the entire staff, and the framework of the
plan (without the specific action plans) should be published on the JPASD’s Web site
and in any publications sent out by the agency. Those persons responsible for
carrying out each element of the plan must be held accountable by management (and
ultimately by the community) for achieving results.
167
Mary Sparacello, “Push on to lower number of euthanasias,” The Times Picayune, May 17, 2007,
http://blog.nola.com/times-picayune/2007/05/push_on_to_lower_number_of_eut.html
168
Mission Statement Examples
169
Blue Mountain Humane Association Business Plan and Strategic Plan Board of Directors Roles and
Responsibilities
232
If issues arise that are outside the scope of the plan, they can be incorporated with the
consent of the planning team. If they are not urgent, ideas should be parked until the
next plan update (ideally at three-year intervals). Any changes to the plan must be
compelling enough to justify displacing other objectives within the plan. Simply
adding additional work to the plan is unlikely to result in success.
Discussion:
Strategic planning is an effective and essential tool that maps the future of the organization.
There is an old adage, “If you don’t know where you’re going, how are you going to get
there?” Agreed-upon goals and objectives allow the organization to do the following:
•
Focus its limited resources, both human and financial, on its real priorities.
•
Evaluate the organization’s ability to meet those priorities.
•
Adjust the activities or programs where changing circumstances dictate.
In addition to the goals and objectives, an important component of strategic planning is the
development of action plans which provide the detail to the strategic goals and that typically
incorporate the following components:
•
The specific steps or actions required for each priority.
•
Who will be held accountable for seeing that each step or action is completed?
•
When are these steps or actions to be carried out?
•
What monitoring mechanisms are needed within each step?
Remember that organizational changes do not implement themselves—people make them
happen. For effective day-to-day management to occur one does not simply make staff
adhere to management’s organizational plan and priorities, but one must ensure that
workplace goals are completed together, one step at a time. The commitment to make
improvements throughout the organization must be tempered with a caution that progress
will not necessarily occur quickly.
The HSUS believes that every community should have an open-admission shelter where all
homeless and unwanted animals are accepted. Limited-admission shelters, commonly called
“no-kill” shelters, are distinguished from open-admission animal shelters primarily in that
they accept only animals who they deem adoptable and choose not to euthanize animals in
response to the tragic problem of companion animal overpopulation, thereby limiting the
number of animals they can accommodate. If a limited-admission shelter turns away animals
in a community where no open-admission shelter exists, that animal is at risk for
abandonment or some other cruel fate. In short, an organization that chooses not to accept
every animal can supplement an open-admission animal shelter, but it cannot substitute for
one.
233
10.3 STABILITY AND LEADERSHIP
Observations:
The JPASD provided an organizational chart to The HSUS team. The JPASD is a standalone division within the parish’s government structure. The parish president is the
administrative head. The deputy chief administrative assistant oversees a number of clusters
including the JPASD; the director of the JPASD reports to the deputy chief administrative
assistant on all departmental issues.
The deputy chief administrative assistant had been the director at the JPASD until March
2006. The current director was the third person to fill the position. The current assistant
director had served as interim director from March 2006 until April 2007. A manager from
human resources filled the position from April 2007 until the current director’s hiring.
The JPASD had seven positions that were considered management—the director, assistant
director, two shelter managers, chief ACO, and two kennelmasters. The HSUS team broke
the management structure into senior management and junior management. Senior
management positions included: director, assistant director, and shelter managers and junior
management included the chief ACO and kennelmasters.
The HSUS team’s impression of the senior management team was that there was a significant
disconnection between them. The director stated that she had difficulty making in-roads
within the JPASD management team. For instance, she indicated that she had to issue
memorandums to ensure that she saw the mail and received time sheets.
Some staff indicated that some of the management issues were a result of the director not
providing any direct messaging about her plans; they cited relying on rumors to obtain
information. The team was told that no management meetings occurred, the director did not
hold an all-staff introductory meeting upon her arrival, and visited the West Bank shelter
only two or three times since her start. Subordinate senior managers felt the director resented
them when they offered advice about parish rules and practices. They indicated that the
director did not want to deal with the administrative functions of the job; but rather was only
“interested in saving cats.”
There were many complaints cited by staff about the senior management team. The message
that the team consistently received regarded a lack of communication and lack of support. In
some cases, staff blamed the deputy chief administrative assistant, as they felt he had not
provided the director an understanding of what the current staffs’ roles and duties were and
that he had not provided her with a clear understanding of the parish’s rules.
Staff indicated that they did not always feel supported in their attempt to follow JPASD
procedures. As staff spent a good portion of time explaining the parish’s impoundment
policies and fees to a client, the director would often intervene and contradict certain policies,
procedures, or fees. It was clear to The HSUS team that staff did not realize that management
was obligated to make exceptions in certain circumstances, and management did not realize
that staff needed more recognition of their efforts to enforce parish policies.
234
During The HSUS site visit, the director’s office door was closed most of the time; from
staff’s perspective this indicated that she did not want to be approached by staff. Since the
director had her own personal entrance to the building, it also meant that they did not know if
she was in or out of the office. Staff indicated that when telephone calls for the director were
received, they felt foolish not knowing if she was in the shelter.
Recommendations:
Jefferson Parish should train the JPASD’s senior management team in the basics of
management either through training sessions held by the human resources division or
local external programs. Additionally, the management team should take advantage of
courses offered by national animal welfare organizations such as The HSUS,
American Humane Association (AHA), and the administration Society of Animal
Welfare Administrators (SAWA).
Develop a “Workplace Culture Agreement.”170 Shelters and animal care and control
agencies employ people from many walks of life—individuals with different views,
personalities, and work ethics. Although the alternative would probably seem pretty
dull, sometimes all that diversity can be a recipe for conflict. But the road to a healthy
work environment can start with a simple document that describes the ideal
interactions among staff.
The JPASD senior management team should hold regular management meetings at
least once per month. The meetings should include an agenda, minutes, and an action
plan to ensure decisions come to fruition. Post the minutes for staff to review; if there
are matters not for staff’s eyes, indicate that is was an in-camera discussion.
Each shelter manager should hold regular staff meetings with their respective staff.
The meetings should also include an agenda, minutes, and an action plan. Post the
minutes for staff to review.
Management must ensure that staff is supported when they step in to aid in a client
transaction.
Discussion:
It is important for staff to have the confidence and support of upper management. It is
equally important for the JPASD’s staff to understand that the field of animal services is
easily criticized and generates many complaints. Senior management must learn to reach out
and cooperate with other groups and people, admit mistakes and move on in a constructive
fashion. Clear and concise communication will help show the public, volunteers, staff, and
management a united front.
Although it might be difficult to foresee and control the actions of individual employees, the
overall conduct of the staff and the quality of animal care and client services are ultimately
the responsibility of the director.
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HSUS Animal Sheltering magazine, “Workplace Culture Agreement,” January–February 2005+
235
When management gets involved with all aspects of shelter work, it usually boosts the
morale of staff members. If they are willing to pitch in wherever needed, it shows staff that
they will not ask someone to perform a task that they themselves are not willing to do, which
is a way to gain respect. Staff should understand that there are circumstances when managers
have the right override a protocol. However, management must clearly communicate the
reason for their decision to staff and do so in a manner that staff does not feel embarrassed or
that they feel their judgment is questioned the next time they are following procedures.
10.4 INFRASTRUCTURE AND SUPPORT SYSTEMS
Observations:
The organization chart provided to The HSUS team was from 2006. The chart included the
senior administrators of the parish. The chart indicated a chain of command; however, the
reporting structure of the two shelter managers was missing. Both managers and shelters
were shown to operate as stand-alone entities. The director and managers were not aware of
this, but did indicate they were aware of the reporting structure.
The chart indicated a relatively clear chain of command, though it is unclear if this chain was
followed in practice. For example, The HSUS team was told that many staff would go
directly to the assistant director to make or overrule managerial decisions on a regular basis.
The HSUS team was told that the JPASD assistant director and the West Bank shelter
manager are sisters. While the organization chart failed to connect the reporting relationship,
both individuals were aware that the shelter manager reported to the assistant director. These
employees indicated that they separated their relationship at work and that performance
evaluations of the West Bank shelter manager were done by the director. It is unknown if
there was a parish human resources policy on employment of relatives.
Recommendations:
Revise and update the organization chart to reflect the reporting relationships at both
shelters.
Ensure that all staff follows the chain of command and that senior managers clarify
whether or not staff has received decisions or directives from their immediate
supervisor.
If there is no policy related to the employment of relatives, one should be created
regarding relatives being in a subordinate or supervisory role to each other.
Discussion:
Organizational design can have a significant impact on the efficiency and effectiveness of the
operation. Over the years, job duties can casually change based upon the likes and dislikes of
the people holding the position. An alteration in structure that has not been considered by
leadership can undermine the organization’s effectiveness.
For optimal performance, jobs must be clearly designed and employees must be held
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accountable for those tasks. A functional structure such as an organization chart allows
employees to be more productive and gives supervisors more control over activities. On the
flip side, functional structures also present communication challenges. It is important that
leadership brings the teams together to share successes and brainstorm solutions to problems
affecting the organization as a whole.
No relatives should be permitted to work together if they are placed in a supervisory
relationship, either in a subordinate or supervisory role to each other. A supervisory
relationship is an employment relationship where one relative has direct or indirect authority
over another relative’s employment through decisions, recommendations, or judgments
related or influence to:
•
the approval/denial of increments/performance pay
•
the assignment and approval of overtime
•
the negotiation of salary level
•
the conduct of performance appraisals or discipline
•
the assignment or direction of work assignments
•
the approval of leaves of absences
These points should be stated in the parish’s policy statement regarding conflict of interest.
It is important for staff to have the confidence and support of upper management. It is
equally important for JPASD’s staff to understand that the field of animal services is easily
criticized and generates many complaints. Staff needs to be able to allow upper management
to conduct investigations and should be made to feel that everyone is working toward the
same goal: a safer place for both people and pets. Upper management must also be able to
recognize and stand up to complaints and criticisms when there are strictly personal attacks
with agendas of nothing more than to cause internal damage or to hurt the infrastructure of
the JPASD. Clear and concise communication will help show the public, volunteers, staff,
and management a united front.
10.5 PERFORMANCE MANAGEMENT AND ACCOUNTABILITY
Observations:
The HSUS team was provided with a blank copy of the Jefferson Parish’s Employee
Performance Evaluation form. The senior managers performed evaluations and the director
reviewed all evaluations with final sign-off.
There were two classifications for evaluations: classified and unclassified. Unclassified was
the director. Her performance would be reviewed after six months and then again reviewed in
the first quarter of the year. Classified were employees that fell under civil service. Their
performance evaluations were done on their anniversary date.
Staff was evaluated on universal factors such as knowledge and skill, quality of work,
237
volume of work, safety, reliability, attendance, and working with others. Additional
supplemental factors included serving the public, communication, decision-making,
supervision and management, and equipment and materials. Each of these factors was rated
as below expectations, needs improvement, meets expectations, and exceeds expectations.
There was a corporate descriptor for each factor and rating. In some cases, concessions were
made, for example, the East Bank shelter manager indicated that as a condition of her
promotion by the previous director she would not be required to enter the kennels or provide
any hands-on, direct animal care. She indicated that her functions were administrative only.
The evaluation process included supervisor comments and employee comments. There was a
performance evaluation summary where performance factors scores were tallied and
depending upon the placement of the overall evaluation, were subject to a pay increase.
During The HSUS site visit the assistant director was finalizing performance planners for
employees who had recent anniversary dates. Since November 2005, staff had not received
pay increases. Jefferson Parish Ordinance No. 22633, adopted on November 16, 2005,
indicated that pay increase related to annual evaluations and reevaluations shall not be
granted during 2006. The HSUS team was told that there had been a 25% decrease in the pay
plan since Hurricane Katrina.
All staff except for the director and assistant director were required to use time cards and a
computerized time management system called Kronos—an external company that provided
workforce management software and hardware products. This system allowed the parish to
automate its payroll and work schedules. The HSUS team was advised that this system had
not yet been presented to all parish divisions; therefore, the JPASD was still utilizing the
manual time card system. The new system would allow management to track absenteeism
and overtime.
The HSUS team was provided with a copy of the Time Clock SOP dated April 10, 2007,
which was issued by the assistant director while she was the interim director. The HSUS met
with staff who indicated that they were not in receipt of such a policy.
The HSUS team was provided with the employee overtime costs. The JPASD did not appear
to have a grasp of its issuance of overtime. The East Bank shelter manager processed all
payroll, and in her absence, the assistant director. The shelter manager positions accrued a
significant amount of overtime, approximately forty three percent of the budgeted
administrative overtime. The deputy chief administrative assistant indicated that overtime
was reviewed quarterly and that overtime was high due to staff shortages and standby staff.
The director indicated that she did not know how overtime was handled and was surprised
that overtime was being used for vaccinating animals arriving via field services after hours.
Recommendations:
Managers and staff should discuss goals for the following year and jointly create a
plan for achieving those goals. The plan should contribute to organizational goals and
the professional growth of the employee.
Conduct regular staff reviews to evaluate accomplishments and productivity and set
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future goals. These evaluations can be somewhat informal and should be encouraging
to staff, but should also form the basis of departmental accountability. Staff should
know what they need to do, how to do it, and if their job descriptions need to be
changed. Staff needs to know that the director is aware of their work, is open to their
suggestions, and values their efforts.
Management needs to practice “Management by Walking Around” to become aware
of what individual employees do, how they do it, what challenges they face, etc.
Efforts can then be directed to provide the appropriate training and resources to help
them become professional animal care workers. This also leads to credibility when
managers need to review an employee’s performance.
Senior management should discuss strategies to control the amount of overtime. If
shelter managers are to perform overtime on a regular basis, either the director or
assistant director must carry out the function of processing payroll since they are
exempt from overtime.
Discussion:
Performance management includes activities to ensure that goals are consistently being met
in an effective and efficient manner. Performance management can focus on performance of
the organization, a department, and employees. One of the downfalls that managers have is
that they are too quick to point out negative behaviors and do not communicate positive
feedback. The following are some points to consider when providing feedback to employees
during reviews:
•
Clarity—Be clear about what you want to say.
•
Emphasize the positive—This isn’t being collusive in the person’s dilemma.
•
Be specific—Avoid general comments and clarify pronouns such as “it,” “that,” etc.
•
Focus on behavior rather than the person.
•
Refer to behavior that can be changed.
•
Be descriptive rather than evaluative.
•
Own the feedback—Use ‘I’ statements.
A job evaluation system must be maintained through commitment in policy and practice to
integrity, accountability, consistency of use, and periodic review.
10.6 OPERATING POLICIES, PROCEDURES, AND TRAINING
Observations:
The HSUS team was provided with SOP manuals that consisted of the following: the Animal
Shelter Department Operational and Administrative Procedures, issue year 2007, the
Jefferson Parish Animal Shelter Department Employee Regulations, issue year 2007, and the
Jefferson Parish Employee Safety Manual. These manuals were not complete and staff
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indicated that they were not in possession of them. Other SOPs consisted of forms in
memorandum format and the dates were on or after April 10, 2007.
The JPASD staff told The HSUS team that they relied heavily on word-of-mouth
transmission of information on operating procedures. The simplest of sheltering tasks were
not written down in a procedural format; staff with more seniority performed training. New
kennel workers were given the opportunity to shadow a current employee and were promptly
“thrown into” their jobs. Staff learned on their own and from others who were similarly
untrained. In particular, there was no training in animal handling; this created a dangerous
work environment and compromised humane practices.
The HSUS team found that some staff that did not know what SOPs were and other staff that
wanted to see management take a leadership role, create SOPs for their duties, and provide
training.
Recommendations:
Develop a comprehensive SOP manual.171 Organize the SOP manual as necessary to
reflect all aspects of the operation. Solicit suggestions from staff that perform those
relevant tasks.
Make the SOP manuals available to all JPASD staff either online or in printed form.
Keep a master copy in each shelter and ensure that staff is aware of its location.
Obtain staff signatures that they are in receipt of hard copy manuals. If done
electronically, send an e-mail to staff and print a copy of the e-mail properties
indicating when staff opened the e-mail.
Communicate with each employee about any changes, additions, deletions, or
amendments to the SOPs. Ensure that staff replaces obsolete copies in their manual.
Review SOPs annually to ensure that they remain up-to-date with current practices.
Create a manual section on staff training requirements. Training should be tailored to
the specific tasks of the job responsibilities. Record training in personnel files to
ensure that staff has completed the necessary training components.
Provide relevant SOPs to volunteers and train them in those areas. They should be
required to sign their names confirming that they are in receipt of the SOPs.
Implement a system to ensure that all staff members and volunteers are aware of and
are held accountable for following the operational procedures.
Utilize resources such as Animal Sheltering magazine. Post articles on staff boards or
at staff meetings. Seek feedback from staff on articles such as “Pit Bulls: Dilemma
and Debate” (March 2007). Staff could be involved in discussions on breed specific
legislation, public safety, and other solutions about Pit Bull dogs.
171
HSUS Animal Sheltering magazine, “The Right Stuff,” September–October 2004+
240
Allow management and other staff to attend off-site training held by The HSUS,
AHA, SAWA, and NACA.
Include in-house training opportunities in the JPASD budget. This can be more costeffective than sending staff to off-site training. Invite qualified speakers to train staff
in a variety of topics related to their duties. Depending upon the subject matter, open
the session to other local agencies, charging a seminar fee, to help defray costs.
Topics may include animal handling techniques, animal behavior, investigation
techniques, and client service.
Utilize local resources for training. Local veterinarians can provide information about
animal first aid and triage or identification of common diseases in shelters, kennel
clubs and cat fanciers can offer breed identification. Utilize the expertise that is
available with a nearby veterinary school.
Discussion:
A policy should be considered a guide to decision-making under a given set of
circumstances, and it should therefore flow from—and be consistent with—the
organization’s overall mission. A procedure can be considered a particular way of
accomplishing something, such as a series of steps followed in a definite regular order.
Lastly, SOPs establish an overall routine that serves to ensure a consistent and repetitive
approach to actions.
SOPs should be thoughtfully and carefully prepared and regularly updated. Written SOPs are
important because they convey management’s philosophies, communicate policies and
appropriate procedures, translate the agency’s philosophies and desires into action, and they
are invaluable communication tools for efficiently running operations within and among
departments. In addition, they should serve as guides for training new and existing
employees; they help prevent difficulties in performing duties due to lack of understanding or
inconsistent approaches from personnel changes; and they serve to ensure compliance with
regulatory agencies such as OSHA and DEA. An SOP is an ever-changing document.
Staff needs clear expectations and directions so they can succeed. It is unfair to fire or
discipline staff for not doing something they had no idea they were supposed to do. In
addition, the staff needs to know not only the right way to do things, but also why it is
important.
The HSUS team recognizes the benefit of “on the job” training, which should be one part of a
comprehensive training program. Any training for staff in all aspects of animal care and
control, formal or otherwise, is an investment well worth the cost.
10.7 COMPENSATION AND BENEFITS SYSTEM
Observations:
The HSUS team was provided with job classifications and a copy of the 2007 amended
budget; 61% of the budget was dedicated to salaries, overtime, and benefits. The job
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classifications listed the salary range for each position. There was a merit increase system in
place; this was based upon the outcomes of the annual performance evaluations.
The salaries appeared to be competitive nationally. A review of the top-end salary range for
the JPASD staff compared to the average salary of an agency with a budget between 1.0 and
2.9 million dollars172 revealed that most of the JPASD positions were paid at a higher salary.
Both the deputy chief administrative assistant and the JPASD director stated that the parish
offered a good benefit package; it was stated that the benefits were better than working for
the state.
Jefferson Parish Department of Personnel, Personnel Rules, Ordinance No. 4074 detailed the
benefits system. Upon entering employment with the parish, employees received paid
vacation time (annual leave) that was accumulated at the initial rate of one-half day for each
biweekly pay period worked, which equaled 13 days of annual leave per year. The rate of
accumulation increased after five years and after ten years. Accrued but unused annual leave
was usually paid upon separation from the service after ten working days notice of
resignation. An equal amount of sick leave was available for illness or medical consultations.
Nine official holidays were observed plus any holidays declared by parish officials. Except
for “exempt” employees, anyone required to work extra hours—over 40 hours in a week—
was paid overtime or was credited with compensatory time off at a time and a half rate. All
regular employees could receive a life insurance policy along with partially paid basic and
major medical insurance. Special leaves of absence for military service, maternity leave, etc.
could be granted in accordance with section IX of the Personnel Rules. Most employees
became contributing members in the Parochial Employee’s Retirement System, as outlined in
Rule V, Retirement and Pension System, section 1.
Recommendations:
Conduct a salary and job analysis of animal control facilities in the region to
determine competitiveness in function and pay. Consider becoming a member of
SAWA. Each executive member whose institution participates in the Salary Survey
receives one copy at no cost.
Discussion:
Wages and salaries are traditionally the largest percentage of an organization’s budget, with
over 60% allocated to human resources. This is appropriate since the animal care and control
profession is a service industry. The general economy and regional differences,
unemployment trends and their impact on hiring, and the resources of the organization all
impact what staff is paid. For these reasons, The HSUS team refrains from making specific
recommendations about the levels at which staff should be paid and offers only general
observations and suggestions.
Compensation is one of the most difficult and sensitive areas to assess during any HSUS
evaluation. Employees expect fair remuneration for the services they perform. However,
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2007 SAWA Survey Databook CR
242
what is often lacking is the understanding that compensation is affected by many factors: the
expectation of fairness by employees, competitive labor market wages, the value of the other
benefits provided to employees, the organization’s ability to pay, federal and local laws, etc.
Employees need to understand that they are not entitled to compensation simply for showing
up to work but that remuneration is also based on their performance, level of responsibility,
and contribution to the organization. Problems arise when responsibility and accountability
for work are poorly defined and individual employees feel unfairly treated as they measure
themselves against other employees.
10.8 ANIMAL CONTROL ADVISORY BOARD/COMMITTEE
Observations:
There was no advisory board for the JPASD. As previously discussed in this report, the
parish president appointed a task force to review the mission, vision, and policies and
procedures of the JPASD. For more information on this topic please see section 8.4,
Relations with Area Animal Shelters/Organizations/Community Interest Groups.
Recommendations:
None.
10.9 DEFINITION AND RECOGNITION OF AGENCY’S ROLE IN
THE COMMUNITY
Observations:
The few public comments received by The HSUS team prior to the site visit were reports of
individual incidents in which citizens were dissatisfied with service. The community seemed
to be aware of the role of the JPASD in the community, based on observing the incoming
visitors and response to callers. The HSUS team met with the assistant to one of the
councilmen-at-large. Calls received by the councilman’s office centered on the labor force
and pet overpopulation.
It appeared that the JPASD had promoted itself well through off-site adoptions and working
with the LA/SPCA mobile spay/neuter clinic.
Discussion:
Over time, the JPASD will be able to reverse some of the damage done by past issues and
controversies by implementing many of the recommendations in this report. As client service
improves, the JPASD’s image in the community is likely to improve as well.
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11.0 HUMAN RESOURCES
11.1 PERSONNEL/POLICIES
11.11 STAFFING LEVELS
Observations:
The director expressed concern about the staffing levels. Some of the concerns included staff
not being cross-trained to carry out some of the functions. The main concern was that there
was only one employee who knew how to complete accident reports and one employee who
controlled petty cash.
The director stated that there was not enough staff dedicated to direct animal care and too
many staff dedicated to clerical functions. She also expressed that, based upon the current
model of supervisors, the JPASD was top heavy in management.
The 2006 organization chart indicated that there were 37 full time employees (FTEs) with
one part time staff member, one full time contracted veterinarian, and one part time
contracted veterinarian. The breakdown of budgeted staffing was as follows:
East Bank Shelter
Budgeted FTEs
West Bank Shelter
Budgeted FTEs
Director (Mgt)*
0.5
0.5
Assistant Director (Mgt)*
0.5
0.5
1
1
0.5
0.5
Position Title
Shelter Manager (Mgt)
Chief ACO (Mgt)*
Kennelmaster (Mgt)
1
1
3.5
3.5
Humane Officers*
1
1
Kennel Worker II
2
2
Kennel Worker I
3
3
ACOs*
Data Entry Operator III
1
0
Clerk III
1
0
Typist Clerk II
1
4
Typist Clerk I
0
1
Clerk II
2
0
1
0
Secretary
Part-time Kennel worker
(no indication of what value of time worked)
* These positions are dedicated to the service as a whole on the organization chart. Split the
budgeted value between the two shelters
244
To determine if there was enough kennel staff, the following formula was used based upon
the 2006 statistics of animal intakes for the East Bank and West Bank shelters:
Dogs admitted*
Cats admitted*
Others admitted
Total
5,690
7,159
1,028
13,877
Number of animals, 13,877 divided by 365 days = 38 animals/day,
38/day x 10 holding days (5 stray and 5 adopt**) = 380 in shelter/day,
380 x 20 minutes/animal feeding-cleaning = 7,600 minutes = 127 hours per day.
Using an 8-hour work day for kennel workers, 15.8 FTE kennel staff are required to care for
the number of animals who the JPASD handles.
*statistics included puppies and kittens
**5 adoption days is an arbitrary figure and can be adjusted depending upon the type of
adoption program to be offered. The longer animals are housed, the more resources are
required to care for them.
The budgeted total JPASD staff, including the kennelmaster positions, was 12 FTEs. Based
upon the intake numbers, the JPASD did not have adequate staffing in direct animal care in
part due to the job description which required the kennel workers to accompany clients for
lost and found and adoption services.
Some kennel workers were scheduled to start at 6:00 a.m. with shifts ending at either 2:30
p.m. or 5:30 or 6:00 p.m. Other staff began shifts at 7:00 a.m., 8:00 a.m., 8:30 a.m., 9:00 a.m.
and 10:30 a.m. with shifts ending anywhere from 2:30 to 6:00 p.m. Some shifts were eight
hours and some were as long as twelve hours. Some animal control officers started at noon
and ended at 8:50 p.m.
The HSUS team observed minimal kennel staffing, which resulted in low morale. Some staff
appeared burned out, reportedly from working 60-hour weeks. The East Bank shelter had
five kennel workers on the schedule, including the kennelmaster, on the first day of the site
visit; however, one employee chose to terminate employment the previous week and two
others were out sick. One of the humane officers filled in for the absent kennel workers,
which left one kennel worker, the humane officer, and the kennelmaster with the
responsibilities of all of the kennels in addition to helping clients. On the second day of the
site visit, three employees were on the schedule and one was out sick; this again left three
people—again with the help of the humane officer—the responsibility of all animal care,
handling, cleaning, and lost and found and adoption client service. On this day, due to the
short staff at the East Bank shelter, a kennel worker was transferred from the West Bank
shelter to assist in cleaning and the euthanasia process. Five kennel workers were on the
schedule on the first day of the site visit at West Bank shelter, including the acting
kennelmaster. Two employees were out sick and one went home sick mid-day. The following
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day four kennel workers were on the schedule and one employee was out sick.
The total budgeted FTEs for clerical staffing was ten. Clerical staff was responsible for
answering telephones and providing over-the-counter services including processing animal
redemptions, adoptions, and data entry. The director stated that clerical staff spent ninety
percent of their time on entering rabies tag information from local veterinarians. The clerical
staff worked staggered shifts to cover the hours of operation. If the JPASD had its full
complement of clerical staff, there should be enough staff to cover the hours of operation.
The HSUS team observed seven clerical staff in both shelters—four staff at the East Bank
shelter and three staff at the West Bank shelter. The HSUS team was told that one of the
West Bank shelter staff would be transferring to another department the following week.
The secretary position was not included as clerical support; that position provided
administrative support to the director.
As discussed earlier in this report, the JPASD had two veterinarians under contract; one
worked in a full time capacity and the other in a part time capacity. Given the number of
animals handled by the JPASD, 1.5 FTEs is not adequate to providing healthy shelters and
sterilizing each adoptable animal.
The management indicated that of the 37 FTEs, seven were in management. The chief ACO
and the two kennelmasters were considered management due to their supervisory
responsibilities and their ability to discipline. As mentioned earlier in this report, The HSUS
team distinguished between senior and junior management. Senior management consisted of
the director, assistant director, and shelter managers and junior management consisted of the
kennelmasters and chief ACO. The management structure of the JPASD created unequal
spans of control for the junior management. The HSUS team was of the opinion that the
JPASD had a disproportionate management-to-staff ratio, with seven management staff to 30
budgeted kennel/clerical/field services staff.
Three of the senior management had more than 20 years seniority; one indicated that she was
in a position to retire next year. There was no indication of succession planning being done to
replace management staff that was soon eligible for retirement.
Recommendations:
Fill any vacant kennel worker positions.
Increase staffing levels to adequately staff the kennel/animal care functions. Make
sure that all cleaning and caretaking tasks are completed before the shelter opens to
the public and that there is enough staff to adequately cover the public areas and care
for the animals during public hours.
Provide cross-training to management staff so that they can perform all jobs within
the shelter. Management must be able to provide hands-on assistance when there are
spikes in the work load or when there are staffing shortages.
During spikes in the work load, clerical staff should be able to show clients the
246
animals available for adoption or show clients who are searching for lost pets the
animals in the stray holding areas. The JPASD kennel staff shortages due to employee
absenteeism during the site visit caused stress on the kennel staff; cross-training the
management, better business practices, and better use of time could improve morale
and assure that the animal care and client needs are effectively met.
Managers should be involved in the daily operations of the shelter, including kennel
operations. Managers should rotate in when there are unforeseen staffing shortages
and should also regularly evaluate and monitor daily work loads.
Comply with the Fair Labor Standards Act (FLSA)173 when scheduling employee
workweeks. Overtime should be utilized only in emergencies.
Consider creative shift schedules, staggered shifts, and hiring part time staff while
retaining a good base staff.
The veterinarians and the veterinary technicians should conduct frequently scheduled
rounds to detect illness and potential disease outbreaks. Presently, the veterinary staff
relies heavily upon the animal care staff to identify potential health problems. Given
the difference in the levels of training and education between the kennel staff and the
veterinary staff, the responsibility for monitoring the health of the shelter animals
should fall upon the veterinary staff. The kennel staff should be trained to assist in
this process, but the ultimate accountability must be placed on the veterinarians and
technicians.
Increase the veterinary presence at the West Bank shelter.
Investigate succession planning for transitioning staff into senior positions when they
become available.
Discussion:
Animal care must be the central focus of the JPASD; an animal shelter must have enough
staff to provide at least the basics of food, water, shelter, and health care. Furthermore, the
shelter has a responsibility to provide services that ensure public safety and programs that
promote adoption and sterilization. Each shelter is different, based on the human population
served, the estimated number of animals owned in the community, the size of the area
covered, etc.; however, every shelter has an obligation to maintain high standards of service
and quality animal care.
In order for an organization to achieve its goals, it requires not only a committed staff team
but one that is sufficient in numbers and specifically hired and trained for the required tasks.
Although having staff that can ‘pitch in’ when needed is desirable, a certain amount of staff
specialization is essential. Workloads should be distributed equitably.
Establishing 40-hour workweeks to cover all areas of a shelter is difficult in itself; scheduling
173
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kennel and office staff to cover the work in a facility that provides seven-day-a-week care
and accessibility is even more challenging. Creativity in rotating days off or offering a
schedule of 10-hour days with four days on and three days off might entice employees to
accept scheduling changes.
11.12 JOB DESCRIPTIONS (NOT INCLUDING ANIMAL
Observations:
Each position had a written job description that followed Jefferson Parish’s format. It is
unknown when the job descriptions were last revised. Each of the job descriptions listed
essential functions and marginal functions in addition to minimum qualifications, necessary
knowledge, skills and abilities.
Recommendations:
None.
11.13 STAFF UNIFORMS (NOT INCLUDING ANIMAL
Observations:
There was no written policy about uniform. The Employee Handbook covered dress and
appearance in section 4.11:
An employee, while on duty, shall always be neat and clean in person and dress. All
Animal Control Officers, Humane Officers, and Kennel Workers are required while on
duty to wear uniforms furnished by the Animal Shelter Department.
Additionally, section 16.1 covered the requirement that employees present an appearance in a
manner appropriate to a professional office. This included cleaned, pressed clothing, clean
shaves or tended beards, well-groomed hair, and good personal hygiene. The section stated
that unkempt or sloppy appearance for any reason would not be tolerated and that repeat
violators would be subject to disciplinary action, up to and including termination.
The HSUS team was not aware if these regulations were enforced. Staff indicated that they
were not in receipt of these regulations. Aside from the ACOs who wore uniforms, the staff
dress appeared to be informal. Kennel workers did not wear uniforms; they wore personal
clothing—sports jerseys, shorts, blue jeans. Clerical staff also wore personal clothing.
Staff stated that at one time there were uniforms issued for kennel staff; however, due to the
high turnover of kennel staff they were no longer provided. The team was told that the
uniform budget for kennel staff had been used to purchase refrigerators for each of the
management staff in the East Bank shelter.
Nametags were not worn, nor was there a requirement to do so.
248
Recommendations:
Develop a policy that specifically states the footwear, clothing and/or uniform staff
must wear in each position. The policy should set personal appearance guidelines.
The policy should include a section on uniform replacement and that worn out
uniforms are to be returned to management for replacements. Management must
strictly enforce the policy. The policy should be developed with the following in
mind:
Health and safety of the employee and animals.
Professional appearance.
Consistency with the JPASD’s “look and feel.”
Supply kennel staff with at least five sets of scrubs branded with the JPASD logo.
Some shelters prefer that kennel staff not wear scrubs because they may signal to the
public that they are medical staff. The JPASD should make a decision that best fits its
needs in the shelter and community. An alternative to scrubs could be khakis and
collared shirts.
Supply all staff with name tags that also indicate their title.
Consider supplying clerical staff with collared shirts branding the JPASD logo to be
worn with slacks. This will present a more professional image to the clients entering
the shelters.
Require staff to sign for uniforms and return uniforms upon termination of their
services to the JPASD.
Discussion:
Adequate resources must be available so that employees can present themselves to the public
in the most professional manner possible. A neat, practical uniform specifically designed for
direct animal care work enhances professionalism and helps improve public respect.
Uniforms and dress policies are not merely a matter of appearance in an animal shelter,
inappropriate dress can be hazardous to staff and animals.
11.14 EMPLOYEE HANDBOOK
Observations:
The JPASD provided The HSUS team with the Jefferson Parish Animal Shelter Department
Employee Regulations handbook. The 47 page handbook was well laid out with a table of
contents and covered a range of subject matter including decorum, communications, dress,
and discipline. The handbook did not include creation or revision dates; it had an “issue date”
on the front page for a date to be filled in during the 2007 calendar year.
Staff indicated that they were not aware that such a handbook existed for the JPASD. Staff
stated they received a parish handbook at the time of hire that discussed the parish’s policies.
249
Recommendations:
Issue, or reissue, handbooks to employees. A copy should be accessible in the front
office for reference.
As updates are made, they should be sent to each employee either electronically or in
hard-copy format. In either case, a receipt should be returned by each employee to
ensure that it was received, read, and understood.
11.15 STAFF GRIEVANCE PROCEDURES
Observations:
The Employee Regulations discussed the staff grievance procedure. Any complaints by
employees were to be addressed by their immediate supervisor. If the dispute could not be
resolved, or it was about the supervisor, it was to be addressed by the shelter manager. If the
shelter manager could not resolve the dispute, the employees would go to the director.
Staff indicated that they were aware of the grievance procedure and they knew that
unresolved grievances were taken to the human resources division for mediation.
The HSUS noted that grievance procedures would be difficult for staff to negotiate at the
West Bank shelter given the familial relationship between two members of upper
management in the department. For more on this topic see section 10.4, Infrastructure and
Support Systems.
Recommendations:
None.
11.2 STAFF TURNOVER
Observations:
Although management could not provide a turnover rate, they stated that in the two months
prior to The HSUS site visit, the JPASD had three staff leave the service for other
opportunities in the parish. Two of these employees had just completed the six month
probation and the other was an incumbent with seniority. As previously mentioned, The
HSUS team was informed that a West Bank shelter clerical staff employee was departing the
following week.
The kennel worker positions had the highest number of turnover. The kennel worker I
position was an entry-level position. The team was told that employees would use this
position to “get their foot in the door” of the parish. The salary range was considered on par
with laborers elsewhere in the parish; the primary reason cited for losing staff was working
60-hour weeks over six day periods, and the compensation.
During the site visit there were three clerical staff members on the schedule and on duty at
the West Bank shelter. One clerk had approximately one year of seniority.
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The JPASD appeared to have issues retaining clerical staff. The HSUS team was told that
clerical staff was able to find positions elsewhere in the parish with better compensation and
Monday to Friday workweeks.
The HSUS team observed the kennel staff to be disheartened and under a high level of stress.
For example, The HSUS team held conversations with several staff members who verbalized
how exhausted they felt and also encountered staff who broke down in tears due to the long
shifts coupled with the number of days worked each week. One employee stated that the
current difficult working conditions were not present prior to Hurricane Katrina.
Recommendations:
Management should seek a job analysis of the kennel worker I position, in terms of
compensation, to eliminate that as a reason for job turnover.
Develop a system for assessing employment needs, hiring, cross-training, and
retaining employees in order to provide a stable workforce.
Actively seek qualified, dedicated candidates for employment, and require references
or recommendations.
Determine staffing levels with the goal of reducing workload and stress. Staffing
levels should be sufficient enough that staff is not overworked. There should be
enough staff to ensure individuals can take vacation or sick leave without severely
hampering the overall operation. Employee leave, absenteeism, job vacancies, and
illness must be considered when staffing.174
Develop an employee recognition and retention program that demonstrates the
JPASD’s commitment to staff and rewards competence and desired performance.
Consider researching the American Psychological Association Web site for resources
on post traumatic stress related to natural disasters.175
Discussion:
It is common to have a high turnover rate among direct animal care staff and part-time
employees of an animal shelter. After all, cleaning up after animals and dealing with the
public can become tiresome. However, job satisfaction and employee stability increases
when employees take pride in what they do and are included in some level of decisionmaking. Supervisors need to find as many ways as possible to let their employees know when
they have done a good job and that their opinions matter. Having too many managers, too
many responsibilities, and no priorities can cause confusion and affect staffing levels and
stress.
Managers need to understand that among the most valuable assets that any animal sheltering
174
HSUS Animal Sheltering magazine, “Strategies for Improving Staff Retention,” November–December
2004+
175
www.apahelpcenter.org/articles/article.php?id=107
251
organization has is a competent and committed workforce. While studies show that wages are
not the primary motivator for an employee, failure to provide a competitive wage is a factor
in turnover in even the most committed of staff teams.
The cost of turnover goes well beyond the “hard” costs of training and retraining. It also
often results in low morale, loss of “organizational memory,” frequent mistakes and general
instability.
Dissatisfaction and stress create direct costs for organizations in terms of health care. If
animal control or kennel staff members are overworked, they are likely to make more
mistakes and be injured. Dissatisfaction also leads to absenteeism, which increases overtime
for those staff that must take on an extra load.
There are also productivity costs to turnover—if the people who leave are better performers
than those who stay, productivity will be reduced.
11.3 HIRING/FIRING/DISIPLINARY PROCEDURES
Observations:
The director was responsible for both hiring and firing. The parish’s personnel department
provided candidates for interviews. The director, the shelter manager, and the supervisor
whose area sought staff conducted interviews.
Each supervisor handled discipline. The HSUS team was provided a copy of an Employee
Investigative Report. This report was completed by the supervisor and included the ability to
record witnesses and details of the occurrence. An employee statement template was also
available with the report. The supervisor or shelter manager made recommendations to the
assistant director and then the director.
The director did not know if human resources was involved in the dismissal process. Section
20 of the Employee Regulation handbook stated that employees are entitled to pre-discipline
hearings and there is an appeals process to the Jefferson Parish’s department of personnel.
There was no policy or regulation that outlined progressive disciplinary steps.
Recommendations:
Review the management structure; give consideration to changing the supervisory
role of the kennelmasters. Consider their roles to be lead-hands or foremen. They
should be able to direct the daily work of their subordinates, but since they perform
similar duties to their subordinates, they should not be put in position of issuing
discipline.
Issue, or reissue, the Employee Regulations and the Employee Handbook to
employees who do not have one. Copies should be accessible in the front office for
reference.
Inquire as to whether or not the parish personnel department has a corporate
252
progressive disciplinary SOP. If there is not, create an SOP.
Include the SOP in the handbook and ensure that staff is aware of the SOP.
As the parish personnel department maintains the list of eligible employees, it will be
difficult to change hiring procedures for one department. Since parish personnel do
the initial screening, we recommend that the assigned recruiter spend several hours
touring the facility to better understand the various job functions.176
Consider funneling all applications through the JPASD first for the director’s review
and notations, and then send them to human resources.
176
HSUS Animal Sheltering magazine, “Hire Education,” January–February 2003+
253
12.0 GENERAL FINANCIAL ISSUES
Please note: This section should not be construed as an audit of the financial accountability
or budgets of the JPASD. The HSUS believes that such an audit is beyond the scope of this
evaluation.
Observations:
Financial information was provided to The HSUS prior to the site visit; however the
information was incomplete. The revenues were not stated and therefore comparisons could
not be made as to whether there has been an increase or a decrease to the net budget. In terms
of expenditures only, the JPASD saw a decrease in expenditures in 2006. This savings is
attributed to the departure of the previous director who was not immediately replaced.
A 2007 budget was provided during the site visit; it is broken into general ledger accounts in
areas such as salaries and wages, benefits, purchased professional and technical services, and
other purchased services. The 2007 amended budget was $2,775,377.00; 61% of the budget
is related to salaries, wages, and benefits. With the parish’s population estimated to be
431,361 in 2006, the per capita cost of providing an animal services program is $6.43.
The budget combined the overtime for kennel staff and field staff in the same line and was
labeled “field salaries overtime.” The administrative salaries overtime budget line consisted
of senior management and clerical staff.
The main source of revenue was generated through the public health taxes of which the
JPASD received approximately 40%. The director was provided with a budget package that
stated pre-calculated percentage increases to salaries, benefits, utilities, and other
expenditures. The director could then allocate $20,000 of the remainder of the monies
without council approval.
The budget was created for the department as a whole; but the director had the ability to set
the budget to reflect expenditures by the East Bank/West Bank shelter and programs.
Additional revenue was generated through impoundment, redemption, and adoption. There
was a contract for sheltering animals for the City of Kenner; however, it could not be
determined whether the municipality was charged a fee.
The JPASD did not routinely solicit donations since any monies collected could not be used
by the shelter, but were deposited into the general revenue account of the parish.
Purchases were performed in accordance with parish purchasing practices.
Recommendations:
Divide the total budget into separate cost centers to reflect each shelter’s
expenditures. This allows the tracking of expenditures of each location and plan-forfuture events. (e.g. if the West Bank shelter spent more monies on building
renovations, this may indicate a need for an increase in that budget line item).
254
Review how overtime is spent, particularly review the shelter manager job
descriptions/responsibilities and the after hours’ vaccination policy. If shelter
managers are routinely expected to work overtime to complete their duties, the job
descriptions may need to be revised.
Create a budget line for kennel staff, separate from field services staff.
Explore methods of collecting donations with the parish’s finance department:
Deposit donation monies in a special donation account rather than general
revenues, and
Roll over donation monies to the next budget year, enabling the JPASD to utilize
it towards special programs or enhanced animal care.
Explore partnerships with the Metairie location of PetsMart™ to publicize the
shelters and generate donations to enrich animal care.
Include the director in the budget preparation stage as she becomes more familiar
with budgets from both shelters.
Explore the feasibility with the office of the parish attorney for the JPASD to accept
cash donations to directly benefit the animals. As previously recommended, explore
the possibility of partnering with a nonprofit group that can accept cash contributions
to benefit the shelter animals.
Develop a wish list of select items that can be utilized for direct animal care. Solicit
community groups to spearhead campaigns to collect food, bedding, or other essential
items.
255
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The HSUS is the nation’s largest animal
protection organization with more than
ten million members and constituents.
The HSUS is a mainstream voice for
animals, with active programs in
companion animals, wildlife and habitat
protection, animals in research, and farm
animals. Our mission is to celebrate
animals and confront cruelty. The HSUS
protects all animals through legislation,
litigation, investigation, education,
advocacy and field work. A non-profit
organization, The HSUS celebrated its
50th anniversary in 2004, is based in
Washington, D.C. and has regional
representatives across the country.

JEFFERSON PARISH ANIMAL SHELTER DEPARTMENT

Transcription

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