Julie Bank faces daunting odds. She arrived just a few months after the AC&C made drastic cuts
to staff and services in response to the DOH’s dramatic reductions to the AC&C’s already pitiful
budget. Ms. Bank must not only reverse the damage done to the AC&C, but transform the AC&C
-- from a dysfunctional extension of the DOH -- into an independent, respected and trusted charity.
Under her leadership, every year the AC&C must be able to raise millions of dollars from the
public and corporations, while persuading the DOH to restore monies it slashed from the AC&C’s
already pitiful budget. That’s a tall order, for an organization that has failed for 15 years.
We applaud some of Ms. Bank’s early actions. She assigned new responsibilities to existing
employees. She instituted drug testing and mandatory monthly training sessions for employees.
She directed her managers to create new organizational structures for AC&C employees,
rescuers, fosters and volunteers. She knows that the AC&C will have to rely on volunteers to take
on many jobs the AC&C staff used to perform. The AC&C simply cannot afford to hire sufficient
staff. She wants a system to ensure that rescuers are in fact capable of caring for the animals
thousands of animals they pull from the AC&C. (When the AC&C speaks of “adoptions,” 2 out of 3
“adopted” are actually pulled by rescuers).
She’s reviewing the AC&C’s processes and procedures, to determine which work and which don’t
(and so many don’t).
We approve of this pragmatic approach, but at the same time, we disagree with other decisions
she’s made. For example, the entire Summer the AC&C halt bringing in new volunteers and
rescuers. Instead, her managers are spending the summer months drafting new organizational
charts and manuals. But it’s during the Summer when the AC&C animals need as many people
as possible. The shelters are deluged with mother cats and their nursing kittens. Cages are often
filthy because there aren’t enough kennel staff to clean them. Dogs and cats are stuck in their
cages, 24/7. New volunteers and rescuers could have been “re-trained” in September, once the
promised manuals and organizational charts are rolled out. Instead, the AC&C has gone short-
staffed and short of volunteers through out the Summer.
We also disagree with her approving the decision making it more difficult for animals to receive a
passing grade on behavior. Equally concerning, the AC&C has continued to rely on faulty
behavior testing, despite the fact that the AC&C has neither the staff nor facilities to accurately
judge any animal’s temperament.
We are dismayed that she doesn’t appreciate the growing volunteer anger and frustration. We
hope she’ll investigate the sources of that anger.
We don’t envy Ms. Bank the many difficult choices and actions she must take. But dramatic action
is needed if the AC&C is to be transformed into an independent and well-run and caring shelter
system. Even though Ms. Bank arrived with a résumé reflecting 20 years in various areas of
animal shelter experience, this is no guarantee that she can or will succeed. What’s guaranteed
is that she cannot succeed --
Shelter Reform Home Page
to staff and services in response to the DOH’s dramatic reductions to the AC&C’s already pitiful
budget. Ms. Bank must not only reverse the damage done to the AC&C, but transform the AC&C
-- from a dysfunctional extension of the DOH -- into an independent, respected and trusted charity.
Under her leadership, every year the AC&C must be able to raise millions of dollars from the
public and corporations, while persuading the DOH to restore monies it slashed from the AC&C’s
already pitiful budget. That’s a tall order, for an organization that has failed for 15 years.
We applaud some of Ms. Bank’s early actions. She assigned new responsibilities to existing
employees. She instituted drug testing and mandatory monthly training sessions for employees.
She directed her managers to create new organizational structures for AC&C employees,
rescuers, fosters and volunteers. She knows that the AC&C will have to rely on volunteers to take
on many jobs the AC&C staff used to perform. The AC&C simply cannot afford to hire sufficient
staff. She wants a system to ensure that rescuers are in fact capable of caring for the animals
thousands of animals they pull from the AC&C. (When the AC&C speaks of “adoptions,” 2 out of 3
“adopted” are actually pulled by rescuers).
She’s reviewing the AC&C’s processes and procedures, to determine which work and which don’t
(and so many don’t).
We approve of this pragmatic approach, but at the same time, we disagree with other decisions
she’s made. For example, the entire Summer the AC&C halt bringing in new volunteers and
rescuers. Instead, her managers are spending the summer months drafting new organizational
charts and manuals. But it’s during the Summer when the AC&C animals need as many people
as possible. The shelters are deluged with mother cats and their nursing kittens. Cages are often
filthy because there aren’t enough kennel staff to clean them. Dogs and cats are stuck in their
cages, 24/7. New volunteers and rescuers could have been “re-trained” in September, once the
promised manuals and organizational charts are rolled out. Instead, the AC&C has gone short-
staffed and short of volunteers through out the Summer.
We also disagree with her approving the decision making it more difficult for animals to receive a
passing grade on behavior. Equally concerning, the AC&C has continued to rely on faulty
behavior testing, despite the fact that the AC&C has neither the staff nor facilities to accurately
judge any animal’s temperament.
We are dismayed that she doesn’t appreciate the growing volunteer anger and frustration. We
hope she’ll investigate the sources of that anger.
We don’t envy Ms. Bank the many difficult choices and actions she must take. But dramatic action
is needed if the AC&C is to be transformed into an independent and well-run and caring shelter
system. Even though Ms. Bank arrived with a résumé reflecting 20 years in various areas of
animal shelter experience, this is no guarantee that she can or will succeed. What’s guaranteed
is that she cannot succeed --
- as long as the DOH is allowed to control the AC&C and set its budget (Read how the DOH
controls every aspect of the AC&C’s operations)
- as long as the DOH will not allow the AC&C to be honest with the public about AC&C
conditions. How can you help Julie Bank overcome those obstacles? Read on.
- as long as the AC&C has a Board of Directors who serve as rubberstamps for the DOH and
the Mayor. Click here to read about the individual Board of Directors and their contact
information.
- as long as no one outside the AC&C takes concerted action to cut down on the number of
homeless animals streaming into the City’s shelters.
Shelter Reform Home Page
| August 2010 From the Desk of the Executive Committee of SRAC State of the AC&C |
| Shelter Reform Action Committee (SRAC) ShelterReform.org: Everything you ever wanted to know about the AC&C, but were afraid to ask. |