NYC Shelter Timeline
Introduction
The following is a chronological history of how New York City has cared for (or ignored) its homeless pet population over the years.
1894-1977
In the beginning, New Yorker Henry Bergh founded the American Society for the Prevention of Cruelty to Animals (ASPCA) to protect carriage and work horses. Thirty years later (shortly after Bergh's death), the ASPCA agrees to the City’s repeated entreaties to take charge of the care and control of the City’s dogs and cats. To do this, a special law is passed in Albany, allowing mayors of major cities the power to designate an agency to deal with “lost, strayed or homeless animals.” The law also gives the ASPCA special "Humane Law Enforcement" police powers. The ASPCA maintains its own animal shelters, purchases animal ambulances and so-called dog-catcher trucks, and hires HLE officers (state police officers who are granted arrest powers). All of this is a vast improvement over how stray dogs had been handled pre-1894: they were rounded up, jammed into cages, and lowered into the East River to drown.
In 1972 the actress/animal activist Gretchen Wyler is the first woman appointed to serve on the Board of Directors of the ASPCA. Wyler attracts a group of dedicated volunteers to help at the ASPCA shelters. In 1976, she sues the ASPCA for financial irregularities and cruelty to animals. Having seen first-hand the dysfunction and callousness at the ASPCA shelters and by its Board of Directors, she encourages other volunteers to protest. Ultimately, the ASPCA promises to do better and settles privately with Wyler who moves to California to continue her activism there.
Shamed by the Wyler lawsuit, in 1976, for the first time, the ASPCA seeks reimbursement from the City for its animal care and control services. The Mayor assigns the City's Department of Health (DOH) to administer the contract and set the ASPCA’s annual budget. The contract requires the ASPCA to seize stray animals, operate shelter facilities, accept owner-surrendered animals, and provide euthanasia as necessary. The contract also sets the template for years of inadequate funding and drastic budget reductions imposed by the DOH. Despite the mutual benefits the ASPCA and the City initially derived from these contracts, the ASPCA's relationship with City government quickly becomes contentious.
In 1972 the actress/animal activist Gretchen Wyler is the first woman appointed to serve on the Board of Directors of the ASPCA. Wyler attracts a group of dedicated volunteers to help at the ASPCA shelters. In 1976, she sues the ASPCA for financial irregularities and cruelty to animals. Having seen first-hand the dysfunction and callousness at the ASPCA shelters and by its Board of Directors, she encourages other volunteers to protest. Ultimately, the ASPCA promises to do better and settles privately with Wyler who moves to California to continue her activism there.
Shamed by the Wyler lawsuit, in 1976, for the first time, the ASPCA seeks reimbursement from the City for its animal care and control services. The Mayor assigns the City's Department of Health (DOH) to administer the contract and set the ASPCA’s annual budget. The contract requires the ASPCA to seize stray animals, operate shelter facilities, accept owner-surrendered animals, and provide euthanasia as necessary. The contract also sets the template for years of inadequate funding and drastic budget reductions imposed by the DOH. Despite the mutual benefits the ASPCA and the City initially derived from these contracts, the ASPCA's relationship with City government quickly becomes contentious.
1980
In the early 1980's, tension is fueled by the ASPCA's allegations that the City refused to pay the actual cost of providing animal care and control services. The DOH promises to do better, and in 1989 even offers to help the ASPCA by floating bonds to build a state of the art Manhattan shelter for the ASPCA and to create a veterinary unit in the Bronx and a shelter in Queens. The City’s homeless pets will never see those promised facilities.
1992-1994
In 1992 the ASPCA builds a shelter on East 110th Street, in East Harlem, to serve as its “new” Manhattan shelter. From the start, the Manhattan shelter suffers from a multitude of well-documented deficiencies – all of which continue to date. Under the standards of that period, animal shelters were simply to hold dogs and cats the requisite number of days before euthanizing them. Ensuring proper ventilation, exercise, and cleanliness were not part of the equation.
The ASPCA’s Brooklyn shelter on Linden Boulevard is no better. It is a converted factory located blocks from the last stop of the closet subway line, and in the highest homicide-per-capita neighborhood of the City. Needless to say, relatively few rescuers, volunteers, and public adopters venture out to the Brooklyn shelter, and never after dark .
In March 1993, the ASPCA announces that it will not renew its contract with the DOH, and will cease its animal care and control activities effective December 31, 1994. This decision follows on the heels of critical internal reports about shelter conditions. Also, volunteers and internal staff complain mightily about the disgraceful conditions at the ASPCA shelters and the high euthanasia rates, and their complaints result in embarrassing news coverage for the ASPCA.
Effective January 1, 1995 the ASPCA formally resigns from animal care and control services, explaining that killing stray dogs and cats has obscured its mission – and its image. The ASPCA also claimed that the $4.5 million a year the city was paying them was not enough, and that they were losing almost $1 million per year on the contract. No longer burdened with the stigma of being a high-kill shelter, the ASPCA goes on to be one of the highest-grossing humane societies in the United States, taking in millions of dollars every year.
In 1993 the DOH commissions a study to report the state of the shelter system and what would be needed for an effective transition. The report -- completed in February 1994 -- report emphasizes the need for senior management with extensive sheltering experience as well as the need for better facilities and equipment (confirming the poor state of the facilities). Ignoring the study’s recommendations, Mayor Rudolph Giuliani’s office serves up the perfect recipe for failure. The Mayor’s office creates a tax-exempt charity named the “Center for Animal Care and Control” (later shortened to AC&C), to assume responsibility for the City’s homeless pet population. While the AC&C is technically a stand-alone non-profit corporation, the DOH controls every aspect of the AC&C’s existence: drafting its by-laws, selecting its Executive Directors and Directors, setting its budget, and imposing various onerous requirements. The AC&C is a de facto extension of the DOH---with the DOH simultaneously claiming the AC&C to be an independent entity which can operate and negotiate effectively with the City.
The Mayor’s press release announcing the creation of the AC&C states that the budget will be $4.5 million (the same amount the ASPCA received and claimed was inadequate). The DOH selects Martin Kurtz, from the DOH’s veterinary division, as the first AC&C Executive Director. Kurtz has had no prior shelter management experience, setting the pattern of Executive Directors for years to come. For the first several years, the Commissioner of Sanitation heads the AC&C board, a crudely stark admission that the City views homeless animals as garbage.
The ASPCA’s Brooklyn shelter on Linden Boulevard is no better. It is a converted factory located blocks from the last stop of the closet subway line, and in the highest homicide-per-capita neighborhood of the City. Needless to say, relatively few rescuers, volunteers, and public adopters venture out to the Brooklyn shelter, and never after dark .
In March 1993, the ASPCA announces that it will not renew its contract with the DOH, and will cease its animal care and control activities effective December 31, 1994. This decision follows on the heels of critical internal reports about shelter conditions. Also, volunteers and internal staff complain mightily about the disgraceful conditions at the ASPCA shelters and the high euthanasia rates, and their complaints result in embarrassing news coverage for the ASPCA.
Effective January 1, 1995 the ASPCA formally resigns from animal care and control services, explaining that killing stray dogs and cats has obscured its mission – and its image. The ASPCA also claimed that the $4.5 million a year the city was paying them was not enough, and that they were losing almost $1 million per year on the contract. No longer burdened with the stigma of being a high-kill shelter, the ASPCA goes on to be one of the highest-grossing humane societies in the United States, taking in millions of dollars every year.
In 1993 the DOH commissions a study to report the state of the shelter system and what would be needed for an effective transition. The report -- completed in February 1994 -- report emphasizes the need for senior management with extensive sheltering experience as well as the need for better facilities and equipment (confirming the poor state of the facilities). Ignoring the study’s recommendations, Mayor Rudolph Giuliani’s office serves up the perfect recipe for failure. The Mayor’s office creates a tax-exempt charity named the “Center for Animal Care and Control” (later shortened to AC&C), to assume responsibility for the City’s homeless pet population. While the AC&C is technically a stand-alone non-profit corporation, the DOH controls every aspect of the AC&C’s existence: drafting its by-laws, selecting its Executive Directors and Directors, setting its budget, and imposing various onerous requirements. The AC&C is a de facto extension of the DOH---with the DOH simultaneously claiming the AC&C to be an independent entity which can operate and negotiate effectively with the City.
The Mayor’s press release announcing the creation of the AC&C states that the budget will be $4.5 million (the same amount the ASPCA received and claimed was inadequate). The DOH selects Martin Kurtz, from the DOH’s veterinary division, as the first AC&C Executive Director. Kurtz has had no prior shelter management experience, setting the pattern of Executive Directors for years to come. For the first several years, the Commissioner of Sanitation heads the AC&C board, a crudely stark admission that the City views homeless animals as garbage.
1996
In October, reeling from recent press release critical of its management, AC&C officials expel whistleblowers. Click here to read the official letters of an expelled volunteer.
The SRAC complains to the City’s Conflicts of Interest Board about the multiple conflicts arising from the DOH’s control of the AC&C and the selection of Directors and Executive Directors. The SRAC’s objections are ignored.
The SRAC complains to the City’s Conflicts of Interest Board about the multiple conflicts arising from the DOH’s control of the AC&C and the selection of Directors and Executive Directors. The SRAC’s objections are ignored.
1997
In February, the SRAC files a lawsuit seeking to declare the AC&C subject to Freedom of Information laws and demanding that it open its Board of Directors meetings to the public. (A decision is rendered in January 1999, in which the SRAC’s requests for various internal records are granted. As discussed later, the DOH voluntarily opens up board meetings.)
After two years of mounting criticism, Kurtz resigns as AC&C Executive Director. Four months later, Marilyn Haggerty-Blohm, a Giuliani aide with no prior shelter management experience (but with experience in solid waste disposal), is appointed to serve as Acting Executive Director. After months of pressure, the City Council's Contracts Committee, headed by Kathryn E. Freed, begins a formal investigation of the AC&C. Freed's investigators complain they are being slowed by uncooperative DOH officials delaying the production of documents.
In June, the City Council’s Contracts Committee issues a report titled Dying for Homes: Animal Care and Control in New York City. The report is a powerful indictment of the DOH’s stewardship of the AC&C. It is accompanied by written statements by the two independent AC&C directors who condemn the state of the AC&C and the DOH’s oversight and inadequate funding.
The two directors are summarily dismissed. Since then, the DOH and the Mayor’s Office carefully screen directors to ensure their loyalty to the Mayor and the DOH. Dissent will not be tolerated.
The SRAC leads a ballot initiative to amend the City Council Charter to create a Department of Animal Affairs and to remove the DOH (and, by extension, the Mayor) from control of the AC&C. The City Clerk rejects the petition, and in September, the SRAC sues to have its ballot initiative placed on the November 1997 election ballot.
In September, the judge dismisses the SRAC’s petition, relying on an 1894 New York State statute giving the Mayor of New York City sole authority to designate animal protection duties. The court rules that the proposed ballot initiative infringes on the Mayor's authority. In short, only a change in legislation in Albany can remove the City’s homeless animals from the callously indifferent treatment accorded them by a succession of mayors and by the DOH. While responsible for the health of City residents, the DOH has always viewed the care and health of animals as an ancillary concern, relevant only if an animal might pose a health or safety hazard to humans. (That’s why the DOH must be removed from control over animal care and control services.)
After two years of mounting criticism, Kurtz resigns as AC&C Executive Director. Four months later, Marilyn Haggerty-Blohm, a Giuliani aide with no prior shelter management experience (but with experience in solid waste disposal), is appointed to serve as Acting Executive Director. After months of pressure, the City Council's Contracts Committee, headed by Kathryn E. Freed, begins a formal investigation of the AC&C. Freed's investigators complain they are being slowed by uncooperative DOH officials delaying the production of documents.
In June, the City Council’s Contracts Committee issues a report titled Dying for Homes: Animal Care and Control in New York City. The report is a powerful indictment of the DOH’s stewardship of the AC&C. It is accompanied by written statements by the two independent AC&C directors who condemn the state of the AC&C and the DOH’s oversight and inadequate funding.
The two directors are summarily dismissed. Since then, the DOH and the Mayor’s Office carefully screen directors to ensure their loyalty to the Mayor and the DOH. Dissent will not be tolerated.
The SRAC leads a ballot initiative to amend the City Council Charter to create a Department of Animal Affairs and to remove the DOH (and, by extension, the Mayor) from control of the AC&C. The City Clerk rejects the petition, and in September, the SRAC sues to have its ballot initiative placed on the November 1997 election ballot.
In September, the judge dismisses the SRAC’s petition, relying on an 1894 New York State statute giving the Mayor of New York City sole authority to designate animal protection duties. The court rules that the proposed ballot initiative infringes on the Mayor's authority. In short, only a change in legislation in Albany can remove the City’s homeless animals from the callously indifferent treatment accorded them by a succession of mayors and by the DOH. While responsible for the health of City residents, the DOH has always viewed the care and health of animals as an ancillary concern, relevant only if an animal might pose a health or safety hazard to humans. (That’s why the DOH must be removed from control over animal care and control services.)
1998
The DOH retains the Humane Society of the United States (HSUS) to conduct an investigation and publish a report on the AC&C. The SRAC files a detailed challenge to the HSUS methodology and conclusions. While the HSUS report is somewhat critical of the AC&C, it is far too deferential to the DOH, and the SRAC submits a point-by-point rebuttal. But the SRAC does agree with the HSUS’s observation that the AC&C/DOH relationship is fraught with conflicts of interest.
In October, New York Magazine publishes an investigative piece by Elizabeth Hess entitled Shelter Skelter. The article is highly critical of the conditions at the AC&C and the City's and DOH's callous indifference.
In October, New York Magazine publishes an investigative piece by Elizabeth Hess entitled Shelter Skelter. The article is highly critical of the conditions at the AC&C and the City's and DOH's callous indifference.
1999
The Shelter Skelter article prompts the City’s Comptroller, Alan Hevesi, to commence his own office’s audit of the AC&C. It is based on interviews with former employees and rescue workers conducted during the period 1999-2001. (The report is published in 2002 by Hevesi’s successor, William Thompson, Jr.)
In January, a judge grants the SRAC’s request to be given access to AC&C internal records and that the AC&C’s Board meeting be open to the public. (Since that decision, the AC&C Board holds a closed session then an open session to the public.)
In January, a judge grants the SRAC’s request to be given access to AC&C internal records and that the AC&C’s Board meeting be open to the public. (Since that decision, the AC&C Board holds a closed session then an open session to the public.)
2000
In April, Councilwoman Kathryn Freed successfully secures passage of a city law requiring full service animal shelters be established in all five boroughs. (The Animal Shelters and Sterilization Act, Local Law 26, 17-801 – 1-808 to Title 17 of the New York City Administrative Code.) Monies are set aside to build full-service animal shelters in two of the City’s most populous and needy boroughs -- the Bronx and Queens -- which do not have shelters of their own. The DOH is required to enforce the legislation and to report annually to the City Council on its progress.
2002
In June, the new City Comptroller, William C. Thompson Jr., releases an 88-page audit which had been conducted during his predecessor's term, that concludes that the AC&C "does not provide humane conditions for all of the animals in its shelters and has not made aggressive efforts to increase adoptions of homeless animals." The report finds that animals are subjected to abuse and neglect and that employees who mistreat animals are rarely dismissed. The report also notes that the AC&C is notoriously hostile to volunteers.
Over the summer, the entire AC&C Board of Directors is replaced. Dr. Thomas Frieden, the DOH Commissioner, is elected chairman of the AC&C board and remains in that position until he leaves the DOH in 2009 to take a position as head of the federal Center for Disease Control..
Mayor Bloomberg cites financial difficulties following the 9/11 terrorist attacks to request an extension of the law requiring shelters in the Bronx and Queens. In July, Christine Quinn, head of the City Council’s Health Committee, brokers a deal with the Mayor’s Office to have the City Council amend the statute to give the DOH an extension of time until 2006 to create the missing shelters.
In September, Mayor Bloomberg announces budget cuts and slashes the AC&C shelter hours by 50%.
In October the AC&C Board fires Executive Director Haggerty-Blohm a week after she says that some animals have died because of the budget cuts. However, the rescue community applauds her departure. Click here to view a video of SRAC co-founder Gary Kaskel.
Julian Prager, General Counsel to the AC&C, is appointed Interim Executive Director. He is a professional bulldog breeder. (Later, he is quietly promoted to Executive Director .) His 9-month tenure at the AC&C is marked by continuing criticism and deterioration of shelter services and conditions.
In October Jane Hoffman, an attorney and founding member of the NYC Bar Association’s “Animals and the Law” Committee, approaches Mayor Bloomberg with a proposal: she will create a network of rescuers to pull animals from the AC&C, and apply for a multi-million grant from “Maddie’s Fund” to achieve a “no kill” NYC. Hoffman receives Mayor Bloomberg’s blessing and names the organization “The Mayor’s Alliance,” even though all she asks (and receives) from the City is use of public parks for adoptions events, and reserved parking spaces in front of AC&C shelter buildings. Hoffman signs a Memorandum of Understanding with the City that New York will become a “no kill” city by the year 2008 (which the
Alliance subsequently extends 3 separate time, currently set for 2015).
On behalf of the AC&C, now Executive Director Prager signs a Memorandum of Understanding allowing the Mayor's Alliance to help pull the AC&C out of the hole the DOH has dug for the AC&C.. In later years, Prager pads his resume to suggest that he was in large part responsible for the Mayor’s Alliance’s creation and its success in increasing the number of rescued animals.
The Mayor’s Alliance opens “New Hope” offices in each of the AC&C’s three shelters. New Hope staff members coordinate with rescuers who pull animals from the AC&C.
The Maddie’s Fund, a family foundation funded by Dave Duffield and his wife Cheryl, is named after the family’s beloved miniature Schnauzer who passed away in 1997. Maddie’s Fund’s purpose is to help create a “no-kill” nation where all healthy and treatable shelter dogs and cats are guaranteed a loving home.
Over the summer, the entire AC&C Board of Directors is replaced. Dr. Thomas Frieden, the DOH Commissioner, is elected chairman of the AC&C board and remains in that position until he leaves the DOH in 2009 to take a position as head of the federal Center for Disease Control..
Mayor Bloomberg cites financial difficulties following the 9/11 terrorist attacks to request an extension of the law requiring shelters in the Bronx and Queens. In July, Christine Quinn, head of the City Council’s Health Committee, brokers a deal with the Mayor’s Office to have the City Council amend the statute to give the DOH an extension of time until 2006 to create the missing shelters.
In September, Mayor Bloomberg announces budget cuts and slashes the AC&C shelter hours by 50%.
In October the AC&C Board fires Executive Director Haggerty-Blohm a week after she says that some animals have died because of the budget cuts. However, the rescue community applauds her departure. Click here to view a video of SRAC co-founder Gary Kaskel.
Julian Prager, General Counsel to the AC&C, is appointed Interim Executive Director. He is a professional bulldog breeder. (Later, he is quietly promoted to Executive Director .) His 9-month tenure at the AC&C is marked by continuing criticism and deterioration of shelter services and conditions.
In October Jane Hoffman, an attorney and founding member of the NYC Bar Association’s “Animals and the Law” Committee, approaches Mayor Bloomberg with a proposal: she will create a network of rescuers to pull animals from the AC&C, and apply for a multi-million grant from “Maddie’s Fund” to achieve a “no kill” NYC. Hoffman receives Mayor Bloomberg’s blessing and names the organization “The Mayor’s Alliance,” even though all she asks (and receives) from the City is use of public parks for adoptions events, and reserved parking spaces in front of AC&C shelter buildings. Hoffman signs a Memorandum of Understanding with the City that New York will become a “no kill” city by the year 2008 (which the
Alliance subsequently extends 3 separate time, currently set for 2015).
On behalf of the AC&C, now Executive Director Prager signs a Memorandum of Understanding allowing the Mayor's Alliance to help pull the AC&C out of the hole the DOH has dug for the AC&C.. In later years, Prager pads his resume to suggest that he was in large part responsible for the Mayor’s Alliance’s creation and its success in increasing the number of rescued animals.
The Mayor’s Alliance opens “New Hope” offices in each of the AC&C’s three shelters. New Hope staff members coordinate with rescuers who pull animals from the AC&C.
The Maddie’s Fund, a family foundation funded by Dave Duffield and his wife Cheryl, is named after the family’s beloved miniature Schnauzer who passed away in 1997. Maddie’s Fund’s purpose is to help create a “no-kill” nation where all healthy and treatable shelter dogs and cats are guaranteed a loving home.
2003-2004
The DOH hires Ed Boks to be the next AC&C Executive Director. Boks initially agrees to a six-month term, and to work only part-time. Having previously managed the animal shelter system in Maricopa County in Arizona, and with twenty years in shelter management, Boks is the first AC&C Executive Director with actual experience running an animal shelter.
In 2004, Boks agrees to sign on for a full two-year term, but his time at the AC&C is marked by growing animosity between him and the DOH and with the AC&C Board of Directors. He discovers falsification of safety inspections by DOH inspectors, misuse of statistics, and outright hostility and incompetence by DOH personnel. Boks attempts to institute reforms, which are opposed by the AC&C board.
Despite the 2002 amended City Council law, by the end of 2004 the DOH has failed to file plans for full-service shelters in the Bronx and in Queens. In fact, in 2004 the Bloomberg administration tries to change the law and get rid of the requirement for full-service shelters in the Bronx and Queens. But that change is never approved by the City Council.
In 2004, Boks agrees to sign on for a full two-year term, but his time at the AC&C is marked by growing animosity between him and the DOH and with the AC&C Board of Directors. He discovers falsification of safety inspections by DOH inspectors, misuse of statistics, and outright hostility and incompetence by DOH personnel. Boks attempts to institute reforms, which are opposed by the AC&C board.
Despite the 2002 amended City Council law, by the end of 2004 the DOH has failed to file plans for full-service shelters in the Bronx and in Queens. In fact, in 2004 the Bloomberg administration tries to change the law and get rid of the requirement for full-service shelters in the Bronx and Queens. But that change is never approved by the City Council.
2005
Through the work of the Mayor’s Alliance, AC&C euthanasia rates (which were as high as 75-80% in 2002), steadily decline while rescue and adoptions numbers rise. Maddie’s Fund awards its first grant to the Mayor’s Alliance in January 2005, and anticipates spending a total of $24.4 million over seven years “to help the Mayor's Alliance end the killing of healthy and treatable shelter dogs and cats community-wide.” With monies in hand, the Mayor’s Alliance is able to pay its participating rescue members a flat amount for every homeless animal placed in a permanent home. The subsidy helps defray the rescuers' costs. The Alliance also embarks on various programs (e.g., low cost micro-chipping and spay/neuter, special grants to rescuers, major adoption events). Rescuers who are not Alliance members are ineligible for subsidies.
As the years pass, rescuers (and adopters) pay mounting medical fees to nurse animals back to health, animals made sick during their stay in the overcrowded AC&C shelters. Moreover, the number of animals flowing into the shelters remains steady, fluctuating between 39,000 to 44,000. This steady flow of animals is channeled into already overcrowded shelters.
Various AC&C rescuers and volunteers criticize how animals are selected to be euthanized for so-called “behavior” or “disease.” In almost all cases, the “disease” is an upper respiratory infection that animals catch at the AC&C shelters, and the behavior "tests" leave much to be desired in how they are administered. The AC&C also offers lack of "space" as a third reason for killing many of its animals.
As the years pass, rescuers (and adopters) pay mounting medical fees to nurse animals back to health, animals made sick during their stay in the overcrowded AC&C shelters. Moreover, the number of animals flowing into the shelters remains steady, fluctuating between 39,000 to 44,000. This steady flow of animals is channeled into already overcrowded shelters.
Various AC&C rescuers and volunteers criticize how animals are selected to be euthanized for so-called “behavior” or “disease.” In almost all cases, the “disease” is an upper respiratory infection that animals catch at the AC&C shelters, and the behavior "tests" leave much to be desired in how they are administered. The AC&C also offers lack of "space" as a third reason for killing many of its animals.
2006
The DOH does not renew Boks’ contract, and Mary Martin is selected to succeed him. Martin’s background is in veterinary science (she had worked with Boks in the Maricopa County shelter in Arizona, but is not a veterinarian). She has no experience in managing an animal shelter. During her term as Executive Director, she neither offends nor challenges the DOH. She is politic, likeable, and hands-off. Her term is uneventful.
In June NYC’s Comptroller Thompson issues another audit of the AC&C, this time conducted by his own staff. Compared to the previous audit (conducted by the previous Comptroller), Comptroller Thompson’s audit is far less scathing, but notes persistent problems: lack cleanliness, sick animals not segregated from healthy, dogs not exercised, ineffective use of volunteers.
Also in June the SRAC sues to remove the Mayor and three other city officials, including the Health Commissioner, from controlling the AC&C Board of Directors, alleging conflict of interest and malfeasance of their fiduciary duty. (In October 2007, the complaint is dismissed on technical grounds, the judge ruling that the SRAC has no “standing” to seek (i.e., no legally recognizable interest in) seeking such relief from the DOH. Consequently, the SRAC defers to the Charities Bureau of the New York State Attorney General’s office for enforcement. That Bureau does nothing, neither investigating nor responding to the SRAC's periodic requests on the status of its investigation.
In defiance of the the amended Shelters and Steriization law requiring shelters in the Bronx and Queens by 20015, those shelters remain non-existent.
In June NYC’s Comptroller Thompson issues another audit of the AC&C, this time conducted by his own staff. Compared to the previous audit (conducted by the previous Comptroller), Comptroller Thompson’s audit is far less scathing, but notes persistent problems: lack cleanliness, sick animals not segregated from healthy, dogs not exercised, ineffective use of volunteers.
Also in June the SRAC sues to remove the Mayor and three other city officials, including the Health Commissioner, from controlling the AC&C Board of Directors, alleging conflict of interest and malfeasance of their fiduciary duty. (In October 2007, the complaint is dismissed on technical grounds, the judge ruling that the SRAC has no “standing” to seek (i.e., no legally recognizable interest in) seeking such relief from the DOH. Consequently, the SRAC defers to the Charities Bureau of the New York State Attorney General’s office for enforcement. That Bureau does nothing, neither investigating nor responding to the SRAC's periodic requests on the status of its investigation.
In defiance of the the amended Shelters and Steriization law requiring shelters in the Bronx and Queens by 20015, those shelters remain non-existent.
2007
In April,Executive Director Martin leaves to take a job in Los Angeles running a free spay/neuter service. For the next several months, AC&C board member Bruce Doniger, a successful businessman with no prior experience managing an animal shelter, serves as Interim Executive Director.
In October the AC&C board hires Charlene Pedrolie as Executive Director. Her background is in restructuring troubled companies; she has no prior shelter management experience. During her two-year term, Pedrolie faces increasing controversy and vitriolic attacks. Yet, she initiates a number of innovations advocated by experienced volunteers, such as (1) a dog-walking program for non-adoptable shelter dogs (prior management did not believe that dogs not up for adoption need to be walked, no matter how long their stay in the shelter), (2) a Cruelty Seizure Committee to oversee the care, rehabilitation, and placement of animals removed from abusive or cruel circumstances, (3) a volunteer-based Compassion Program for dogs slated to be euthanized, and (4) enhanced information available to rescuers about AC&C animals to be euthanized. Predrolie also requires that every dog be provided with a blanket and toy and arranges to have AC&C animals regularly showcased on the NBC “Today Show.”
While euthanasia numbers continue to decrease, the AC&C is unable to stem the epidemic of respiratory infection (URI) afflicting its animals.
In October the AC&C board hires Charlene Pedrolie as Executive Director. Her background is in restructuring troubled companies; she has no prior shelter management experience. During her two-year term, Pedrolie faces increasing controversy and vitriolic attacks. Yet, she initiates a number of innovations advocated by experienced volunteers, such as (1) a dog-walking program for non-adoptable shelter dogs (prior management did not believe that dogs not up for adoption need to be walked, no matter how long their stay in the shelter), (2) a Cruelty Seizure Committee to oversee the care, rehabilitation, and placement of animals removed from abusive or cruel circumstances, (3) a volunteer-based Compassion Program for dogs slated to be euthanized, and (4) enhanced information available to rescuers about AC&C animals to be euthanized. Predrolie also requires that every dog be provided with a blanket and toy and arranges to have AC&C animals regularly showcased on the NBC “Today Show.”
While euthanasia numbers continue to decrease, the AC&C is unable to stem the epidemic of respiratory infection (URI) afflicting its animals.
2008
In November, the DOH green-lights the start of the long-delayed installation of a new HVAC (heating/ventilation/air condition) system in the Manhattan shelter. The DOH claims the new system will reduce the amount of the cold/flu virus in that shelter. For the two years the project is expected to last, the Manhattan shelter is a noisy, dusty, and dangerous construction site, with adoptable animals housed in a long-abandoned garage and the balance squeezed in the building that is under construction. Critics challenge the DOH’s decision to spend time and money trying to renovate a building whose very footprint and age make it eminently unsuitable for an animal shelter. HVAC or not, the cold/flu virus will continue at the shelter.
The DOH acquires a former Bronx library, projected to be the long-ordered Bronx animal shelter. The neighboring community brings their NIMBY (Not In My Back Yard) protests and the DOH backs off.
In June the rescue group Stray From the Heart (SFTH) sues the DOH for violating the law requiring full- service shelters in the Bronx and Queens. In September, the trial judge rules in favor of SFTH and orders the shelters to be created.
The DOH acquires a former Bronx library, projected to be the long-ordered Bronx animal shelter. The neighboring community brings their NIMBY (Not In My Back Yard) protests and the DOH backs off.
In June the rescue group Stray From the Heart (SFTH) sues the DOH for violating the law requiring full- service shelters in the Bronx and Queens. In September, the trial judge rules in favor of SFTH and orders the shelters to be created.
2009
In January SFTH amends its complaint against the City to allege that by failing to create those missing shelters, the City ensures that ACC animals fall ill from diseases that rampage through the overcrowded shelters, thereby imposing extraordinary costs on rescue groups that try to save these animals. The City's defense is twofold: that it has substantially complied with the law and that no rescue group has stand to sue.
In August Dr. Thomas Farley succeeds Dr. Thomas Frieden who has taken a job to head the U.S. Center for Disease Control in Atlanta. The AC&C board unanimously elects Farley to succeed Frieden as AC&C Chairman. Dr. Stephanie Janezcko agrees to come on board as the AC&C's Medical Director. The ASPCA sweetens her employment package by supplementing her salary. Janezcko had previously been employed by Cornell Veterinary School and overseen a 2008-2009 study of disease in AC&C dogs.
September: The SFTH trial judge rules that the City has violated the 2000 Shelters Law and that SFTH has standing to sue. Farley orders the DOH to appeal from the SFTH decision.
The DOH does not renew Executive Director Pedrolie’s contract and appoints corporate attorney Risa Weinstock as “Interim” Executive Director. Weinstock has no prior experience managing an animal shelter. She previously served as the AC&C's General Counsel for 1-1/2 years.
October: One of Weinstock’s first duties is to “negotiate” a new 5-year contract with the DOH. As with all prior service contracts, the “negotiations” are non-existent because the AC&C has no bargaining power. Weinstock immediately is apprised of the DOH’s announcement of the first of a series dramatic cuts to the AC&C’s historically inadequate budget. Weinstock responds by cutting key services and employees.
Tensions between staff and volunteers grow and volunteers are increasingly dispirited. A group of AC&C volunteers, rescuers, donors, and adopters petition Dr. Farley to (1) select an experienced, proven, independent, and innovative Executive Director for the AC&C, (2) abandon its appeal of the Stray From the Heart ruling and create shelters in the Bronx and Queens, (3) replace the current AC&C directors with true animal advocates who owe no allegiance to the DOH or to the Mayor, (4) increase AC&C funding, and (5) publicly acknowledge the crisis confronting the AC&C.
Dr. Farley responds that all is well at the ACC and great progress is being made.
November: New York State Assemblymember Micah Kellner introduces a bill named “Oreo’s Law” which the ASPCA fiercely opposes. The bill is named after a cruelty seizure dog the ASPCA killed despite wide protests. Oreo’s Law would impose a clear standard of animal care on shelters while opening up shelters to responsible rescue groups.
The number of abandoned and owner-surrendered pets increases daily due to a poisonous confluence of factors:
In August Dr. Thomas Farley succeeds Dr. Thomas Frieden who has taken a job to head the U.S. Center for Disease Control in Atlanta. The AC&C board unanimously elects Farley to succeed Frieden as AC&C Chairman. Dr. Stephanie Janezcko agrees to come on board as the AC&C's Medical Director. The ASPCA sweetens her employment package by supplementing her salary. Janezcko had previously been employed by Cornell Veterinary School and overseen a 2008-2009 study of disease in AC&C dogs.
September: The SFTH trial judge rules that the City has violated the 2000 Shelters Law and that SFTH has standing to sue. Farley orders the DOH to appeal from the SFTH decision.
The DOH does not renew Executive Director Pedrolie’s contract and appoints corporate attorney Risa Weinstock as “Interim” Executive Director. Weinstock has no prior experience managing an animal shelter. She previously served as the AC&C's General Counsel for 1-1/2 years.
October: One of Weinstock’s first duties is to “negotiate” a new 5-year contract with the DOH. As with all prior service contracts, the “negotiations” are non-existent because the AC&C has no bargaining power. Weinstock immediately is apprised of the DOH’s announcement of the first of a series dramatic cuts to the AC&C’s historically inadequate budget. Weinstock responds by cutting key services and employees.
Tensions between staff and volunteers grow and volunteers are increasingly dispirited. A group of AC&C volunteers, rescuers, donors, and adopters petition Dr. Farley to (1) select an experienced, proven, independent, and innovative Executive Director for the AC&C, (2) abandon its appeal of the Stray From the Heart ruling and create shelters in the Bronx and Queens, (3) replace the current AC&C directors with true animal advocates who owe no allegiance to the DOH or to the Mayor, (4) increase AC&C funding, and (5) publicly acknowledge the crisis confronting the AC&C.
Dr. Farley responds that all is well at the ACC and great progress is being made.
November: New York State Assemblymember Micah Kellner introduces a bill named “Oreo’s Law” which the ASPCA fiercely opposes. The bill is named after a cruelty seizure dog the ASPCA killed despite wide protests. Oreo’s Law would impose a clear standard of animal care on shelters while opening up shelters to responsible rescue groups.
The number of abandoned and owner-surrendered pets increases daily due to a poisonous confluence of factors:
- The worsening economy (as people lose their jobs and homes, their pets end up on the streets or at the AC&C,
- A New York City Housing Authority (NYCHA) rule limiting ownership of animals in public housing to one pet per household and banning certain dogs by weight and breed, and
- Decades-long failure by the City to provide massive and free or low-cost spay/neuter services.
2010
February: Without explanation, Dr. Stephanie Janezcko steps down as the ACC’s Medical Director, but stays on for a few months more as Operations Directors. (The position of Medical Directors remains vacant until January 2014.)
March: The DOH selects Julie Bank as the latest AC&C Executive Director (the 8th ED in Bloomberg’s administration). While at first glance Ms. Bank’s resume appears to be excellent, closer examination reveals a lackluster record serving as a shelter executive in Arizona and California.
June: Ms. Bank closes ACC doors to new volunteers explaining that this will allow her Volunteer Coordinator (a person heartily disliked by many experienced volunteers) to “revamp” the ACC volunteer program. (The program does not re-open until 6 months later.)
Bank eliminates more key services in response to continuing budget cuts by the DOH.
The City and the DOH file their appeal papers from the decision in the SFTH lawsuit.
March: The DOH selects Julie Bank as the latest AC&C Executive Director (the 8th ED in Bloomberg’s administration). While at first glance Ms. Bank’s resume appears to be excellent, closer examination reveals a lackluster record serving as a shelter executive in Arizona and California.
June: Ms. Bank closes ACC doors to new volunteers explaining that this will allow her Volunteer Coordinator (a person heartily disliked by many experienced volunteers) to “revamp” the ACC volunteer program. (The program does not re-open until 6 months later.)
Bank eliminates more key services in response to continuing budget cuts by the DOH.
The City and the DOH file their appeal papers from the decision in the SFTH lawsuit.
2011
February: The ASPCA asks Assemblymember Amy Paulin to sponsor a competing bill to “Oreo’s Law,” a bill the ASPCA and the Mayor’s Alliance drafted with input from kill shelters.
April: Assembly member Micah Kellner withdraws his “Oreo’s Law” bill and resubmits it under a new name --
“Companion Animal Access and Rescue Act” (CAARA) bill. ASPCA works to stall CAARA in the Agriculture Committee while Assemblymember Amy Paulin sponsors a competing bill that the ASPCA has drafted. Read more about the two bills.
A mid-level appeals court reverses the trial judge’s decision in the SFTH lawsuit. The appeals panel rules that a rescue group lacks “standing” to sue the DOH for violating the law requiring animal shelters in the Bronx and Queens. SFTH seeks permission from NYS’s highest court to appeal from that decision.
July: The Alliance and the ASPCA announce a deal they secretly negotiated with City Council Speaker Christine Quinn. The deal would eliminate the DOH’s longstanding legal obligation to build animal shelters in the Bronx and Queens. In exchange, the DOH would “promise” but not guarantee, to give the ACC extra monies ending with at least $12 million by fiscal year 2014. NYC’s Comptroller Liu releases his office’s most recent “audit” of AC&C operations. Liu gives the ACC a passing grade even while noting pervasive lies and stonewalling by both the AC&C and the DOH.
August: The NY Court of Appeals grants SFTH’s request to appeal from decision ruling that a rescue group may not sue the City for violating the shelters law. If SFTH succeeds on appeal, the City will be forced to build shelters in the Bronx and Queens.
September: The ASPCA, Mayor's Alliance and Speaker Christine Quinn fast-track the bill through the council and Mayor Bloomberg signs it into law (Local law 59). In support of the law, an ASPCA representative testifies that the AC&C has "an almost 100% infection rate."
April: Assembly member Micah Kellner withdraws his “Oreo’s Law” bill and resubmits it under a new name --
“Companion Animal Access and Rescue Act” (CAARA) bill. ASPCA works to stall CAARA in the Agriculture Committee while Assemblymember Amy Paulin sponsors a competing bill that the ASPCA has drafted. Read more about the two bills.
A mid-level appeals court reverses the trial judge’s decision in the SFTH lawsuit. The appeals panel rules that a rescue group lacks “standing” to sue the DOH for violating the law requiring animal shelters in the Bronx and Queens. SFTH seeks permission from NYS’s highest court to appeal from that decision.
July: The Alliance and the ASPCA announce a deal they secretly negotiated with City Council Speaker Christine Quinn. The deal would eliminate the DOH’s longstanding legal obligation to build animal shelters in the Bronx and Queens. In exchange, the DOH would “promise” but not guarantee, to give the ACC extra monies ending with at least $12 million by fiscal year 2014. NYC’s Comptroller Liu releases his office’s most recent “audit” of AC&C operations. Liu gives the ACC a passing grade even while noting pervasive lies and stonewalling by both the AC&C and the DOH.
August: The NY Court of Appeals grants SFTH’s request to appeal from decision ruling that a rescue group may not sue the City for violating the shelters law. If SFTH succeeds on appeal, the City will be forced to build shelters in the Bronx and Queens.
September: The ASPCA, Mayor's Alliance and Speaker Christine Quinn fast-track the bill through the council and Mayor Bloomberg signs it into law (Local law 59). In support of the law, an ASPCA representative testifies that the AC&C has "an almost 100% infection rate."
2012
January: Using extra funding from the DOH, the AC&C begins to rehire and expand staffing.
February: ASPCA works with Assemblymember Paulin to get the bogus “reform” bill passed by the Assembly’s Agriculture Committee.
March: The DOH declines to hire a proven leader in shelter reform. Instead, the DOH renews Julie Bank’s contract for another two years. The DOH fails to meet the March 1 deadline set by Local Law 59 for publication of rules for Trap/Neuter/Return rescue groups.
May: ASPCA engineers CAARA’s defeat in the Agriculture committee. Assemblymember Kellner explains the difference between his bill and the ASPCA bogus bill. But the ASPCA’s tactics backfire and legislators begin to distance themselves from the ASPCA bill. http://shelterreform.org/CAARALaw.html Assembly Member Paulin withdraws the bill, while promising to meet with opponents to hear their suggestions.
September: Julie Bank resigns citing "family reasons." AC&C General Counsel Risa Weinstock once again is tapped to serve "interim" Executive Director. Suddenly the overflow cages at the AC&C disappear.. for a few weeks.
February: ASPCA works with Assemblymember Paulin to get the bogus “reform” bill passed by the Assembly’s Agriculture Committee.
March: The DOH declines to hire a proven leader in shelter reform. Instead, the DOH renews Julie Bank’s contract for another two years. The DOH fails to meet the March 1 deadline set by Local Law 59 for publication of rules for Trap/Neuter/Return rescue groups.
May: ASPCA engineers CAARA’s defeat in the Agriculture committee. Assemblymember Kellner explains the difference between his bill and the ASPCA bogus bill. But the ASPCA’s tactics backfire and legislators begin to distance themselves from the ASPCA bill. http://shelterreform.org/CAARALaw.html Assembly Member Paulin withdraws the bill, while promising to meet with opponents to hear their suggestions.
September: Julie Bank resigns citing "family reasons." AC&C General Counsel Risa Weinstock once again is tapped to serve "interim" Executive Director. Suddenly the overflow cages at the AC&C disappear.. for a few weeks.
2013
January: Manhattan Borough President Scott Stringer publishes a scathing report entitled "Led Astray: Reforming NYC's Animal Care & Control," calling for a full restructuring of the AC&C and freeing it from City control. The DOH asks to reduce the AC&C's 2012 budget by $800,000 citing AC&C efficiencies and "underspending." The January 2013 AC&C Board meeting offers one surprise: the election of the first non-government director as AC&C Chairman. But the change is form without substance. Test link.
March: Even with extra DOH funding, the AC&C fails to provide basic medical care to its animals.
April: The AC&C and the Mayor's Alliance continue to manipulate labels and numbers to claim that the AC&C is "on track to no-kill" by 2015. The DOH continues to stiff the Bronx and Queens as regards animal services. The City Council Health Committee holds hearing on claimed "progress" under Local Law 59.
May: NYClass holds the first-ever Mayoral Candidates Forum on Animal Protection issues. One notable absentee is City Council Speaker Christine Quinn.
June: The City Council Health Committee holds hearing to discuss, inter alia, strategies to increase "live outcomes" at the AC&C. Interim AC&C Executive Director Risa Weinstock and Deputy Health Commissioner Daniel Kass describe a thriving AC&C. One week later, Weinstock sheds "interim" title when tapped to be the AC&C Executive Director. At the June AC&C Board Meeting, Weinstock regales Board with a list of claimed achievements under her leadership. AC&C launches its first-ever Adoptions Program. Ed Sayres exits ASPCA, leaving a mixed legacy vis-a-vis the AC&C. (Within 2 years he accepts the well-paid position as President of PIJAC, the lobbying arm of the Pet Industry ... which includes among its members notorious puppy mills.)
July: Without any fanfare, the AC&C website reflects that the AC&C has a new non-government director to fill a seat vacant for almost 1-1/2 years. The new director is Brooklyn private veterinarian Howard Hollander. Queens City Councilmember Peter Vallone, Jr. introduces a bill which would require full service shelters in the Bronx and Queens.
November: New Yorkers elect Bill deBlasio to be the next Mayor. While campaigning, deBlasio pledged to reform the AC&C based on the outline set by then Manhattan Borough President Scott Stringer.
2014
January: The AC&C hires a new Medical Director after keeping that position empty for 3 years. New York Governor Andrew Cuomo signs into law a new "Pet Dealers" bill sponsored by Assemblymember Linda Rosenthal allowing local communities (like NYC) to enact their own regulations of pet shops despite stiff opposition from PIJAC. Still, PIJAC was able to secure one concession: a provision that would bar banning the sale of "all" large volume breeder (i.e., puppy mill) animals.
The ASPCA formally relinquishes responsibility for Humane Law Enforcement in New York City and NYPD takes over. The ASPCA warned months before why this handover was necessary: the ASPCA didn't have the resources to investigate the thousands of reported instances of animal. By training a special group of NYPD officers to be in charge would be preferable. The ASPCA continues to provide forensic assistance to establish cruelty as well as providing care for animals requiring special medical intervention.
April: Under its new Chairman Corey Johnson, the City Council Health Committee holds a hearing on proposed legislation to regulate NYC pet shops. The DOH expresses its eagerness to have more funding to enlarge its staff to be in charge of overseeing pet shops. SRAC denounces the DOH as a dreadful choice to be responsible for ensuring the welfare of any animal. Assemblymember Rosenthal testifies and clarifies that even if new regulations bar all but 1% of puppy mill animals, that would pass muster under the new law. PIJAC and pet shop representatives claim that animals from volume breeders are happy and well cared for and regulations are unnecessary. The Committee promises to review the draft and make changes.
AC&C April Board Meeting offers no surprises. While Management continue to present upbeat reports on progress inside the shelter walls, a news report discloses the contents of a November 2013 private memorandum from The Mayor's Alliance and the ASPCA to then Mayor-Elect deBlasio slamming AC&C "inadequate funding and irresponsible management."
June: At the June Board Meeting Executive Director Risa Weinstock signals that the AC&C will declare itself "no kill" in 2015.
Despite warnings by the Humane Society of New York, the DOH blindsides Albany legislators by fashioning an amendment to state law specifically naming the DOH as being in charge of the AC&C. The amendment was advertised as simply one to allow New York City to set its own dog licensing fees.
September: Despite all the feel-good news presented by AC&C management at its September board meeting, storm clouds were sighted. Intake numbers continue to rise. The AC&C faces a "monster" version of Canine Influenza. A Brooklyn shelter volunteer tells the board how that shelter is a "disaster." Unfortunately, only 5 members of the 9 member board were present to hear the news and Executive Director Risa Weinstock told the volunteer that a board meeting wasn't the proper forum to bring up his concerns.
