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The following is the complete text of the 1998 evaluation of the Center for Animal Care and Control by
the Humane Society of the United States [Part 4].
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SHELTER INTERIOR DESIGN AND LAYOUT
Shelter Renovations
The CACC facilities are in an incredible state of transition. The Brooklyn shelter is in the middle of
major renovations, and the Manhattan shelter renovations are slated for early 1999. For the most part,
the CACC inherited the Brooklyn renovations for better or worse and has had a difficult time trying to
amend them. In Manhattan, the CACC will have greater control over plans. Plans for a new Queens
facility are already in the works, and renovations will continue through 1999 to improve and enclose the
dog runs in the Staten Island shelter.
With this in mind, it would be futile to attempt a comprehensive evaluation of each of the CACC facility's
current design and layout, other than to recognize the substantial limitations and inconveniences under
which they are working. The HSUS does want to recognize, however, the effort that has been
demonstrated to keep operations running as smoothly as possible despite the daily complications that
arise as a result of these improvements. The current state of affairs affects every aspect of operations
and must not be overlooked.
A recent CACC grant request (for sterilization program funding) provides a good summary of current
facility renovation projects and related funding:
"We have secured $7.7 million in New York City funds for construction and rehabilitation of our shelters.
This is in addition to $2.5 million already committed for renovations of the Brooklyn shelter, which
started in April, 1997 and is expected to be completed by the end of the year. The City funds will pay
for renovation of our Manhattan shelter and construction of a new larger Pet Adoption Center in
Queens. These major renovations will add capacity to our shelter system."/20
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FN20/ Center for Animal Care and Control Application to Ahimsa Foundation, April 30, 1998.
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Renovation Phases
The Brooklyn shelter has successfully completed Phase I of construction, which includes an upcoming
veterinary clinic, three new animal-holding wards, and a food preparation room. This allowed The HSUS
E-Team members a glimpse into the general layout of what the future holds. An area currently referred
to as the "rescue" room (where animals are placed by field staff prior to examination) is divided into a
wall of steel runs and a wall of new Shor-line® cages. Each run has a separate drain and flushing
system and is constructed to minimize contact between the animals. A hose is hooked up in the room
for cleaning. When we tested it, however, we noticed it did not provide a very powerful spray. On the
day we visited, this room in particular was extremely hot and damp, but we were told that improvements
to the heating/ventilation system is part of a later phase.
Also as part of renovations in the Brooklyn shelter, a new flooring was installed. Unfortunately, against
CACC's wishes, a granular finish was applied throughout the runs and hallways. Although a grainy
surface is desirable in kennel areas to prevent slip-and-falls (for both staff during cleaning, animals
being moved, and the public during visitation), the current flooring greatly impedes quick clean ups with
a mop in the strictly public areas. Reportedly, this situation will be remedied prior to completion.
Final phases are to be completed by December of 1998. One of the highlights mentioned is the
completion of a veterinary clinic which may or may not be operated by the CACC itself. Also described
were: a) an adoption area off the front lobby (separating cats and dogs) using Shor-line® cages and
runs ; b) a designated adoption office; c) a pre-adoption cat room; d), an area for good adoption
candidate dogs awaiting adoption; and e) if possible, a small get acquainted area for adoptions. A set
of double buzz doors will separate animals available for adoption from those not up for adoption. In
addition to a lost and found area, wards for holding dogs, holding cats (both contagious and
non-contagious), pre-adoption dogs, stray holding, and pre adoption dogs overflow will complete this
area.
Manhattan construction is planned to begin in February of 1999, and it, too, will occur in three distinct
phases. In Phase I, the facility's garage will be converted into a section of the shelter, and the front
one-third of the building's front will be dedicated solely to intake of animals. There will also be a
supervisory office, and an examination area for owner-surrendered animals. Two-thirds of this area will
focus on new runs for holding dogs, and it was noted that the more dangerous animals will be housed
within this section.
Phase II concerns the second floor which will be completely renovated for adoptions and exotic animal
housing. Animals available for adoption will be divided into two major wards, and the current staff
lounge will become a "get-acquainted" area for adoptions. The front and back roofs on the facility will
be enclosed for further protection.
In Phase III, the downstairs will be gutted in order to provide additional wards for housing animals not
available for adoption. Plans being considered included the use of double tiered caging in order to
maximize occupancy, however it is our understanding that this design has been revisited in part due to
recommendations during our visit. It is possible that Manhattan will also one-day house a spay/neuter
suite.
Recommendations: Shelter design must respond to a variety of dissimilar tasks essential to the animal
care and control profession: the unique housing, cleaning, and care for various types of animals;
segregation of dangerous/ quarantined/sick animals; veterinary evaluation and treatment; reception
and release of animals; private areas for the public to meet animals or identify dead companion
animals; administrative functions; communication and dispatch services; staff meeting and support
areas; and unique storage requirements./21 Juggling all of these needs in an older or poorly designed
shelter can be difficult, at best. This is the case at all of the CACC's five animal shelters, but certainly
not unique from other shelters across the country.
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FN21/ The HSUS "Guidelines for the Operation of an Animal Shelter."
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Many facilities across the country are going through the same sort of "growing pains." We have tried to
make some quick observations and suggestions regarding design and layout, but the present working
relationship with architects and city employees trained in layout and design on long-range facility
planning will continue to be the most helpful. We strongly suggest that these efforts be in concert with
consultation and/or participation with an architect specializing in animal shelter design and construction.
A professional architectural inspection with recommendations for long-range repair and construction will
provide the CACC with an action plan for necessary capital improvements and budgeting./22
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FN22/ HSUS listing of architects specializing in shelter design.
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Tempting as it may be, the showcasing of animals to increase adoptions should not be the primary
motivating factor for shelter renovations. As has been noted above, consideration must also be given to
specifics such as: improvements in human and animal traffic flow, the adequate separation of animals
by species, age, health and temperament. In addition, the ability for staff to work in a safe and
efficiently designed space is fundamentally important.
It is important for CACC management to occasionally step back with an objective eye to assess and
evaluate each facility as operations evolve to fill ever-changing needs. In the midst of day-to-day
operations, the need for non-routine cleaning, re-organizing, and painting is often overlooked, as well
as the efficiency and suitability of each area to fulfill the current needs. Although many maintenance
and reorganization projects can be disruptive to daily schedules and activities, the end result is a
well-operated, streamlined, efficient system, well worth the initial effort and short-term inconvenience.
Lobby/Reception
In all of the CACC shelter lobbies, visitors are not permitted beyond the reception area without first
checking in with either the front office staff or the security guard. Some visitors to the CACC facilities
are not there to view the kennels and instead wish to surrender unwanted animals, and others are
asked to wait for a period of time before a kennel expert is available. A limited variety of educational
materials for persons waiting were available in both English and Spanish.
Shelter visitors are not allowed in the kennel area unsupervised, with some flexibility depending on the
shelter. In Manhattan, public access to the kennels is secured, and those looking for a lost pet or
seeking to adopt must approach the staff to be "buzzed" into the kennel area. HSUS E-Team members
were told this procedure will be incorporated into renovations at the Brooklyn Shelter. In Staten Island,
a door separates the reception area from the rest of the shelter. but the door remains unlocked and
public access to the kennels is less guarded. At the Queens and Bronx shelters, the reception area
doubles as an animal adoption area (and in some cases serves for temporary animal holding). Back
rooms behind the reception area offer additional holding space, and cannot be entered by the public
without the staff being immediately alerted.
Except in those areas where adoption and general operations personnel share space, the public must
be escorted by CACC personnel for the purpose of adoption, lost and found, or for reclaiming
ownership of their animal. This is most rigorously enforced in Brooklyn and Manhattan, where a
schedule is set up in one-hour increments. Kennel attendants are assigned a time period during which
they are responsible for escorting the public through the wards. In Staten Island, the significantly
smaller size of the shelter makes one-on-one-attention a manageable and feasible arrangement. In
Bronx and Queens, the size and set up allows for essentially constant coverage of the public's
interaction with the animals.
Recommendations: A shelter's lobby and reception area provide the first impression for incoming
visitors. For the most part, CACC does a good job of providing informational resources to the public,
however, all shelters, the public, and the animals could benefit from the availability of materials on a
wide range of subjects. We recommend the following:
Evaluate the current policy requiring one-on-one assistance to individuals wishing to enter the kennels.
During times of heavy traffic, alternatives (such as dedicated "greeters," "navigators," and "kennel
helpers") may be an option to consider.
Continually develop educational and informational materials for public use in several languages.
Posters and literature display racks are helpful and save counter space.
Provide animal-related educational books, toys and videos in a corner as a diversion for small children.
Make available a larger supply of educational materials and literature for visitors to take home. Many
excellent items are available at bulk rates from The HSUS, the American Humane Association (AHA),
the National Animal Control Association (NACA), and other organizations./23
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FN23/ The HSUS Publications Catalogue
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Handicapped Access
Currently, Staten Island is the only handicap-accessible shelter, however renovations for Brooklyn and
Manhattan will include provisions for handicap accessibility. In the Bronx and Queens shelters,
handicap accessibility beyond the requirements of any store front facility has not been considered an
issue. Neither of these two shelters provide public services such as restrooms, sine they serve primarily
as pet receiving centers. However, the new Queens facility should become handicap-accessible when
long term plans have been completed. This issue should be addressed not only from a public
standpoint, but to address employment issues as well.
Recommendation: We recommend that CACC management have the facilities fully evaluated for
handicap accessibility. Based on the resulting recommendations, make the necessary modifications to
come into compliance with the Federal Americans with Disabilities Act (ADA).
Internal Directional Signage
This is equally important for the staff and for the general public. Many directional signs were present
throughout the CACC facilities, but in some cases, signs were missing and in others identification signs
were posted incorrectly. E-Team members were concerned to be told that signage for staff was "not an
issue" in areas where the public did not have access.
Recommendations: Animal shelters are notorious for being difficult for visitors to find their way around,
and good signs help to reduce the public's suspicions about a purposeful maze of rooms, mysterious
corridors, and closed doors within an animal shelter. Internal directional signs should be posted to
clearly identify areas where the public can and cannot enter and where they should exercise special
caution, even when they are being escorted. An assumption that the staff does not need signage is
dangerous in such a large organization with significant employee turnover. The misrouting of animals,
the staff, or the public can result in serious confusion, mistakes, and a great public safety risk. In
addition, Occupational Safety and Health Administration (OSHA) has signage requirements in some
arenas, such as the location of hazardous materials or notification of slippery floors.
Every effort should be made to have clear, multilingual, identifying signs throughout the CACC shelters,
and all incorrect signs should be removed or covered during transitions resulting from renovations. In
addition, we recommend the following:
Clearly post signs identifying the areas in which public access is allowed or prohibited.
Immediately improve signs to direct, inform and protect visitors from aggressive animals, unexpected
steps, etc.
Replace any handmade signs with well-designed, readable, attractive ones.
Bring an outside person into the shelter to critique the informational and directional signs and make
recommendations for improvements.
Provide clear signage identifying each room, its use, and purpose.
Reiterate to all staff the need to adhere to signage recommendations.
General Safety Issues
Attention must be paid to safety issues such as theft, vandalism, and general potential for harm. For
example, HSUS E-Team members learned of one staff member whose car had been stolen multiple
times while parked outside the shelter.
Inside the shelter, the floors in several kennel areas were wet at times when the shelter was open to the
public, creating a potential for danger. Also, cleaning implements and hoses were occasionally left out
where anyone, public or staff could be in danger of a slip and fall accident.
One critical situation which should be corrected immediately is at the Manhattan shelter's outdoor
enclosure, where dogs (including long-term-holding bite cases) are routinely exercised. While the dogs
confined in this area are meant to be supervised, it seems that due to current staffing levels, this is not
always the case. Apparently, tenants (mostly children) from the adjacent building have been known to
climb into the yard through windows in order to "play" with the dogs.
Recommendations: Animal shelters inherently can be hazardous buildings. Wet floors, a need for
general supervision of visitors in kennel areas, dangerous and/or quarantined animals, zoonotic
diseases, and the frequency with which families with young children visit an animal shelter obligate the
shelter management to continually provide for the safety of all visitors and staff. While we recognize
that pro-active crime deterrent measures are in place within the Brooklyn and Manhattan shelters (such
as video surveillance cameras and the employment of security guards in the front office), this aspect
needs to be continually addressed and steps must be taken to protect the public and staff.
Note: On more than one occasion, concerns were voiced to HSUS E-Team members regarding the
effectiveness of the security guards at the Brooklyn and Manhattan shelters. While we are not capable
of evaluating this type of service, it is a service found successful in many animal shelters in
metropolitan areas. We recommend that a risk/benefit evaluation of current services be considered
along with an analysis of cost-effectiveness. This protection should be monitored and evaluated
repeatedly to ensure the proper coverage.
To adequately provide for public safety and to deter potential problems, we recommend the following:
Provide continual supervision for all animals exercised in the outdoor enclosure at the Manhattan
shelter to prevent a serious public safety hazard.
Ensure that an adequate number of staff (or volunteers) is available at each facility to properly serve
(and protect) the public and the animals in the shelter.
Reassess the cleaning schedule to determine if it should be adjusted to allow adequate time for
cleaning and drying prior to public viewing hours. Do not allow visitors to view the animals until the
floors are dry and hoses and other cleaning equipment is put away.
Post signage regarding wet floors when and where necessary, regardless of public accessability and
hours of operation.
Ensure that first aid kits are conveniently located for both people and animals. These kits should be
checked regularly by supervisors to ensure they are complete and up-to-date. All staff should be
familiar with the fastest way to reach emergency/rescue support, and it is always helpful if several staff
are trained in First Aid/CPR.
Emergency Planning
It is strongly recommended that the CACC institute an evacuation plan for both animals and humans for
the potential emergencies in the shelter. The local fire marshal should be asked to provide a full
inspection and offer his official safety recommendations. Consultation with the Fire Department is
always a good precaution and provides them with familiarity with the shelter layout that is crucial in
emergencies. It is also strongly recommended that the CACC institute a disaster plan, including an
emergency plan for the evacuation of animals in the shelter./24
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FN24/ The HSUS materials on animal-related disaster planning.
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Facilities Maintenance
Throughout the on-site visit, management from all areas expressed a general appreciation of the
demands placed on the Facilities Maintenance department, consisting of a Director and one full-time
employee. Countless pressing needs, a limited number of staff to meet those needs, and both external
and internal obstacles hinder the ability to make long-term improvements.
In the Facility Maintenance Director's estimation, approximately 75% of maintenance needs are
addressed through subcontracting, which he oversees. Inherited problems from the ASPCA facilities
also demand a great deal of attention, and in addition to routine maintenance, the Facilities
Maintenance Director is also managing the renovations of the Brooklyn and Manhattan shelters.
Great hope is placed in renovations, but in many cases, the unexpected result has been higher
maintenance demands--as old headaches disappear, new ones replace them. Fortunately, the end
result will be a better environment for staff and animals.
Temperature and humidity control has been chronically problematic in the Brooklyn and Manhattan
shelters, and new HVAC (Heating, Ventilation, and Air Conditioning) systems are in the works.
Condensation dripping from the upper level of the Manhattan shelter has interfered with the computer
system on the floor below. However, this is to be remedied during renovations.
Many projects are well-managed through prioritization. However, it became evident that Facilities staff
prioritizes differently than others in management, which significantly complicates the process. Some
staff expressed the perception that certain management caters to the wishes of the line staff,
attributable to a general fear that staff will leave or threaten to do so. Specific incidents mentioned by
several staff (independently) were apparent episodes of internal vandalism intended as either a)
retaliation; or b) a commentary regarding unfavorable decisions or new requirements placed on them.
Based on our brief visit, we were left with the impression that the Facilities Maintenance Director looks
forward to being a director of a comprehensive facilities' program and not a "two person show."
Eventually, when there has been time to develop a departmental protocol, the director stated would
ideally prefer to subcontract less and operate out of an in-house program with a four-person crew. In
the meantime, he appears to be gaining training and networking to professionalize his part of the CACC.
Recommendations: It is clear that there are many demands placed on this department, and the current
staffing level is blatantly inadequate. In the short term, a more effective means of communication
regarding facility priorities must be implemented by CACC upper management. While staff perspective
is valuable and should not be discounted, their opinion alone should not be directing (albeit indirectly)
operations or maintenance. More effective communication will also be necessary. In the long term, the
suggested plan to bring all facilities maintenance "in house" should be explored for cost effectiveness.
SHELTER OPERATIONS
Hours of Operation
Open to the public: Manhattan: 24 hours a day, seven days a week
Brooklyn: 9:00 A.M. to 5:00 P.M. Tuesday through Sunday
Staten Island: 8:00 A.M. to 8:00 P.M., seven days a week
Bronx and Queens: 8:00 A.M. to 4:00 P.M. Tuesday through Saturday
Open for Adoption: Manhattan: 11:00 A.M. to 6:00 P.M., seven days a week
Brooklyn: 10:00 A.M. to 4:00 P.M. Tuesday through Sunday
Staten Island: 10:00 A.M. to 6:00 P.M. Monday through Friday;
10:00 A.M. to 6:00 P.M. Saturday and Sunday
Bronx and Queens: 11:00 A.M. to 3:00 P.M. Tuesday through Saturday
Animal Rescue/Pick up Services: All Boroughs: 8:00 A.M. to 8:00 P.M. Monday through Friday
Recommendations: Staff reported that a common complaint heard from the public has to do with the
hours in which the shelters are open to the public for various services. Currently, the Manhattan shelter
(open 24 hours for services) and Staten Island shelters are most accessible to the public, but even
these need improvement in scope and availability. With a few exceptions, The CACC's hours of
operation (including adoption and redemption) are inadequate for the average working individual or
family. For example, when considering commute and traffic, the average working day for a native New
Yorker begins long before 10:00 A.M. and certainly does not end by 4:00 or 5:00 P.M.. The shelter
should have hours that are convenient to the community, enabling them to easily surrender owned
animals, deliver strays, adopt from the shelter, and receive advice.
By not being open during expanded hours, a large population of the city is prohibited from receiving
much-needed services. This obviously decreases the CACC's effectiveness in fulfilling its
responsibilities of providing care and shelter to the community's animals and to protecting public health.
In turn, this is likely to aggravate the public and discourage support which may affect donations and
overall public image. All of this will in turn negatively affect adoptions. 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 shelters. If CACC is to compete for a larger segment of the
"adoptions" market, it must be accessible during those hours that its clients need/want its services.
Adoption hours could be extended, on at least some days until 7:00 P.M. or 7:30 P.M. at the Manhattan
shelter. The other three shelters should consider extending the hours of operation and hours of
adoption every day, on some days staying open until 7:30. In the Bronx and Queens shelters
specifically, hours of adoptions are far too limited, especially in light of the effort required to transport
animals to and from these shelters. In all actuality, it seems as though this is one reason to cease
adoptions at these facilities until further arrangements can be made. A long term consideration to be
made is the eventual conversion to a 24 hour, seven day a week system in all five boroughs, with
extended adoption hours, in conjunction with 24-hour rescue services, discussed elsewhere in this
report.
Computer Systems and Support
The CACC has spent a great deal of money to very inadequately utilize its current computer
capabilities. As with some other CACC projects, it appears that computers have been a well-intentioned
addition, but undertaken without a master plan, strong management support, or enough staff training.
CACC has purchased Chameleon® software which is one of the leading animal care and control
software programs in the United States and Canada, but most of Chameleon®'s features do not seem
to be utilized in the CACC's shelters. The majority of reports and information are not generated through
Chameleon®, and it appears there is still far too much reliance on the poorly designed and
cumbersome paper systems which continually fail the operations. This indicates that Chameleon®'s
abilities are not understood or used by the staff.
At the time of the HSUS E-Team visit, it was reported to us that a representative of Chameleon® had
been and was still visiting CACC's shelters to train staff on the use of Chameleon®. Unfortunately, no
member of the HSUS E-Team had contact with this person during our visit.
Recommendations: The animal management software, Chameleon®, is a very sophisticated and helpful
program - if it is carefully and well integrated into shelter operations./25 Competent and full use of
Chameleon® would itself greatly reduce human errors regarding holding, locating, tracking, adopting,
returning, and euthanizing animals. In addition, Chameleon® can easily enhance efforts to match
animals with people. With Chameleon® software, each animal as well as each human client is assigned
a unique, permanent number by the software. A cage card can be generated which includes that
number as well as other vital information about the animal being impounded or surrendered. In general,
we strongly suggest the following:
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FN25/ The HSUS Animal Sheltering, "Computerizing Your Shelter." May/June, 1997.
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Install an adequate number of computers in the front lobby, reception and treatment areas and animal
control offices of the CACC shelters so that all animals and pertinent information about medical care,
animal control activities and dispatch, adoptions, lost & found, holds, euthanasia (including reasoning),
and behavior evaluations can be entered and accessible to all the staff.
Continue to bring in representatives from the software manufacturers to provide additional training and
technical support. All staff members should know how to use Chameleon® to its fullest capability and
specifically for the job they are performing in the shelter, especially those involved in disposition
decisions.
Develop a comprehensive and uniform computer training plan for all five CACC shelters that ensures all
newly hired staff acquire a solid working knowledge of Chameleon®.
Provide ongoing computer support through the development of a systems operator position for the
CACC facilities. The qualifications for this person should include technical expertise and competency
with all aspects of computers. S/he should be required to become quickly familiar with Chameleon® and
have responsibility for insuring its use throughout the shelter and animal control operations. This
person should also be available to solve general computer problems, design and write reports, monitor
statistics, install new versions and features, and integrate training.
NOTE: If all of this cannot be done and a decision is not made for an organization wide commitment to
use Chameleon® properly, this software should be removed from CACC operations for the time being.
To continue with the current process will merely waste time and money and will only continue to further
enhance the problems created by CACC's current system using a combination of paper and
computerization.
General Recordkeeping/Statistics
Prior to and during The HSUS E-Team visit, we were exposed to several different formats for recording
daily statistics as well as varying outputs, making it difficult to assess the current system(s). In addition,
there was significant confusion as to which individual was responsible for providing us with statistics. In
the end, those that were requested were not received, and those we were given were incomplete
and/or out of context.
Currently, the layouts of the monthly statistical reports for the CACC shelters are difficult to follow and
not inclusive of all activities. For example, the total number of animals handled does not always equal
the numbers relating to adoption, euthanasia, and redemption for that time period. Most likely, this
discrepancy is a result of the exclusion of the number of animals "on-hand" (carried over) within these
facilities.
At the Brooklyn shelter, the daily animal count is penciled onto a crowded log sheet, and the tally sheet
for the day of our visit was full of eraser marks and scribbles. Legibility aside, this system warrants
concern. To add to this confusion, we were provided with yet another sheet for daily animal count
meant for use in either the Manhattan, Brooklyn, or Staten Island shelters. This particular sheet
differentiates canines from felines of varying ages, but shelter statistics never included this type of
breakdown. It became clear, with perhaps one exception, that statistics were not a current priority with
the shelter managerial staff.
Recommendations: Animal care and control has the ability to produce an inordinate amount of data on
a daily, monthly, and yearly basis. Prior to the advent of computers, there has been little guidance
regarding the do's and don'ts of record keeping, and the method of trial and error is all too common.
Yet, in order to effectively monitor operations, plan strategies and evaluate programs, it is important for
the management of an animal care and control to track, have regular access to, and analyze a wide
range of sheltering data.
We have been advised that the system for recording shelter statistics is under revision. Much of the
confusion, inconsistency, and room for error can be solved by utilizing Chameleon®. If an acceptable
system of tracking and reporting statistics is implemented, as we believe will happen, the system must
be utilized to its full potential to be effective.
While indifference toward statistics or a fear of ramifications resulting from their distribution is a
common reaction in the animal care and control field, it is one which concerns us greatly. Reports
should be easy to read, clear, with any discrepancies (and their rationale) clearly noted. One should
not have to guess or ask for clarifications -- to encourage questioning begs for controversy.
Regardless of merit, statistical faults or errors give the appearance of carelessness, apathy or even
impropriety.
The current reluctance of some of the managerial staff and shelter directors to maintain, monitor and
track statistics must be addressed. A resistance to focus on "playing with numbers" is understandable
when so many other competing, immediate animal and staffing needs are constantly vying for attention.
However, the CACC is under constant, intense scrutiny, and in many cases, statistics (especially those
relating to euthanasia) will be used to frame a critic's debate. If the CACC's leaders and managerial
staff are unfamiliar with correct statistics, or defend them in primarily a reactive fashion, they will trap
themselves in a losing debate. To hear "I don't know" as an answer to a statistical question is not only
unimpressive, but also implies indifference.
Across the nation, there is a widespread misunderstanding of the role(s) that animal care and control
organizations play in the care and protection of a community's companion animals. Too often, the
perceived success or failure of animal care and control programs is wrongly defined by euthanasia
figures alone, and as a result, runaway stereotypes are prevalent, portraying local agencies as "animal
death camps run by callous, uncaring staff." And because the public only sees a rough sketch instead
of the full picture, many animal care and control agencies throughout the country are feeling pressured
to focus their energies on stopping euthanasia today and solving the problems necessitating
euthanasia tomorrow. Yet, the goal should not be simply to end euthanasia, but instead to eliminate the
need for euthanasia--it is not the solution to the pet overpopulation problem, but rather a tragic result
of it.
The HSUS strongly encourages the CACC to use shelter statistics more to its advantage, by
emphasizing that the burden of responsibility must be shared by all members of the community. For
example, rather than stating that "The Brooklyn shelter handled XX stray and unwanted animals in
1999," CACC management should instead accentuate the public's role through language such as: "The
Brooklyn community generated XX stray and unwanted animals in 1999."
Furthermore, we cannot stress the importance of using statistics to shape policies and protocols which
are the best possible fit for the organization as a whole as well as for each individual shelter. If the
CACC is to assume its high profile position as one of the largest shelter systems in the country, it must
fulfill its responsibility as an example to other shelters. Keeping and contributing accurate statistics is
part of this responsibility.
In addition to the recommendations listed above (regarding computer systems and support), we also
recommend the following:
Use Chameleon® to its fullest capability and centralize log-keeping information, making it available and
accessible to all departments within the shelter.
Split out categories and species (such as cats from kittens, dogs from puppies, small mammals, exotics,
and wildlife, etc. from all others) in all of the CACC reports.
Start tracking important issues and trends, such as (but not limited to): the number of adoptions,
placements or fosters through purebred and other rescue organizations; the number of adoption
refusals and the reasons for refusal; the number of adoption returns and the reasons for return; the
number of surrenders for adoptions through other agencies and the reasons for return; the number of
purebreds entering the shelter, euthanized and adopted; the number of sterilization contract defaults
and the reason for default. These items are frequently overlooked in shelter record keeping, but can be
very helpful information to have.
Analyze the data that is collected for making future policy decisions, establishing trends, building a case
for funding and personnel needs at the CACC facilities, and tracking the success and failure of various
educational initiatives.
Carefully consider the format and types of statistical reports needed. Reports should be user-friendly
and easy for the staff and the public to follow and understand.
Establish a system to clearly identify the status of animals entering the CACC shelters. Animals with
predetermined dispositions (such as lifelong companions surrendered for euthanasia, owned animals
needing quarantine, and those dead on arrival) can then be added to and removed from certain
monitoring formulas, if so desired and clearly stated.
Continue to submit statistics to the National Council on Pet Population Study and Policy (NCPPSP)./26
Establishing national animal-related trends is just as important as what is happening in local cities and
counties. Data compiled by the NCPPSP can then assist shelters in predicting trends, averting new
problems, and solving existing ones.
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FN26/ Summary information on the work of the NCCPSP, 1998.
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Incoming Animal Identification
Every animal arriving at the CACC facilities is given an intake number, a neck band (collar) with that
identifying number, and paperwork which stays with the animal throughout his or her stay. Hard copies
of records are also kept in binders, separated by Department of Health (DoH) cases, Released
Animals, and Holding cases. For those animals who fall in more than one category, double records are
kept to ensure no paperwork or animals are overlooked.
However, as mentioned earlier in this report, there are inconsistent intake procedures at the five
shelters. Some of the shelters are already using Chameleon®, while others are still using the original
intake paperwork. In addition, a study of identification collar styles was underway and several types of
collars were simultaneously in use. The current system is further complicated by the significant routing
of animals which occurs. The old paperwork system and Chameleon® differ substantially, using
conflicting numbers to identify animals throughout their stay at the shelter.
HSUS E-Team members participated in a spot check of three random animals at the Manhattan shelter,
an exercise which, we were happy to learn, is practiced sporadically by the Director of Operations.
Unfortunately, tracking down the paper work on the three animals chosen was far more difficult than
anyone had anticipated.
Recommendations: We have concerns over the confusion generated by inconsistent intake
documentation and procedures, especially in light of the sheer numbers of animals handled and
day-to-day shelter transfers. Even with the best tracking system in place, the high volume of animals
handled can be an overwhelming burden.
Given the absolute necessity of meticulous animal tracking to ensure accuracy within the shelters, this
is an area which needs immediate attention. We recommend the following be done immediately:
Develop a comprehensive intake procedure for all five CACC facilities. If the ability to utilize
Chameleon® in all shelters is not possible at the outset, discontinue its use temporarily for intake
procedures until uniformity is a tangible goal.
Conduct organization-wide training regarding intake procedures and protocols. Include training
regarding the serious importance of uniformity with this system's implementation.
Identify each physical kennel/cage in each facility with a corresponding number.
Develop a system-wide uniform inventory of log cards with information specific to each individual animal
and his/her location, using Chameleon® if possible.
Identify one disposable collar for use in all shelters for incoming animals, and place the animal's unique
identification number (generated by Chameleon®) on the collar using a permanent marker. Lightweight
and colorful identification collars are easily available from various professional animal product supply
companies./27
Review intake forms, fields and reports from other shelters to aid in finding ones that work best for
tracking animals throughout the CACC facilities.Develop a standardized, public-friendly cage card which
stays with each animal, especially while being transferred from one area to another. Each card should
include (at a minimum) the following information:
Name of animal
Date of arrival
Stray or owner-surrendered
Sex and spay/neuter status
Date available for adoption or other unique status
Solicit a history of each pet who has been surrendered by a previous owner to gather some type of "Pet
Personality Profile." Chameleon® has an Animal Profile screen and a Memo screen to record
observations about the animal. Potential adopters and staff will greatly benefit from access to this
information in their efforts to ensure successful placements.
Conduct a record-keeping audit on a regular basis within each shelter to track an animal or person
through the entire paper process. Look for areas that can be improved, and be open-minded and
flexible about making changes. Certain form styles work because they meet specific needs, which
change regularly in a shelter setting.
Continually stress the importance of accuracy and detail to all staff. Human error is easily the most
noted breakdown in all record-keeping systems. Accurate information and communication between
departments and facilities can mean the success or failure of shelter operations.
--------------------------------------------------------------------------------
FN27/ Sample identification band supplier information.
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Incoming Identification Procedures
Another element of inconsistency which was troublesome was the identification of incoming animals
needing examination. A system of coding signals is set up by the actual placement of cards on the
cages themselves. For example, a "forward facing" card placed in the cage holder signals something
different from a "reverse facing" card, and other distinct placement methods indicate animals to be
moved up to the adoption areas or to be euthanized.
In the Staten Island and Brooklyn shelters, it appeared easier to maintain this system and keep up with
the identification of incoming animals needing examinations. Within Brooklyn, unexamined animals
seem to be confined to two distinct areas: a) the unexamined animal ward off the clinic; and b) a
separate ward accessible by rescue drivers, preventing the need to lead unexamined animals through
the shelter.
However at the Manhattan shelter, this system of coding is quite confusing and difficult to manage.
There are two wards for unexamined cats and dogs respectively, but because of the increased volume
during renovations, many animals awaiting examination were housed in overflow caging throughout the
hallway. HSUS E-Team members were told that animals who do not appear sick or injured could wait up
to 24 hours before a thorough examination was possible. In addition, HSUS E-Team members noted
that the cage cards themselves were not well-protected. In many instances cards were soaking wet,
chewed up, falling out of card holders, or simply missing altogether.
Recommendations: It is essential that animal care personnel be able to easily identify which incoming
animals are in need of examination. In general, this type of "cage card coding" presents a whole host of
problems, especially given the poor condition of many of the cards we observed.
It is not beyond reason to envision a scenario such as this: A member of the public walks through the
kennel, sees a cage card on the floor, picks it up, and in an effort to "help out," folds the card in order
to place it securely back in the holder -- inadvertently changing the animal's disposition status.
Therefore the card-turning as a system must be replaced with written notations (such as a code) as
quickly as possible.
HSUS E-Team members were pleased to learn that a new system will be instituted at the Brooklyn
shelter. Notations in various colors will more clearly indicate animals awaiting examination, adoption,
and so forth. However, we recommend this (or a similar) procedure be instituted immediately and
simultaneously in all shelters. Certain procedural differences may be necessary because of the
differences in housing within the five shelters, however, basic identification and intake protocols cannot
have variation. This general procedure must be consistent to insure proper tracking of every animal.
Furthermore, developing some type of protection for cage cards cannot be emphasized enough.
Everyone from the service personnel to the kennel attendants must understand the importance and
meaning of these cards.
Animal Examinations
Examinations are performed on every incoming animal by either licensed or license-eligible veterinary
technicians (called Animal Care Specialists). Specific written protocols outline the details regarding the
performance of incoming examinations. Examinations at the Manhattan, Brooklyn, and Staten Island
shelters are performed on site, and animals from the Bronx and Queens are currently transported to
Manhattan for examination and housing.
Staff appear to be quite knowledgeable and thorough, performing examinations humanely. HSUS
E-Team members were especially pleased to see that incoming animals are comforted, petted and
reassured during the intake process. However, there does appear to be an occasional backlog of
animals needing a thorough examination or recheck.
All incoming dogs and cats are vaccinated for infectious diseases on the day of impoundment. Heska
Intranasal® (FVRCP) vaccines are used on all cats, and for dogs, the Intervet® (DHLPP) vaccine is
used. Boosters are given to long term animals according to good medical principles. Rabies
inoculations are given to both dogs and cats at the time of redemption or adoption. Vaccination
protocols are also customized for each species and age grouping, and needed boosters are given at
the appropriate times and with the appropriate products. Routine deworming of all incoming dogs and
cats is also performed at intake time using a broad-spectrum medication (pyrantel pamoate).
All incoming cats are tested for the feline leukemia virus, a contagious disease. Any cats testing
positive are isolated from the general population and are consequently not made available for
adoption. Limited additional diagnostic procedures are also performed when possible and/or
appropriate. For example, HSUS E-Team members observed one of the veterinary technicians
performing a microscopic examination of a skin scraping taken from a stray dog, most likely to properly
diagnosis a mange mite infection. Limited laboratory facilities are available at the shelter for diagnosing
common diseases such as parasitism, ringworm, mange, parvo virus, etc.
Staff have been well-trained to recognize symptoms of infectious diseases, and specific protocols exist
for the transfer and housing of animals exhibiting these symptoms in separate wards and cages.
Animal Assessment and Status
A new system of assessing animals has been instituted recently at the CACC shelters which carefully
considers both health and temperament. At the time of initial examinations, all incoming animals are
given a certain categorization, referred to as a "status," to assist with housing and disposition decisions.
CACC's guidelines for status determinations, dated 5/1/98, state that:
"Behavioral and medical parameters are considered in assigning an animal a status and these status'
may change at a later date during an animal's stay at the CACC. 'Owner Consent for Euthanasia'
animals do not receive a status unless they are healthy and the CACC has refused to euthanize them
because of an excellent opportunity for placement through the CACC adoption programs.
Temperament concerns with regard to worker and adopter safety are always given the priority when
assigning a status to an animal."/28
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FN28/ Internal CACC Guidelines for Determining the Status of an Animal, 5/1/98.
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Incoming animals are assigned a status based on an established hierarchy. Five distinct categories aid
in determinations relating to housing, medical treatment options, and disposition recommendations.
This system, too, encourages an environment of consistency and fairness in the way incoming animals
are handled.
As noted above, these categories can be (and are often) changed as the animal's medical condition
and attitude permit. For example, frightened animals who respond to a "calming period" and injured
animals who respond to treatment can both be made available for adoption.
It is obvious that a great deal of time and thought has gone into an assessment system which gives
every animal an optimal chance at adoption. However, on several occasions HSUS E-Team members
witnessed assessments which did not coincide with the new system. Clearly, this is a new procedure,
however a misunderstanding of the new criteria has the potential to undermine all of the effort that has
gone into this system.
Recommendations: An effective assessment system is crucial to responsibly dealing with the incredible
volume of animals with which the CACC deals. Transition to a new system should be handled very
carefully and should involve extensive in-house training of all staff (including those who do not have
direct responsibility for routine assessments).
It is important to note that almost all animals go through stress prior to entry into the shelter system,
and that being housed in a shelter setting can also contribute to their level of anxiety. Decisions
determining where and how they are housed within the shelter should include external environmental
factors such as noise, light, traffic, and other animals. Animals should be constantly monitored to
ensure that their physical location within the shelter is appropriate for their needs.
The science of animal behavior is being applied more and more to the problems of animal shelters and
the animals we handle. An understanding of basic temperament related concepts should be a part of all
training. The HSUS E-Team members were very pleased to learn that Sue Sternberg, a well-known
expert in dog behavior, was called in to speak with staff members to provide guidance and instruction
on temperament issues. This is an exercise worth repeating on a regular basis, in conjunction with
basic training in the new assessment system for all staff.
Determination of adoptability is one of the most important aspects of monitoring and evaluating animals.
Each animal should be evaluated individually, and preferably by a group of individuals whenever
possible, to eliminate subjectivity in this process. Regular assessment of each animal needs to be made
to insure their comfort, happiness, and general well-being. Many factors affect the quality of their stay
in the shelter and their chances for adoption. As part of the initial and continual animal evaluation,
consideration should be given to: outward demeanor, previous history, age, temperament, general
appearance, behavior problems, and shelter space.
It is no longer true that only young, attractive animals appeal to the adopting public. The criteria to
determine the suitability of sheltered animals for adoption has been an evolution that must be followed
closely. For example, many animals who had no hope of placement ten years ago might now be "the
perfect dog" who countless families clamor over in a shelter lobby. Shelters must stay on top of these
trends, monitor the interests of the visiting public, and make decisions accordingly.
The assessment of animals, and the related practice of making difficult disposition decisions is an
incredible responsibility to place on any staff and not one which should be granted casually, especially
in light of the sheer numbers of animals handled. It is advisable that more than one person be assigned
this task, and that those individuals responsible for determining status should demonstrate a clear
understanding of the system, be comfortable with this responsibility, and be monitored closely.
Placement through a n outside adoption group or into a foster home should be carefully considered.
Decisions relating to outside placement should be made fairly and without bias, and not emotionally to
prevent euthanasia. (See also "EUTHANASIA--Selection Criteria).
--------------------------------------------------------------------------------
The following is the complete text of the 1998 evaluation of the Center for Animal Care and Control by
the Humane Society of the United States [Part 4].
--------------------------------------------------------------------------------
SHELTER INTERIOR DESIGN AND LAYOUT
Shelter Renovations
The CACC facilities are in an incredible state of transition. The Brooklyn shelter is in the middle of
major renovations, and the Manhattan shelter renovations are slated for early 1999. For the most part,
the CACC inherited the Brooklyn renovations for better or worse and has had a difficult time trying to
amend them. In Manhattan, the CACC will have greater control over plans. Plans for a new Queens
facility are already in the works, and renovations will continue through 1999 to improve and enclose the
dog runs in the Staten Island shelter.
With this in mind, it would be futile to attempt a comprehensive evaluation of each of the CACC facility's
current design and layout, other than to recognize the substantial limitations and inconveniences under
which they are working. The HSUS does want to recognize, however, the effort that has been
demonstrated to keep operations running as smoothly as possible despite the daily complications that
arise as a result of these improvements. The current state of affairs affects every aspect of operations
and must not be overlooked.
A recent CACC grant request (for sterilization program funding) provides a good summary of current
facility renovation projects and related funding:
"We have secured $7.7 million in New York City funds for construction and rehabilitation of our shelters.
This is in addition to $2.5 million already committed for renovations of the Brooklyn shelter, which
started in April, 1997 and is expected to be completed by the end of the year. The City funds will pay
for renovation of our Manhattan shelter and construction of a new larger Pet Adoption Center in
Queens. These major renovations will add capacity to our shelter system."/20
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FN20/ Center for Animal Care and Control Application to Ahimsa Foundation, April 30, 1998.
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Renovation Phases
The Brooklyn shelter has successfully completed Phase I of construction, which includes an upcoming
veterinary clinic, three new animal-holding wards, and a food preparation room. This allowed The HSUS
E-Team members a glimpse into the general layout of what the future holds. An area currently referred
to as the "rescue" room (where animals are placed by field staff prior to examination) is divided into a
wall of steel runs and a wall of new Shor-line® cages. Each run has a separate drain and flushing
system and is constructed to minimize contact between the animals. A hose is hooked up in the room
for cleaning. When we tested it, however, we noticed it did not provide a very powerful spray. On the
day we visited, this room in particular was extremely hot and damp, but we were told that improvements
to the heating/ventilation system is part of a later phase.
Also as part of renovations in the Brooklyn shelter, a new flooring was installed. Unfortunately, against
CACC's wishes, a granular finish was applied throughout the runs and hallways. Although a grainy
surface is desirable in kennel areas to prevent slip-and-falls (for both staff during cleaning, animals
being moved, and the public during visitation), the current flooring greatly impedes quick clean ups with
a mop in the strictly public areas. Reportedly, this situation will be remedied prior to completion.
Final phases are to be completed by December of 1998. One of the highlights mentioned is the
completion of a veterinary clinic which may or may not be operated by the CACC itself. Also described
were: a) an adoption area off the front lobby (separating cats and dogs) using Shor-line® cages and
runs ; b) a designated adoption office; c) a pre-adoption cat room; d), an area for good adoption
candidate dogs awaiting adoption; and e) if possible, a small get acquainted area for adoptions. A set
of double buzz doors will separate animals available for adoption from those not up for adoption. In
addition to a lost and found area, wards for holding dogs, holding cats (both contagious and
non-contagious), pre-adoption dogs, stray holding, and pre adoption dogs overflow will complete this
area.
Manhattan construction is planned to begin in February of 1999, and it, too, will occur in three distinct
phases. In Phase I, the facility's garage will be converted into a section of the shelter, and the front
one-third of the building's front will be dedicated solely to intake of animals. There will also be a
supervisory office, and an examination area for owner-surrendered animals. Two-thirds of this area will
focus on new runs for holding dogs, and it was noted that the more dangerous animals will be housed
within this section.
Phase II concerns the second floor which will be completely renovated for adoptions and exotic animal
housing. Animals available for adoption will be divided into two major wards, and the current staff
lounge will become a "get-acquainted" area for adoptions. The front and back roofs on the facility will
be enclosed for further protection.
In Phase III, the downstairs will be gutted in order to provide additional wards for housing animals not
available for adoption. Plans being considered included the use of double tiered caging in order to
maximize occupancy, however it is our understanding that this design has been revisited in part due to
recommendations during our visit. It is possible that Manhattan will also one-day house a spay/neuter
suite.
Recommendations: Shelter design must respond to a variety of dissimilar tasks essential to the animal
care and control profession: the unique housing, cleaning, and care for various types of animals;
segregation of dangerous/ quarantined/sick animals; veterinary evaluation and treatment; reception
and release of animals; private areas for the public to meet animals or identify dead companion
animals; administrative functions; communication and dispatch services; staff meeting and support
areas; and unique storage requirements./21 Juggling all of these needs in an older or poorly designed
shelter can be difficult, at best. This is the case at all of the CACC's five animal shelters, but certainly
not unique from other shelters across the country.
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FN21/ The HSUS "Guidelines for the Operation of an Animal Shelter."
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Many facilities across the country are going through the same sort of "growing pains." We have tried to
make some quick observations and suggestions regarding design and layout, but the present working
relationship with architects and city employees trained in layout and design on long-range facility
planning will continue to be the most helpful. We strongly suggest that these efforts be in concert with
consultation and/or participation with an architect specializing in animal shelter design and construction.
A professional architectural inspection with recommendations for long-range repair and construction will
provide the CACC with an action plan for necessary capital improvements and budgeting./22
--------------------------------------------------------------------------------
FN22/ HSUS listing of architects specializing in shelter design.
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Tempting as it may be, the showcasing of animals to increase adoptions should not be the primary
motivating factor for shelter renovations. As has been noted above, consideration must also be given to
specifics such as: improvements in human and animal traffic flow, the adequate separation of animals
by species, age, health and temperament. In addition, the ability for staff to work in a safe and
efficiently designed space is fundamentally important.
It is important for CACC management to occasionally step back with an objective eye to assess and
evaluate each facility as operations evolve to fill ever-changing needs. In the midst of day-to-day
operations, the need for non-routine cleaning, re-organizing, and painting is often overlooked, as well
as the efficiency and suitability of each area to fulfill the current needs. Although many maintenance
and reorganization projects can be disruptive to daily schedules and activities, the end result is a
well-operated, streamlined, efficient system, well worth the initial effort and short-term inconvenience.
Lobby/Reception
In all of the CACC shelter lobbies, visitors are not permitted beyond the reception area without first
checking in with either the front office staff or the security guard. Some visitors to the CACC facilities
are not there to view the kennels and instead wish to surrender unwanted animals, and others are
asked to wait for a period of time before a kennel expert is available. A limited variety of educational
materials for persons waiting were available in both English and Spanish.
Shelter visitors are not allowed in the kennel area unsupervised, with some flexibility depending on the
shelter. In Manhattan, public access to the kennels is secured, and those looking for a lost pet or
seeking to adopt must approach the staff to be "buzzed" into the kennel area. HSUS E-Team members
were told this procedure will be incorporated into renovations at the Brooklyn Shelter. In Staten Island,
a door separates the reception area from the rest of the shelter. but the door remains unlocked and
public access to the kennels is less guarded. At the Queens and Bronx shelters, the reception area
doubles as an animal adoption area (and in some cases serves for temporary animal holding). Back
rooms behind the reception area offer additional holding space, and cannot be entered by the public
without the staff being immediately alerted.
Except in those areas where adoption and general operations personnel share space, the public must
be escorted by CACC personnel for the purpose of adoption, lost and found, or for reclaiming
ownership of their animal. This is most rigorously enforced in Brooklyn and Manhattan, where a
schedule is set up in one-hour increments. Kennel attendants are assigned a time period during which
they are responsible for escorting the public through the wards. In Staten Island, the significantly
smaller size of the shelter makes one-on-one-attention a manageable and feasible arrangement. In
Bronx and Queens, the size and set up allows for essentially constant coverage of the public's
interaction with the animals.
Recommendations: A shelter's lobby and reception area provide the first impression for incoming
visitors. For the most part, CACC does a good job of providing informational resources to the public,
however, all shelters, the public, and the animals could benefit from the availability of materials on a
wide range of subjects. We recommend the following:
Evaluate the current policy requiring one-on-one assistance to individuals wishing to enter the kennels.
During times of heavy traffic, alternatives (such as dedicated "greeters," "navigators," and "kennel
helpers") may be an option to consider.
Continually develop educational and informational materials for public use in several languages.
Posters and literature display racks are helpful and save counter space.
Provide animal-related educational books, toys and videos in a corner as a diversion for small children.
Make available a larger supply of educational materials and literature for visitors to take home. Many
excellent items are available at bulk rates from The HSUS, the American Humane Association (AHA),
the National Animal Control Association (NACA), and other organizations./23
--------------------------------------------------------------------------------
FN23/ The HSUS Publications Catalogue
--------------------------------------------------------------------------------
Handicapped Access
Currently, Staten Island is the only handicap-accessible shelter, however renovations for Brooklyn and
Manhattan will include provisions for handicap accessibility. In the Bronx and Queens shelters,
handicap accessibility beyond the requirements of any store front facility has not been considered an
issue. Neither of these two shelters provide public services such as restrooms, sine they serve primarily
as pet receiving centers. However, the new Queens facility should become handicap-accessible when
long term plans have been completed. This issue should be addressed not only from a public
standpoint, but to address employment issues as well.
Recommendation: We recommend that CACC management have the facilities fully evaluated for
handicap accessibility. Based on the resulting recommendations, make the necessary modifications to
come into compliance with the Federal Americans with Disabilities Act (ADA).
Internal Directional Signage
This is equally important for the staff and for the general public. Many directional signs were present
throughout the CACC facilities, but in some cases, signs were missing and in others identification signs
were posted incorrectly. E-Team members were concerned to be told that signage for staff was "not an
issue" in areas where the public did not have access.
Recommendations: Animal shelters are notorious for being difficult for visitors to find their way around,
and good signs help to reduce the public's suspicions about a purposeful maze of rooms, mysterious
corridors, and closed doors within an animal shelter. Internal directional signs should be posted to
clearly identify areas where the public can and cannot enter and where they should exercise special
caution, even when they are being escorted. An assumption that the staff does not need signage is
dangerous in such a large organization with significant employee turnover. The misrouting of animals,
the staff, or the public can result in serious confusion, mistakes, and a great public safety risk. In
addition, Occupational Safety and Health Administration (OSHA) has signage requirements in some
arenas, such as the location of hazardous materials or notification of slippery floors.
Every effort should be made to have clear, multilingual, identifying signs throughout the CACC shelters,
and all incorrect signs should be removed or covered during transitions resulting from renovations. In
addition, we recommend the following:
Clearly post signs identifying the areas in which public access is allowed or prohibited.
Immediately improve signs to direct, inform and protect visitors from aggressive animals, unexpected
steps, etc.
Replace any handmade signs with well-designed, readable, attractive ones.
Bring an outside person into the shelter to critique the informational and directional signs and make
recommendations for improvements.
Provide clear signage identifying each room, its use, and purpose.
Reiterate to all staff the need to adhere to signage recommendations.
General Safety Issues
Attention must be paid to safety issues such as theft, vandalism, and general potential for harm. For
example, HSUS E-Team members learned of one staff member whose car had been stolen multiple
times while parked outside the shelter.
Inside the shelter, the floors in several kennel areas were wet at times when the shelter was open to the
public, creating a potential for danger. Also, cleaning implements and hoses were occasionally left out
where anyone, public or staff could be in danger of a slip and fall accident.
One critical situation which should be corrected immediately is at the Manhattan shelter's outdoor
enclosure, where dogs (including long-term-holding bite cases) are routinely exercised. While the dogs
confined in this area are meant to be supervised, it seems that due to current staffing levels, this is not
always the case. Apparently, tenants (mostly children) from the adjacent building have been known to
climb into the yard through windows in order to "play" with the dogs.
Recommendations: Animal shelters inherently can be hazardous buildings. Wet floors, a need for
general supervision of visitors in kennel areas, dangerous and/or quarantined animals, zoonotic
diseases, and the frequency with which families with young children visit an animal shelter obligate the
shelter management to continually provide for the safety of all visitors and staff. While we recognize
that pro-active crime deterrent measures are in place within the Brooklyn and Manhattan shelters (such
as video surveillance cameras and the employment of security guards in the front office), this aspect
needs to be continually addressed and steps must be taken to protect the public and staff.
Note: On more than one occasion, concerns were voiced to HSUS E-Team members regarding the
effectiveness of the security guards at the Brooklyn and Manhattan shelters. While we are not capable
of evaluating this type of service, it is a service found successful in many animal shelters in
metropolitan areas. We recommend that a risk/benefit evaluation of current services be considered
along with an analysis of cost-effectiveness. This protection should be monitored and evaluated
repeatedly to ensure the proper coverage.
To adequately provide for public safety and to deter potential problems, we recommend the following:
Provide continual supervision for all animals exercised in the outdoor enclosure at the Manhattan
shelter to prevent a serious public safety hazard.
Ensure that an adequate number of staff (or volunteers) is available at each facility to properly serve
(and protect) the public and the animals in the shelter.
Reassess the cleaning schedule to determine if it should be adjusted to allow adequate time for
cleaning and drying prior to public viewing hours. Do not allow visitors to view the animals until the
floors are dry and hoses and other cleaning equipment is put away.
Post signage regarding wet floors when and where necessary, regardless of public accessability and
hours of operation.
Ensure that first aid kits are conveniently located for both people and animals. These kits should be
checked regularly by supervisors to ensure they are complete and up-to-date. All staff should be
familiar with the fastest way to reach emergency/rescue support, and it is always helpful if several staff
are trained in First Aid/CPR.
Emergency Planning
It is strongly recommended that the CACC institute an evacuation plan for both animals and humans for
the potential emergencies in the shelter. The local fire marshal should be asked to provide a full
inspection and offer his official safety recommendations. Consultation with the Fire Department is
always a good precaution and provides them with familiarity with the shelter layout that is crucial in
emergencies. It is also strongly recommended that the CACC institute a disaster plan, including an
emergency plan for the evacuation of animals in the shelter./24
--------------------------------------------------------------------------------
FN24/ The HSUS materials on animal-related disaster planning.
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Facilities Maintenance
Throughout the on-site visit, management from all areas expressed a general appreciation of the
demands placed on the Facilities Maintenance department, consisting of a Director and one full-time
employee. Countless pressing needs, a limited number of staff to meet those needs, and both external
and internal obstacles hinder the ability to make long-term improvements.
In the Facility Maintenance Director's estimation, approximately 75% of maintenance needs are
addressed through subcontracting, which he oversees. Inherited problems from the ASPCA facilities
also demand a great deal of attention, and in addition to routine maintenance, the Facilities
Maintenance Director is also managing the renovations of the Brooklyn and Manhattan shelters.
Great hope is placed in renovations, but in many cases, the unexpected result has been higher
maintenance demands--as old headaches disappear, new ones replace them. Fortunately, the end
result will be a better environment for staff and animals.
Temperature and humidity control has been chronically problematic in the Brooklyn and Manhattan
shelters, and new HVAC (Heating, Ventilation, and Air Conditioning) systems are in the works.
Condensation dripping from the upper level of the Manhattan shelter has interfered with the computer
system on the floor below. However, this is to be remedied during renovations.
Many projects are well-managed through prioritization. However, it became evident that Facilities staff
prioritizes differently than others in management, which significantly complicates the process. Some
staff expressed the perception that certain management caters to the wishes of the line staff,
attributable to a general fear that staff will leave or threaten to do so. Specific incidents mentioned by
several staff (independently) were apparent episodes of internal vandalism intended as either a)
retaliation; or b) a commentary regarding unfavorable decisions or new requirements placed on them.
Based on our brief visit, we were left with the impression that the Facilities Maintenance Director looks
forward to being a director of a comprehensive facilities' program and not a "two person show."
Eventually, when there has been time to develop a departmental protocol, the director stated would
ideally prefer to subcontract less and operate out of an in-house program with a four-person crew. In
the meantime, he appears to be gaining training and networking to professionalize his part of the CACC.
Recommendations: It is clear that there are many demands placed on this department, and the current
staffing level is blatantly inadequate. In the short term, a more effective means of communication
regarding facility priorities must be implemented by CACC upper management. While staff perspective
is valuable and should not be discounted, their opinion alone should not be directing (albeit indirectly)
operations or maintenance. More effective communication will also be necessary. In the long term, the
suggested plan to bring all facilities maintenance "in house" should be explored for cost effectiveness.
SHELTER OPERATIONS
Hours of Operation
Open to the public: Manhattan: 24 hours a day, seven days a week
Brooklyn: 9:00 A.M. to 5:00 P.M. Tuesday through Sunday
Staten Island: 8:00 A.M. to 8:00 P.M., seven days a week
Bronx and Queens: 8:00 A.M. to 4:00 P.M. Tuesday through Saturday
Open for Adoption: Manhattan: 11:00 A.M. to 6:00 P.M., seven days a week
Brooklyn: 10:00 A.M. to 4:00 P.M. Tuesday through Sunday
Staten Island: 10:00 A.M. to 6:00 P.M. Monday through Friday;
10:00 A.M. to 6:00 P.M. Saturday and Sunday
Bronx and Queens: 11:00 A.M. to 3:00 P.M. Tuesday through Saturday
Animal Rescue/Pick up Services: All Boroughs: 8:00 A.M. to 8:00 P.M. Monday through Friday
Recommendations: Staff reported that a common complaint heard from the public has to do with the
hours in which the shelters are open to the public for various services. Currently, the Manhattan shelter
(open 24 hours for services) and Staten Island shelters are most accessible to the public, but even
these need improvement in scope and availability. With a few exceptions, The CACC's hours of
operation (including adoption and redemption) are inadequate for the average working individual or
family. For example, when considering commute and traffic, the average working day for a native New
Yorker begins long before 10:00 A.M. and certainly does not end by 4:00 or 5:00 P.M.. The shelter
should have hours that are convenient to the community, enabling them to easily surrender owned
animals, deliver strays, adopt from the shelter, and receive advice.
By not being open during expanded hours, a large population of the city is prohibited from receiving
much-needed services. This obviously decreases the CACC's effectiveness in fulfilling its
responsibilities of providing care and shelter to the community's animals and to protecting public health.
In turn, this is likely to aggravate the public and discourage support which may affect donations and
overall public image. All of this will in turn negatively affect adoptions. 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 shelters. If CACC is to compete for a larger segment of the
"adoptions" market, it must be accessible during those hours that its clients need/want its services.
Adoption hours could be extended, on at least some days until 7:00 P.M. or 7:30 P.M. at the Manhattan
shelter. The other three shelters should consider extending the hours of operation and hours of
adoption every day, on some days staying open until 7:30. In the Bronx and Queens shelters
specifically, hours of adoptions are far too limited, especially in light of the effort required to transport
animals to and from these shelters. In all actuality, it seems as though this is one reason to cease
adoptions at these facilities until further arrangements can be made. A long term consideration to be
made is the eventual conversion to a 24 hour, seven day a week system in all five boroughs, with
extended adoption hours, in conjunction with 24-hour rescue services, discussed elsewhere in this
report.
Computer Systems and Support
The CACC has spent a great deal of money to very inadequately utilize its current computer
capabilities. As with some other CACC projects, it appears that computers have been a well-intentioned
addition, but undertaken without a master plan, strong management support, or enough staff training.
CACC has purchased Chameleon® software which is one of the leading animal care and control
software programs in the United States and Canada, but most of Chameleon®'s features do not seem
to be utilized in the CACC's shelters. The majority of reports and information are not generated through
Chameleon®, and it appears there is still far too much reliance on the poorly designed and
cumbersome paper systems which continually fail the operations. This indicates that Chameleon®'s
abilities are not understood or used by the staff.
At the time of the HSUS E-Team visit, it was reported to us that a representative of Chameleon® had
been and was still visiting CACC's shelters to train staff on the use of Chameleon®. Unfortunately, no
member of the HSUS E-Team had contact with this person during our visit.
Recommendations: The animal management software, Chameleon®, is a very sophisticated and helpful
program - if it is carefully and well integrated into shelter operations./25 Competent and full use of
Chameleon® would itself greatly reduce human errors regarding holding, locating, tracking, adopting,
returning, and euthanizing animals. In addition, Chameleon® can easily enhance efforts to match
animals with people. With Chameleon® software, each animal as well as each human client is assigned
a unique, permanent number by the software. A cage card can be generated which includes that
number as well as other vital information about the animal being impounded or surrendered. In general,
we strongly suggest the following:
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FN25/ The HSUS Animal Sheltering, "Computerizing Your Shelter." May/June, 1997.
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Install an adequate number of computers in the front lobby, reception and treatment areas and animal
control offices of the CACC shelters so that all animals and pertinent information about medical care,
animal control activities and dispatch, adoptions, lost & found, holds, euthanasia (including reasoning),
and behavior evaluations can be entered and accessible to all the staff.
Continue to bring in representatives from the software manufacturers to provide additional training and
technical support. All staff members should know how to use Chameleon® to its fullest capability and
specifically for the job they are performing in the shelter, especially those involved in disposition
decisions.
Develop a comprehensive and uniform computer training plan for all five CACC shelters that ensures all
newly hired staff acquire a solid working knowledge of Chameleon®.
Provide ongoing computer support through the development of a systems operator position for the
CACC facilities. The qualifications for this person should include technical expertise and competency
with all aspects of computers. S/he should be required to become quickly familiar with Chameleon® and
have responsibility for insuring its use throughout the shelter and animal control operations. This
person should also be available to solve general computer problems, design and write reports, monitor
statistics, install new versions and features, and integrate training.
NOTE: If all of this cannot be done and a decision is not made for an organization wide commitment to
use Chameleon® properly, this software should be removed from CACC operations for the time being.
To continue with the current process will merely waste time and money and will only continue to further
enhance the problems created by CACC's current system using a combination of paper and
computerization.
General Recordkeeping/Statistics
Prior to and during The HSUS E-Team visit, we were exposed to several different formats for recording
daily statistics as well as varying outputs, making it difficult to assess the current system(s). In addition,
there was significant confusion as to which individual was responsible for providing us with statistics. In
the end, those that were requested were not received, and those we were given were incomplete
and/or out of context.
Currently, the layouts of the monthly statistical reports for the CACC shelters are difficult to follow and
not inclusive of all activities. For example, the total number of animals handled does not always equal
the numbers relating to adoption, euthanasia, and redemption for that time period. Most likely, this
discrepancy is a result of the exclusion of the number of animals "on-hand" (carried over) within these
facilities.
At the Brooklyn shelter, the daily animal count is penciled onto a crowded log sheet, and the tally sheet
for the day of our visit was full of eraser marks and scribbles. Legibility aside, this system warrants
concern. To add to this confusion, we were provided with yet another sheet for daily animal count
meant for use in either the Manhattan, Brooklyn, or Staten Island shelters. This particular sheet
differentiates canines from felines of varying ages, but shelter statistics never included this type of
breakdown. It became clear, with perhaps one exception, that statistics were not a current priority with
the shelter managerial staff.
Recommendations: Animal care and control has the ability to produce an inordinate amount of data on
a daily, monthly, and yearly basis. Prior to the advent of computers, there has been little guidance
regarding the do's and don'ts of record keeping, and the method of trial and error is all too common.
Yet, in order to effectively monitor operations, plan strategies and evaluate programs, it is important for
the management of an animal care and control to track, have regular access to, and analyze a wide
range of sheltering data.
We have been advised that the system for recording shelter statistics is under revision. Much of the
confusion, inconsistency, and room for error can be solved by utilizing Chameleon®. If an acceptable
system of tracking and reporting statistics is implemented, as we believe will happen, the system must
be utilized to its full potential to be effective.
While indifference toward statistics or a fear of ramifications resulting from their distribution is a
common reaction in the animal care and control field, it is one which concerns us greatly. Reports
should be easy to read, clear, with any discrepancies (and their rationale) clearly noted. One should
not have to guess or ask for clarifications -- to encourage questioning begs for controversy.
Regardless of merit, statistical faults or errors give the appearance of carelessness, apathy or even
impropriety.
The current reluctance of some of the managerial staff and shelter directors to maintain, monitor and
track statistics must be addressed. A resistance to focus on "playing with numbers" is understandable
when so many other competing, immediate animal and staffing needs are constantly vying for attention.
However, the CACC is under constant, intense scrutiny, and in many cases, statistics (especially those
relating to euthanasia) will be used to frame a critic's debate. If the CACC's leaders and managerial
staff are unfamiliar with correct statistics, or defend them in primarily a reactive fashion, they will trap
themselves in a losing debate. To hear "I don't know" as an answer to a statistical question is not only
unimpressive, but also implies indifference.
Across the nation, there is a widespread misunderstanding of the role(s) that animal care and control
organizations play in the care and protection of a community's companion animals. Too often, the
perceived success or failure of animal care and control programs is wrongly defined by euthanasia
figures alone, and as a result, runaway stereotypes are prevalent, portraying local agencies as "animal
death camps run by callous, uncaring staff." And because the public only sees a rough sketch instead
of the full picture, many animal care and control agencies throughout the country are feeling pressured
to focus their energies on stopping euthanasia today and solving the problems necessitating
euthanasia tomorrow. Yet, the goal should not be simply to end euthanasia, but instead to eliminate the
need for euthanasia--it is not the solution to the pet overpopulation problem, but rather a tragic result
of it.
The HSUS strongly encourages the CACC to use shelter statistics more to its advantage, by
emphasizing that the burden of responsibility must be shared by all members of the community. For
example, rather than stating that "The Brooklyn shelter handled XX stray and unwanted animals in
1999," CACC management should instead accentuate the public's role through language such as: "The
Brooklyn community generated XX stray and unwanted animals in 1999."
Furthermore, we cannot stress the importance of using statistics to shape policies and protocols which
are the best possible fit for the organization as a whole as well as for each individual shelter. If the
CACC is to assume its high profile position as one of the largest shelter systems in the country, it must
fulfill its responsibility as an example to other shelters. Keeping and contributing accurate statistics is
part of this responsibility.
In addition to the recommendations listed above (regarding computer systems and support), we also
recommend the following:
Use Chameleon® to its fullest capability and centralize log-keeping information, making it available and
accessible to all departments within the shelter.
Split out categories and species (such as cats from kittens, dogs from puppies, small mammals, exotics,
and wildlife, etc. from all others) in all of the CACC reports.
Start tracking important issues and trends, such as (but not limited to): the number of adoptions,
placements or fosters through purebred and other rescue organizations; the number of adoption
refusals and the reasons for refusal; the number of adoption returns and the reasons for return; the
number of surrenders for adoptions through other agencies and the reasons for return; the number of
purebreds entering the shelter, euthanized and adopted; the number of sterilization contract defaults
and the reason for default. These items are frequently overlooked in shelter record keeping, but can be
very helpful information to have.
Analyze the data that is collected for making future policy decisions, establishing trends, building a case
for funding and personnel needs at the CACC facilities, and tracking the success and failure of various
educational initiatives.
Carefully consider the format and types of statistical reports needed. Reports should be user-friendly
and easy for the staff and the public to follow and understand.
Establish a system to clearly identify the status of animals entering the CACC shelters. Animals with
predetermined dispositions (such as lifelong companions surrendered for euthanasia, owned animals
needing quarantine, and those dead on arrival) can then be added to and removed from certain
monitoring formulas, if so desired and clearly stated.
Continue to submit statistics to the National Council on Pet Population Study and Policy (NCPPSP)./26
Establishing national animal-related trends is just as important as what is happening in local cities and
counties. Data compiled by the NCPPSP can then assist shelters in predicting trends, averting new
problems, and solving existing ones.
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FN26/ Summary information on the work of the NCCPSP, 1998.
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Incoming Animal Identification
Every animal arriving at the CACC facilities is given an intake number, a neck band (collar) with that
identifying number, and paperwork which stays with the animal throughout his or her stay. Hard copies
of records are also kept in binders, separated by Department of Health (DoH) cases, Released
Animals, and Holding cases. For those animals who fall in more than one category, double records are
kept to ensure no paperwork or animals are overlooked.
However, as mentioned earlier in this report, there are inconsistent intake procedures at the five
shelters. Some of the shelters are already using Chameleon®, while others are still using the original
intake paperwork. In addition, a study of identification collar styles was underway and several types of
collars were simultaneously in use. The current system is further complicated by the significant routing
of animals which occurs. The old paperwork system and Chameleon® differ substantially, using
conflicting numbers to identify animals throughout their stay at the shelter.
HSUS E-Team members participated in a spot check of three random animals at the Manhattan shelter,
an exercise which, we were happy to learn, is practiced sporadically by the Director of Operations.
Unfortunately, tracking down the paper work on the three animals chosen was far more difficult than
anyone had anticipated.
Recommendations: We have concerns over the confusion generated by inconsistent intake
documentation and procedures, especially in light of the sheer numbers of animals handled and
day-to-day shelter transfers. Even with the best tracking system in place, the high volume of animals
handled can be an overwhelming burden.
Given the absolute necessity of meticulous animal tracking to ensure accuracy within the shelters, this
is an area which needs immediate attention. We recommend the following be done immediately:
Develop a comprehensive intake procedure for all five CACC facilities. If the ability to utilize
Chameleon® in all shelters is not possible at the outset, discontinue its use temporarily for intake
procedures until uniformity is a tangible goal.
Conduct organization-wide training regarding intake procedures and protocols. Include training
regarding the serious importance of uniformity with this system's implementation.
Identify each physical kennel/cage in each facility with a corresponding number.
Develop a system-wide uniform inventory of log cards with information specific to each individual animal
and his/her location, using Chameleon® if possible.
Identify one disposable collar for use in all shelters for incoming animals, and place the animal's unique
identification number (generated by Chameleon®) on the collar using a permanent marker. Lightweight
and colorful identification collars are easily available from various professional animal product supply
companies./27
Review intake forms, fields and reports from other shelters to aid in finding ones that work best for
tracking animals throughout the CACC facilities.Develop a standardized, public-friendly cage card which
stays with each animal, especially while being transferred from one area to another. Each card should
include (at a minimum) the following information:
Name of animal
Date of arrival
Stray or owner-surrendered
Sex and spay/neuter status
Date available for adoption or other unique status
Solicit a history of each pet who has been surrendered by a previous owner to gather some type of "Pet
Personality Profile." Chameleon® has an Animal Profile screen and a Memo screen to record
observations about the animal. Potential adopters and staff will greatly benefit from access to this
information in their efforts to ensure successful placements.
Conduct a record-keeping audit on a regular basis within each shelter to track an animal or person
through the entire paper process. Look for areas that can be improved, and be open-minded and
flexible about making changes. Certain form styles work because they meet specific needs, which
change regularly in a shelter setting.
Continually stress the importance of accuracy and detail to all staff. Human error is easily the most
noted breakdown in all record-keeping systems. Accurate information and communication between
departments and facilities can mean the success or failure of shelter operations.
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FN27/ Sample identification band supplier information.
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Incoming Identification Procedures
Another element of inconsistency which was troublesome was the identification of incoming animals
needing examination. A system of coding signals is set up by the actual placement of cards on the
cages themselves. For example, a "forward facing" card placed in the cage holder signals something
different from a "reverse facing" card, and other distinct placement methods indicate animals to be
moved up to the adoption areas or to be euthanized.
In the Staten Island and Brooklyn shelters, it appeared easier to maintain this system and keep up with
the identification of incoming animals needing examinations. Within Brooklyn, unexamined animals
seem to be confined to two distinct areas: a) the unexamined animal ward off the clinic; and b) a
separate ward accessible by rescue drivers, preventing the need to lead unexamined animals through
the shelter.
However at the Manhattan shelter, this system of coding is quite confusing and difficult to manage.
There are two wards for unexamined cats and dogs respectively, but because of the increased volume
during renovations, many animals awaiting examination were housed in overflow caging throughout the
hallway. HSUS E-Team members were told that animals who do not appear sick or injured could wait up
to 24 hours before a thorough examination was possible. In addition, HSUS E-Team members noted
that the cage cards themselves were not well-protected. In many instances cards were soaking wet,
chewed up, falling out of card holders, or simply missing altogether.
Recommendations: It is essential that animal care personnel be able to easily identify which incoming
animals are in need of examination. In general, this type of "cage card coding" presents a whole host of
problems, especially given the poor condition of many of the cards we observed.
It is not beyond reason to envision a scenario such as this: A member of the public walks through the
kennel, sees a cage card on the floor, picks it up, and in an effort to "help out," folds the card in order
to place it securely back in the holder -- inadvertently changing the animal's disposition status.
Therefore the card-turning as a system must be replaced with written notations (such as a code) as
quickly as possible.
HSUS E-Team members were pleased to learn that a new system will be instituted at the Brooklyn
shelter. Notations in various colors will more clearly indicate animals awaiting examination, adoption,
and so forth. However, we recommend this (or a similar) procedure be instituted immediately and
simultaneously in all shelters. Certain procedural differences may be necessary because of the
differences in housing within the five shelters, however, basic identification and intake protocols cannot
have variation. This general procedure must be consistent to insure proper tracking of every animal.
Furthermore, developing some type of protection for cage cards cannot be emphasized enough.
Everyone from the service personnel to the kennel attendants must understand the importance and
meaning of these cards.
Animal Examinations
Examinations are performed on every incoming animal by either licensed or license-eligible veterinary
technicians (called Animal Care Specialists). Specific written protocols outline the details regarding the
performance of incoming examinations. Examinations at the Manhattan, Brooklyn, and Staten Island
shelters are performed on site, and animals from the Bronx and Queens are currently transported to
Manhattan for examination and housing.
Staff appear to be quite knowledgeable and thorough, performing examinations humanely. HSUS
E-Team members were especially pleased to see that incoming animals are comforted, petted and
reassured during the intake process. However, there does appear to be an occasional backlog of
animals needing a thorough examination or recheck.
All incoming dogs and cats are vaccinated for infectious diseases on the day of impoundment. Heska
Intranasal® (FVRCP) vaccines are used on all cats, and for dogs, the Intervet® (DHLPP) vaccine is
used. Boosters are given to long term animals according to good medical principles. Rabies
inoculations are given to both dogs and cats at the time of redemption or adoption. Vaccination
protocols are also customized for each species and age grouping, and needed boosters are given at
the appropriate times and with the appropriate products. Routine deworming of all incoming dogs and
cats is also performed at intake time using a broad-spectrum medication (pyrantel pamoate).
All incoming cats are tested for the feline leukemia virus, a contagious disease. Any cats testing
positive are isolated from the general population and are consequently not made available for
adoption. Limited additional diagnostic procedures are also performed when possible and/or
appropriate. For example, HSUS E-Team members observed one of the veterinary technicians
performing a microscopic examination of a skin scraping taken from a stray dog, most likely to properly
diagnosis a mange mite infection. Limited laboratory facilities are available at the shelter for diagnosing
common diseases such as parasitism, ringworm, mange, parvo virus, etc.
Staff have been well-trained to recognize symptoms of infectious diseases, and specific protocols exist
for the transfer and housing of animals exhibiting these symptoms in separate wards and cages.
Animal Assessment and Status
A new system of assessing animals has been instituted recently at the CACC shelters which carefully
considers both health and temperament. At the time of initial examinations, all incoming animals are
given a certain categorization, referred to as a "status," to assist with housing and disposition decisions.
CACC's guidelines for status determinations, dated 5/1/98, state that:
"Behavioral and medical parameters are considered in assigning an animal a status and these status'
may change at a later date during an animal's stay at the CACC. 'Owner Consent for Euthanasia'
animals do not receive a status unless they are healthy and the CACC has refused to euthanize them
because of an excellent opportunity for placement through the CACC adoption programs.
Temperament concerns with regard to worker and adopter safety are always given the priority when
assigning a status to an animal."/28
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FN28/ Internal CACC Guidelines for Determining the Status of an Animal, 5/1/98.
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Incoming animals are assigned a status based on an established hierarchy. Five distinct categories aid
in determinations relating to housing, medical treatment options, and disposition recommendations.
This system, too, encourages an environment of consistency and fairness in the way incoming animals
are handled.
As noted above, these categories can be (and are often) changed as the animal's medical condition
and attitude permit. For example, frightened animals who respond to a "calming period" and injured
animals who respond to treatment can both be made available for adoption.
It is obvious that a great deal of time and thought has gone into an assessment system which gives
every animal an optimal chance at adoption. However, on several occasions HSUS E-Team members
witnessed assessments which did not coincide with the new system. Clearly, this is a new procedure,
however a misunderstanding of the new criteria has the potential to undermine all of the effort that has
gone into this system.
Recommendations: An effective assessment system is crucial to responsibly dealing with the incredible
volume of animals with which the CACC deals. Transition to a new system should be handled very
carefully and should involve extensive in-house training of all staff (including those who do not have
direct responsibility for routine assessments).
It is important to note that almost all animals go through stress prior to entry into the shelter system,
and that being housed in a shelter setting can also contribute to their level of anxiety. Decisions
determining where and how they are housed within the shelter should include external environmental
factors such as noise, light, traffic, and other animals. Animals should be constantly monitored to
ensure that their physical location within the shelter is appropriate for their needs.
The science of animal behavior is being applied more and more to the problems of animal shelters and
the animals we handle. An understanding of basic temperament related concepts should be a part of all
training. The HSUS E-Team members were very pleased to learn that Sue Sternberg, a well-known
expert in dog behavior, was called in to speak with staff members to provide guidance and instruction
on temperament issues. This is an exercise worth repeating on a regular basis, in conjunction with
basic training in the new assessment system for all staff.
Determination of adoptability is one of the most important aspects of monitoring and evaluating animals.
Each animal should be evaluated individually, and preferably by a group of individuals whenever
possible, to eliminate subjectivity in this process. Regular assessment of each animal needs to be made
to insure their comfort, happiness, and general well-being. Many factors affect the quality of their stay
in the shelter and their chances for adoption. As part of the initial and continual animal evaluation,
consideration should be given to: outward demeanor, previous history, age, temperament, general
appearance, behavior problems, and shelter space.
It is no longer true that only young, attractive animals appeal to the adopting public. The criteria to
determine the suitability of sheltered animals for adoption has been an evolution that must be followed
closely. For example, many animals who had no hope of placement ten years ago might now be "the
perfect dog" who countless families clamor over in a shelter lobby. Shelters must stay on top of these
trends, monitor the interests of the visiting public, and make decisions accordingly.
The assessment of animals, and the related practice of making difficult disposition decisions is an
incredible responsibility to place on any staff and not one which should be granted casually, especially
in light of the sheer numbers of animals handled. It is advisable that more than one person be assigned
this task, and that those individuals responsible for determining status should demonstrate a clear
understanding of the system, be comfortable with this responsibility, and be monitored closely.
Placement through a n outside adoption group or into a foster home should be carefully considered.
Decisions relating to outside placement should be made fairly and without bias, and not emotionally to
prevent euthanasia. (See also "EUTHANASIA--Selection Criteria).
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