New York Citys Center for Animal Care & Control

INCEPTION REPORT
Prepared by Ed Boks With critical analysis of the Medical Program provided by Mary Martin, Director of Shelter Medicine, Maricopa County Animal Care & Control Phoenix, Arizona And Facilities Assessment provided by Brenda Sipes C.F.M. and Partners San Diego, California

New York City Center for Animal Care & Control

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Table of Contents
Initial Findings Strategic Planning Results New Name Proposal Mission Statement Vision Statement Values Statement Service Theme Service Promise Environmental Issues Nine Point Needs Assessment I. II. III. IV. V. VI. Current Operations and Potential Organizational Efficiencies Current Staff Strengths and Weaknesses Fund Raising Strategy to Support Major Capital Campaign Mayors Alliance Efficiencies Agency and Corporate Support Efficiencies Informational Technology Efficiencies 3 3 4 4 4 4 4 4 4 5 5 5 8 9 10 11 12 12 12 13 15 15 16

VII. Reporting Mechanisms VIII. A. Increase Adoption/Decrease Euthanasia Strategies B. Decrease Length of Stay Strategies IX. Capital Analysis and Capacity Issues A. Short Term Recommendations B. Long Term Recommendations C. Closing Comments on Capital Assets

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Initial Findings:
From July 14th through July 26th, 2003, I oversaw a comprehensive review of major portions of the CACC program. I want to thank Mary Martin, Medical Director of the Maricopa County Animal Care & Control program and Brenda Sipes, Certified Facilities Manager and C.E.O. of Sipes and Partners, for their professional pro bono analysis of the CACC medical program and facilities respectively. My findings are presented as part of the nine Needs Assessment categories I was asked to conduct by contract on behalf of the CACC Board of Directors. Concurrent with the Needs Assessments, a strategic planning process was initiated. The strategic planning is designed to prepare the organization to effectively implement program enhancements as they are identified. A culture of identifying and addressing both internal and external combustion points is being inculcated throughout the organization. Mechanisms are being introduced to help staff respond to combustion points with analysis, written processes, procedures, and training designed to enhance excellent customer service while maximizing limited human and material resources and funding.

Strategic Planning Results:

CACC staff is prepared to engage in an accelerated strategic planning process. The strategic planning process will continue for the duration of my tenure with CACC. Because of the desperate state of the organization at every level, CACC staff insisted on jump-starting the process by replicating many of the Maricopa County animal care and control philosophies and programs. Staff felt a quick transition would help in overcoming years of organizational lethargy. Tremendous frustration was fermenting among CACC staff. Once introduced to Maricopas programs staff enthusiastically responded to the challenge of first duplicating these programs with an intent to enhance them as appropriate. As a result of the desire to replicate Maricopa County programs, something of a competition between the two agencies to be the first to achieve no-kill is emerging. This may be an interesting marketing strategy to explore. CACC staff submits the adoption of the following name change, mission, vision, and values statements, and service theme and promise to the Board for approval: New Name: CACC staff submits a name change from Center for Animal Care and Control to New York Citys Animal Care & Control. The efficiencies of this name change are two fold: 1. The organization can begin to separate itself from the negative perceptions associated with its past, (CACC phonetically pronounced with a sound similar to that heard when a cat coughs up a hair ball).

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2. The Board/Executive Team may consider capitalizing on a possible marketing strategy around the theme of theres a new A in town. Such a marketing strategy could be a catalyst to introducing a healthy competition between the two agencies, although some may view this strategy as risky and unproductive. Overall, staff supports the new name believing it will help reinforce the feeling of a new day in New Yorks animal care and control program. New York AC&C Mission: To promote and protect the health, safety, and welfare of pets and people in New York City. New York AC&C Vision: We envision the day when residents, their property and neighborhoods, will be safe from the dangers and nuisances of irresponsible pet guardianship, and every pet born will be assured a good home and care all its natural life and will not suffer due to abuse, neglect, or ignorance. New York AC&C Values: We value the integrity of each employee, volunteer, and partner contributing to the professional delivery of excellent customer service and the humane treatment of animals, in an atmosphere of open, honest communication, predicated on our trust in and respect for each other. New York AC&C Service Theme: We create happiness by bringing pets and people together. New York AC&C Service Promise: (Acronym: For goodness SAKE) Safety, Animal Welfare, Kindness/Courtesy, Efficiency (SAKE) Environmental Issues: The purpose of an environmental scan is to determine the strategic issues facing AC&C. Once identified, a strategic plan is developed to address these issues. Six strategic issues were identified: 1. Public demand for no-kill (External Combustion Point) 2. Public demand for excellent and compassionate customer service (External Combustion Point) 3. Need to hire, train, and retain staff (Internal Combustion Point) 4. Inadequate organizational infrastructure (facilities; written polices, procedures, training, etc.) (Internal Combustion Point) 5. Need to develop alternative funding sources to fund innovative solutions to address the root cause of animal control problems (Internal Combustion Point) 6. Need to shift to cost recovery contracts for delivering municipal animal control services (Internal/External Combustion Point)

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New York City Center for Animal Care & Control Specific strategies will be developed to address these six issues.

Inception Report

Nine Point Needs Assessment:

I. Current Operations and Potential Organizational Efficiencies:
Tremendous organizational efficiencies can be achieved through re-organization. I am working with staff to streamline the chain of command to more effectively ensure an appropriate division of labor. When managers are able to focus on their specific areas of operation, they are better able to manage staff, identify training needs, and enact meaningful policies and procedures. The current management by decree from Park Place is ineffective and too far removed from operations. By removing superfluous management and supervisory positions, critical staffing needs can be met, creating a more efficient system that saves lives with zero budget impact. The new organizational structure will permit AC&C to better maximize its human resources by reducing confusion and increasing accountability. Meaningful reorganization will be a primary focus during my tenure.

II.

Current Staff Strengths and Weaknesses:

AC&C is fortunate to have many talented, knowledgeable, compassionate individuals on staff. The immediate challenge facing AC&C comes from the fact that many of our most talented, skilled individuals are not in key decision-making positions, nor are they given any authority or voice in the decision making process. Especially disconcerting is the systematic way the professional veterinary staff has been excluded from the decision making process. As much as I want to extol staff strengths, the critical challenges facing CACC involve staff weaknesses. CACC is an organization where the Peter Principle has flourished. High performing front line employees are regularly rewarded for their hard work, not with compensation, but with a promotion and fancy title. No supervisory training is provided and supervisors and managers alike are set up to fail. And they are failing miserably. There are so many levels of supervision without clear job descriptions that nobody seems to know who is responsible for what, and everyone assumes someone else is doing whatever needs to be done. Consequently, the constant complaint heard among staff is nothing ever changes. HR Strengths and Weaknesses No competency matrix exists for the organizations positions. I have charged our HR Manager to develop a Competency Matrix that will be the cornerstone of all recruiting, hiring, and promoting within the new AC&C. Im able to provide the competency matrix developed in Maricopa County, which should serve as a good boilerplate.

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One AC&C strength is the newly hired HR Manager. Initial indications are that he will well serve AC&C. The HR Manager has also been tasked to ensure every AC&C employee has a Performance Management Plan with clear expectations and goals. A schedule of quarterly reviews will also be established. As stated earlier, there are many employees that have never been permitted to thrive in the old CACC. I established a program called, Let Your Genius Out of the Bottle. I charged the Controller to set aside funds for this Employee Incentive Program. The HR Manager is developing the program so that employees can be rewarded for suggestions and ideas that lead to measurable cost savings or revenue increases. Management Deficiencies The physical and even psychological separation of senior management from operations is a serious weakness. I propose building out the Manhattan shelter to include accommodations for senior management. This would save CACC and DOH $160,000 each annually in rent. This remedy is discussed further in the Sipes Report. Another deficiency that needs improvement is the working relationship between CACC and DOH when it comes to facilities needs. Staffing Deficiencies A training curriculum, and written policies and procedures need to be developed, implemented, and enforced. Currently, there is no logical plan for the treatment of sick and injured animals. Staffing is so inadequate so the quick triage of sick and injured animals is critical. Currently, less serious, but contagious, cases are overlooked for days allowing these sick animals to put all the other animals in the shelter at risk. At the same time valuable resources are applied to higher risk animals that are ultimately euthanized. Kennel operations is required to provide runners and handlers to supplement medical operations. As a result, animals not fed or their cages cleaned adequately or in a timely fashion. This stresses the animals further increasing the risk of illness. Staff dissatisfaction due to the impossible workload and poor pay results in high rates of absenteeism, and difficulty in recruiting and retaining quality staff. This contributes to staff stress. Veterinarians time and skills are misdirected to managerial and technician tasks instead of surgery, further slowing the life saving process of moving animals out of the shelters.

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The current chain of command has veterinarians answering to shelter managers who have little or no medical background. Managers with no understanding of medical processes plan and oversee all the medical programs and facilities without any input from the medical team. Veterinarians and technicians were hired that do not have the appropriate levels of expertise resulting in: The need to outsource and pay for spay/neuter services for any dog over 40 pounds. The need to outsource and pay for spay/neuter services for any dog or cat with any kind of unusual condition (e.g. retained testicles). Increased illness due to animals waiting long periods of time for surgery. High numbers of animals leaving the shelter unsterilized (voucher system). Increased work for shelter staff that must transport animals to other agencies for surgery and follow up to ensure spay/neuter compliance. Training Deficiencies CACC provides no medical training to any of its staff. I asked the Board, and received approval, to bring Dr. Neufeld, DVM, and Mary Martin for the week of August 18 to train the medical team in the latest innovations in spay/neuter surgery (Neufeld/Martin techniques) and shelter medicine. The lack of medical training has resulted in: field and kennel officers not knowing how to manage medical emergencies; veterinarians doing technical work because they do not trust the skill level of their support staff; poor or no information given to the public; high rates of disease; unrealistic expectations of the medical team. Kennel staff is not trained appropriately in disease transmission. They are not given the tools necessary to protect themselves and the animals in their care. Diseases like Distemper and Parvo when not managed correctly and quickly can cause the needless death of large numbers of dogs and cats. These pathogens spread quickly and are hard to eradicate once they take hold. Skin conditions such as Ringworm and Sarcoptic mange are improperly managed, placing both humans and animals at risk. Kennel attendants handling sick animals followed by well animals without washing their hands or wearing protective clothing. (Hand sanitizers are not readily available.) No gowns or protective clothing are available. Gloves are available but used only to protect hands not stop the spread of disease. (The gloves are not changed between handling animals.) Animals are moved from cage to cage during the cleaning process allowing for further exposure to disease. Feces and urine are washed from cage to cage; the Manhattan shelter is particularly bad due to kennel design.

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Sick animals are left in wards with the healthy animals for inordinate periods of times, sometimes for days and even weeks. Euthanasia training is inadequate and supervision is lax resulting in: Animals not euthanized correctly. Inappropriate verification of death (euthanized animals found recovered in the freezer the following day). Rodent infestations handled inhumanely (employees stomping on live mice). Policies and procedures are unclear and unevenly enforced. Job descriptions are vague. No description of position competencies exists. This results in: Unclear understanding of expectations. Staff mistrust of management due to perceived unfair enforcement of policies. Low morale and high inefficiency. Each shelter and sometimes each employee making up their own rules. Policies and procedures do not allow the veterinary team to focus on their areas of expertise. Medical staff is required to perform animal behavior evaluations, and yet no one on the medical staff has had any animal behavior training. This results in inappropriate evaluations and an inordinately high euthanasia rate. Statistics are faulty due to erroneous evaluations. Volunteers Volunteers are difficult to recruit because the conditions in the shelter are so unpleasant and in some cases even dangerous. Shelter managers are not sure what volunteers can and cannot do, so there is no concerted effort to utilize volunteers. Staff and managers believe volunteers cannot do any task that is assigned to an employee. Despite these obstacles, AC&C has recruited some truly outstanding volunteers. Inadequate staffing and too few volunteers mean animals get little or no time outside of their cage. Animals are confined in small cages 23 hours and fifty minutes each day and are only taken out and tied to a post for 10 minutes a day while their cage is cleaned. Soon these animals begin to mentally deteriorate and are then euthanized for temperament. Staff is being crushed by the workload. In most shelters across the United States, volunteers are plentiful and participate in almost every aspect of shelter operations.

III.

Fund Raising Strategy to Support Major Capital Campaign:

Initial steps have been taken to develop a Fund Raising Strategy. Key to the success of this initiative will be the hiring of a qualified Public Programs Director. I secured the pro bono services of an ad agency, Riester/Robb and two PR firms. A plan is being developed to launch a PR Campaign for AC&C in mid-

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September. We have also secured the help of Clear Channel and other local vendors to help us with this initiative. Several celebrities have also agreed to participate. Before AC&C can begin in earnest a fund raising campaign, a serious effort at friend raising must be initiated. The PR Campaign is designed to reimage AC&C to the community. After all, AC&C is already the number one pet rescue agency in New York (45,000 dogs and cats annually) as well as the number one pet adoption agency in the City (11,000 annually).

IV.

Mayors Alliance Efficiencies:

Currently, the partnerships with our Pet Placement Partners are very disorganized, resulting in: An underground railroad of animals leaving the shelter unsterilized. No system is in place to ensure spay/neuter compliance once these animals leave. No clear understanding among staff as to which animals are candidates for our placement partners. No written MOU in place to protect the organization from liability. Maddies Update I spoke with Rich Avanzino, Maddies CEO on July 29, 2003 concerning the Alliance grant application that has been languishing in their office for months. I was told that my coming to New York has revived and strengthened their interest in granting some $16 million dollars to help Alliance organizations adopt more animals and help the veterinary community spay/neuter more animals. Because of the recent Oracle attempt at a hostile take over of People Soft, Maddies has been preoccupied but believe a check may be forthcoming very soon. Introduction of the New Hope Program To help strengthen the relationship between the Alliance and all our Pet Placement Partners and AC&C, I propose implementation of a New Hope program. Maricopa County is placing nearly 4,000 pets annually through its New Hope program and I believe we can dramatically increase the number of animals placed through other agencies but not at the expense of our own adoption program. The New Hope program places appropriate controls on the rescue groups allowing them to focus their resources on true rescue efforts. New Hope ensures groups are able to maximize their limited resources to better help AC&C by providing free adoptions, spay/neuters, and licensing for animals rescued from our euthanasia list. I will introduce a new technology to the Alliance on August 7th. This technology will dramatically enhance the efforts of the Alliance members allowing them to better plan and allocate their resources to save lives. I speak more specifically on this technology under Number VI: IT Efficiencies below. Although the focus seems to be on AC&C helping the Alliance, and my charge is to maximize the benefits of the Alliance for AC&C, the indirect, longer lasting benefits of this association are truly AC&Cs and will be manifest in fewer

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euthanasias, an expansion of our Adoption Program, a better utilization of our resources, reduced animal control costs, etc.

V.

Agency and Corporate Support Efficiencies:

As mentioned above, I secured the support of Reister/Robb, an ad agency, two PR agencies, and Clear Channel to help with our Friend Raiser Campaign. The PR firm feels confident that they may bring CBS evening news, USA Today, and The Morning Show to the table to help this Campaign. The strategy is to ultimately bring national attention to our efforts to end pet euthanasia as a means of pet overpopulation control in New York City. This could lead to a national fund raising campaign as the country is energized to help us with our no-kill initiative. The Campaign is scheduled to roll out in mid-September. TLC Program I am having a discussion with Bruce Doniger and Pat Goldman, two local philanthropists and co-founders of a local Foundation, concerning the development and funding of a year round program to assist at risk kids using shelter animals. The program is being modeled after the successful TLC (Teach Love and Compassion) in Maricopa County. Parks Partnership AC&C already partners with the Parks Department. Additional avenues for partnering are being explored, including Pet Adoption Centers and dog parks in our City Parks. Licensing/Rabies Control More strategic thought must be given to rolling the Licensing and Rabies Control responsibilities into the AC&C contract. These responsibilities are currently held by DOH. This is a weakness in the AC&C program that could be a strength to both DOH and AC&C. Licensing, when properly managed, will generate a significant revenue stream to buy down the costs of animal control to the City. In Maricopa County dog license fees alone pay for the costs associated with the rescue and caring for 62,000 animals, adopting 22,000, returning 6,000 to their owners, euthanizing and disposing of 27,000. Shelter fees offset some of this cost, and this is the case in the NY AC&C as well. Because of the direct benefit of licensing to the enforcing agency greater incentive for enforcement would result. With respect to the control of rabies much duplication of work exists under the current arrangement. Rabies control is typically the purview of an animal control department and much of the work done by DOH could be done with existing AC&C staff realizing a significant savings to DOH. This savings could be used to secure better animal control services where they are truly needed. Other efficiencies could be explored such as picking up West Nile suspect birds, etc.

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VI.

IT Efficiencies:
The AC&C executive teams in both NY and Maricopa County are reviewing and evaluating several shelter management software programs. All indications are that a web based shelter management program will bring many significant enhancements to AC&C operations. Web based applications are the future and the transition to such a program will position AC&C to take advantage of the newest technologies as they become available. These programs are also more economical than the current program used by AC&C. More in depth analysis is necessary. Kiosks I may have secured a funding source to help AC&C place kiosks in all our shelters. These kiosks will allow customers in all five boroughs to see pictures and descriptions of all the lost and adoptable animals in all our shelters. It is hoped that we will eventually see these kiosks in many key locations all over NYC. This initiative will likely be tied into our PR Campaign described above. IT Deficiencies Medical records are incomplete and data entry is often days behind resulting in inaccurate animal inventory and animals getting lost in the system. Kennels cages are not numbered. This means animals cannot be tracked using available technology. As a result much time is wasted trying to physically locate and identify animals in the shelters. Often some animals cannot be found. This deficiency is being addressed and should be remedied by 8/12/03. New Hope Software Numbering the cages will allow for more effective use of the Chameleon shelter management software. In addition, this innovation will allow for the introduction of the New Hope software package developed in Maricopa County. This program will allow AC&C to send a daily e-mail to its 50 rescue partners advising them of the animals scheduled for the next days euthanasia. This prompt daily alert will provide the rescue groups the pertinent information and time (seven days) they need to maximize their resources to affect real rescues without having to go from shelter to shelter searching for animals. Tracking Animals Inappropriate use of technology has necessitated hanging computer printouts on cages that get wet, lost or destroyed by the dog or cat in the cage. As animals are moved from cage to cage during the cleaning process the paperwork is often misplaced or lost. This has often been the cause of euthanizing the wrong animal. Rather than numbering the cages to track the animals, animals are microchipped so they can be tracked in the shelters, and then they are later euthanized. This is a very expensive and ineffective tracking methodology. The numbering of the cages will preclude the need to microchip animals for tracking purposes.

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VII.

Reporting Mechanisms:
I introduced a daily reporting system that gives staff a daily goal to reduce euthanasia by a specific number and increase adoptions by a specific number each day. This is our Plus One/Minus One program. Data collection is very inaccurate when captured at all. A web-based program would bring the efficiencies of being able to simply cross-reference multiple databases. This is being explored. Implementation of the New Hope software the week of August 4th, will require a concerted effort to accurately capture pertinent data. It is hoped this program will serve as a catalyst for obtaining meaningful data. Effective tracking and reporting will be a primary focus during my tenure.

VIII.

A. Increase Adoption/Decrease Euthanasia Strategies:

Streamline the adoption policy so that Adoption Screening is stopped and Adoption Counseling is implemented. Develop a sliding scale fee structure that allows for market forces to assist in recovering cost. Use the system designed in Maricopa County as a model. Number all cages in all the shelters so animals can be located and tracked in the Chameleon system and not by costly microchipping and physically running around looking for animals. Implement adoption promotions. Consider decreasing the Adoption Fee and charging for medical procedures such as leukemia testing, and heartworm testing separately. Install appropriate customer friendly signage to encourage adoptions. Currently there is a permanent Do Not Enter sign on one of the Adoption Wards. Immediate Cost Saving Measures: Stop microchipping animals that have not been adopted. Stop feline leukemia testing prior to adoption but offer the test for a fee to the adopter. Sponsor Dr. Trina Neufeld to train staff veterinarians on the Neufeld/Martin surgical sterilization techniques so outsourcing this service is no longer necessary.

B. Decrease Length of Stay Strategies:

Implement Maricopa Countys New Hope Program so AC&C will have clear guidelines for partnering with rescue groups in the New York area. Maricopa Countys New Hope program is being replicated across the

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United States and can serve the NYC rescue community and the Mayors Alliance well. Create a New Hope/foster coordinator at each full service shelter to be the liaison between the rescue groups to ensure no opportunity to place a dog or cat is missed. Create an evaluation team at each full service shelter to include a member of the Medical Team, the New Hope Coordinator, and a Kennel Supervisor. This team will make lists of animals that are not appropriate for the Shelter Adoption Program. These animals will be available to all approved New Hope partners. These lists will be e-mailed to all participating New Hope partners daily to allow the rescue partners ample time to find space in their programs to take at risk animals. The greatest concern voiced by rescue partners is the difficulty of the rescue process compounded by inaccurate information and communication. This technology will help address this concern. Evaluate the current status system to ensure guidelines are user friendly and allow New Hope partners appropriate access to animals in the AC&C shelters. Better utilize technology to manage movement of animals out of the shelters. Adoption Process Deficiencies The adoption process is overly restrictive, expensive and time consuming resulting in: Fewer adoptions. Increased euthanasia. Poor customer service. High levels of disease in the shelter due to long waits for adopted animals. There are too many long term holding cases resulting in: A shortage of space for more adoptable animals. High levels of disease. Increased stress for staff and animals because the hold cases are often difficult to handle (DOH bite quarantines for example).

IX.

Capital Analysis and Capacity Issues:

Three of the facilities, (Brooklyn, Manhattan and Staten Island), are owned by New York City Department of Health (DOH). The Queens and Bronx storefronts are leased privately through DOH. All of the facilities are being occupied by the CACC as the end user as part of a service contract with DOH.

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All five facilities have inherent problems; ranging from poor site selection, failing building materials used by the previous tenant, to the lack of funds resulting in delayed maintenance by both the previous and current management. The overall first impression of the facilities looks grim. However, our analysis suggests there may be an opportunity to save these buildings and make them usable for animals and employees, and safe for the public. Any building that supports a 24-hour, 7 days a week operation requires additional diligence to maintenance and repair. It was very apparent upon entry to each of these buildings that they have remained open and running using the duct tape approach. This can work for basic functions but it does not work for air quality, clean-ability and safety. After years of neglect and lack of proper funding to care for the facilities any real effort to salvage them must begin soon. Many consistencies in the buildings indicate more than just delayed maintenance. Two of the five facilities, Manhattan and Staten Island are in immediate need of repair in multiple areas. The repairs required are not only essential for the health and safety of the animals but for the staff and public entering and working in the buildings. These particular facilities must be brought into compliance with building and health codes to be environmentally safe and sound. There is a tremendous amount of moisture damage in the Manhattan and Staten Island facilities. There are several causes for the excessive moisture, which are addressed in the Sipes Report. The outcome of the ongoing moisture from leaks, unsealed floors, and lack of airflow has caused highly visible concentrations of mold. Common indoor molds are not usually troublesome unless someone has a high sensitivity or allergy to mold. There is a concern on the presence (testing has not been done), of the more harmful mold, Stachybotrys atra. Stachybotrys (sick building syndrome) may not have a significant effect on the one time visitor; however, full-time employees may have reason for concern. It is not my intention to open a Pandoras box but merely to emphasize that by addressing the root cause (moisture) this concern can immediately be minimized. The Sipes Report also addresses reoccurring facility problems in the Manhattan, Stanton Island and Brooklyn Shelters. Specifically, HVAC concerns, odors, flooring issues, cross contamination, moisture problems and a lack of storage, along with improper space utilization. A major concern is the many years of inaccurate reports submitted by DOH building inspectors stating the facilities meet code. If the reports had been accurately completed, higher levels of management would have had the July 2003 14

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necessary information to make more timely decisions to address what has now become a litany of very serious concerns. (Refer to the expanded Sipes Report to review these reports and accompanying pictures.)

A. Short Term Recommendations:

Attention must focus on the current situations in the shelters; many issues require IMMEDIATE ACTION. A prioritized plan addressing short and long term goals must be developed and implemented. Obtain bids for the immediate needs projects outlined in the Report. Ideally, contractors should bid on all three projects to obtain a lower price through economy of scale. Put together a Facilities Master Plan itemizing the list of repairs and timelines for each facility. Release capital funding to AC&C to proceed with the necessary repairs and refurbishments. Release funds directly to AC&C as a single project. Making AC&C the client of the Contractor, DOH should realize a 20 to 25% reduction in the project costs. A Project Manager should be considered for the duration of the project to ensure repairs do not interfere with operations. Estimated Cost of Immediate Repairs: $2,000,000 - $2,500,000 *Includes $500,000 estimated HVAC upgrades Signage in all Shelters: Corrected signage should be installed in all the sites. Very misleading signage is now in place and this misdirection of animal and people traffic compromises the integrity of the entire Medical Program and is undoubtedly costing animals their lives. Immediate Policy Needs: A policy for IT and cable/wiring needs to be implemented to eliminate trip hazards and unsightly hanging wires. Rodent Control: Provide appropriate rodent control, currently no policy in place for handling the situation resulting in: 1. Rodent infestation and the possibility of rodent related disease. 2. Employees forced to killing mice anyway they can including closing the doors and running around stomping on them.

B. Long Term Recommendations:

It is critical AC&C has decent spay/neuter clinics inside each of its facilities. It will be difficult to add these clinics to the three currently overcrowded full service facilities. The following are proposed suggestions that may provide AC&C the ability to reach this goal. Manhattan: Build out the garage area in the Manhattan facility. This area has the potential of almost doubling current facility space if we build two July 2003 15

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stories and bring the front of the building as far forward as possible. This project should be implemented in two phases. The Park Place staff should transfer to this location when complete. Phase 1: Build out the two-story facility and transfer relocate operations into the build out. Phase 2: This would allow the existing facility to be cleared for complete refurbishment. Staten Island: There are advantages to the Staten Island lot. We should consider a plan to build this facility out. We are allowed to build right up to the lot line. The disadvantage is that the facility is not on a sewer system. Brooklyn: Consider the feasibility of a build out on the vacant lot adjacent to the Brooklyn facility. This lot has been cleared of a condemned building. There are numerous possibilities for enhancing this shelter using this space if it became available.

C. Closing Comments on Capital Assets:

The Sipes Report lists the most outstanding, immediate needs for each of our facilities. There is a great deal of repair/replacement/refurbishment needed to bring our facilities to minimum standards. My recommendation is for DOH to release capital dollars to begin repairs immediately completing them by priority based on the health and safety needs of the employees, visitors, and animals, as outlined in a Facilities Master Plan. Substandard facilities contribute to the deficiencies throughout the organization. Kenneling is often inhumane to animals and the people who have to clean them. Urine and feces drip on peoples heads as they try to spot clean dogs in upper cages and dogs are kept in cages where they can barely turn around. Animals are only removed from their cages 10 minutes each day and rather than being exercised are tied to a post. The surgery suite in Manhattan cannot be used because the roof leaks badly. This requires the Spay/Neuter van to be used as a surgery suite, keeping it from performing its role of providing services to the community. Staff must transport animals from the shelter to the van in the parking lot. There are many, way too many, similar examples of the expensive ripple affect that unnecessarily compounds the costs of doing business. Staff is forced to contend with a working shelter environment that is a major obstacle to providing humane care for the animals and friendly customer service to our patrons.

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Continued negligence in the repair and refurbishment of these facilities may soon bring us to a point in time when repair becomes completely unmanageable and is no longer an option. At that point, the only option will be to vacate the current facilities and move into other properties. An extremely expensive price to pay for delay.

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