JSR: That was the marvel of our founder. She believed every life was precious, and while the hope is always for a forever home, if not, we are the animal’s family. This is one of the reasons quality of life is such an important issue at ACS.
B: What kind of stresses, if any, does no kill put on a shelter/sanctuary? How does ACS address them?
JSR: Because there are still so many high-kill shelters in America, people who want to surrender do seek us out. We try to find ways for people keep their dogs and cats. If the issues are behavioral, we offer our services to help put together a plan and work with the owners (although, often, that’s not an option). If economics are the reason, we have a program called Project Home, which provides food, medical care and security deposits if landlords will allow a dog or cat; funding for this program comes from the United Way. The waiting list for owner surrenders is always our first priority, but we also help pull dogs from high-kill shelters, or shelters that want to be no-kill and, with our help, are moving in that direction.
B: What kind of changes has ACS seen and implemented over the past 50 years?
JSR: One really important change has been the advancement of shelter medicine through standards developed by the American Association of Shelter Veterinarians in 2010. The pioneer in beginning this curriculum is Janet May Scarlett, DVM, Cornell professor emerita in epidemiology, who created and taught the first shelter medicine course in the country at Cornell College of Veterinary Medicine and serves on the ACS Professional Advisory Committee.
We are also fortunate to have a director of veterinary medicine on staff to coordinate and oversee the vet team that cares for both our sanctuary animals and our two subsidized community clinics.
Another change is the use of behaviorists. ACS is privileged to have two, and their contribution is enormous. Dogs undergo an initial assessment on admission, and then a care plan is developed and modified as needed. Dogs are assigned to the canine care team, and they work on any issues using only positive reinforcement. We do a great deal of enrichment, including animal reiki, music therapy, aromatherapy, long walks in the woods, play groups, swimming, puzzle toys and so forth.
A big change now in the works is the way the kennels are designed. In the 1980s, the center aisle layout—dogs across from and next to each other, divided by chain link fencing—was state of the art. Today, we are in the midst of a capital campaign to change all of that. Our plans are to gut and rebuild our existing kennel so the dogs don’t face one another and have solid walls between them, natural lighting and noise abatement, among other things. It’s a $2.8 million project.
B: ACS has some interesting programs. How did they come about? What’s the process for evaluating and putting a new program into action?
JSR: We are fortunate to have talented staff who think outside the box, so new ideas come quickly. In order to be methodical, we start by presenting a concept at our leadership team meetings. Then, we decide which experts to bring in to help us evaluate our ideas.
A good example is our alternative housing program. We have pre-vet students who live with us for a semester and in the summer, we have far more applicants than we can take, so we needed a way to both whittle down the list as well as help our dogs. So one of our screening tools is “Would you be agreeable to living with one of our behaviorally challenged dogs, understand and accept training from the behaviorist, work with the dog and also collect data, and provide weekly reports?” We met with our Professional Advisory Committee for input and structure, then implemented this program. The interns who participate provide us feedback on what works and what could be improved. We have adopted 24 out of 24 dogs in the program, and the interns were the key.