No Kill Louisville

STRATEGIC PLAN

Updated February 22, 2012

for the period

March 1, 2012 – June 30, 2015

TABLE OF CONTENTS

1. IntroductionPage 3

2. Executive SummaryPage 3

3. VisionPage 3

4. MissionPage 3

5. Core Operating ValuesPage 3- 5

6. Underlying Service AssumptionsPage 5- 6

7. SWOT AnalysisPage 7- 9

8. Goals AreasPage 10

8.1 Program Management

8.2Financial Security

8.3 Outreach and Awareness

8.4 Resource Development

8.5 Organizational Development

9. AppendicesPage11 - 27

9.1Appendix A - Description of Strategic Planning Process Used (pg 11)

9.2Appendix B -External Analysis (pg 11)

9.3Appendix C –Critical Issues (pg 12 – 13)

9.4Appendix D -OperationalPlan(pg 14 – 25)

9.5Appendix E -Operating Budget(inserts as new budgets released/pg 26)

9.6Appendix F - Monitoring and Evaluation of Plan(pg 26 – 27)

1. Introduction

Those who began No Kill Louisville (NKL) believe it is possible to save every "adoptable" animal in Louisville. This does not mean that no animal should be euthanized. We believe animals suffering from untreatable illness or injury should be humanely euthanized with gentleness and compassion.
We also recognize our nation currently does not have the full resources to rehabilitate those animals who have been abused and neglected, and due to that abuse or neglect, are dangerous to people and other animals. We also feel animals properly assessed and deemed "too dangerous" must be humanely euthanized with compassion.

Additionally,feral/unowned/unowned cats have a special place in our definition of "adoptable" due to the effectiveness of Trap-Neuter-Release/Return programs, known as TNR, to lower the population. Current "catch-and-kill" models used by most shelters todayfor feral/unowned/unowned cat population control are ineffective.

As the No Kill movement expands and changes these definitions, NKLmay also need to change. Wewill not hamper our organization or the No Kill movement by the inability to change;we will progress, reassess,and evolve as required.

2. Executive Summary

This document contains the vision, mission, and values of No Kill Louisville and outlines goals for the next 34 months fromMarch 1, 2012 through June 30, 2015. Our main objectives include developing a strong basis of documentation and securing a range of funding sources in order to ensure No Kill Louisville’s sustainability.

From this document, NKL will create an operational plan to guide the actions of the program by time and volunteer and staff responsibility.

3. Vision Statement

We envision our community as a place where no adoptable pet or feral/unowned cat is killed, regardless of resources, economics, and politics.

4. Mission Statement

Through the support and creation of programs and services, collaboration, and advocacy, No Kill Louisville will build a community where no adoptable pet or feral/unowned cat is killed.

5. Core Operating Values

No Kill Louisville values the lives of all adoptable pets and feral/unowned cats. NKL is committed to creating and maintaining a No Kill community in Louisville, Southern Indiana, and surrounding counties. NKL will provide compassionate and comprehensive support for pet owners and/or caretakers. In carrying out our work, we strive to raise awareness of the No Kill model and engage the community in our mission by adhering to the following core operating values:

Compassion – NKL will interact with all adoptable pets, feral/unowned cats, and pet owners/caretakers with compassion, dignity, and respect.

Comprehensive Services – NKL will offer as many comprehensive services as possible to the community at large in relation to our mission. In the event we are unable to meet a need, we will offer referrals to other services and/or provide opportunities and options for solutions to problems.

Safety and well-being– NKL considers the safety and well-being, both physical and emotional,of all pets andferal/unowned cats in the community paramount among itsmany responsibilities.

Awareness – NKLwill inform the public and community leaders about the No Kill model of sheltering and empower them to take action.

Watchdog– NKL will measure our progress in becoming a No Kill community within our publicly funded animal shelter system by monitoring intake and outtake numbers; highlightingobstacles and achievements; and bringing public awareness to what is happening within our community’s shelter system.

Advocacy– NKL will be a voice for pets by proactively advocating for the rights of all pets and feral/unowned/unowned cats in our community.

Partnerships – NKL seeks to establish strong partnerships throughout the community and considers these partnerships vital to creating and maintaining a No Killcommunity.

Privacy and Confidentiality– NKL respects thesensitivity of information provided by pet owners, caretakers, and community partners.

Integrity – NKL representatives, whether staff orvolunteers, are honest and dependable and conduct their work with the utmost level of integrity and respect.

Responsiveness – NKL understands the time sensitive nature of much of its work and seeks to respond to all issues in the most efficient, effective, and timely manner possible.

Financial Sustainability – NKL knows that its work is vital in the community and strives to provide cost-effective services in order to preserve its financial resources.

Individualized Support – NKL understands that each pet or feral/unowned cat needs individualized assessment and care. NKL considers each pet owner and caretaker’s situation as unique and treats it as such.

Innovation– NKL will be innovative and creative when working toward and maintaining a No Kill community.

Flexibility – NKL will remain flexible and fluid in our response to the needs of the communityand its pets and feral/unowned cats.

6. Underlying Service Assumptions

The work of NKL is based on fundamental beliefs from board members and volunteers regarding supporting and advocating for pets, feral/unowned cats, and pet owners/caretakers:

  • Pets and feral/unowned cats add value to the lives of people by providing companionship, purpose, and health benefits. Research supports the idea that pet interaction improves happiness, reduces depression, and enhances overall well-being and physical health.
  • People facing serious health challenges like heart attacks and HIV have longer life expectancy when they have pets.
  • Research supports that pet owners are less lonely, have more self esteem, and are more conscientious.
  • Although we will work to save all adoptable pets and feral/unowned cats, we understand the importance of care and compassion for pets we cannot save.We will treat these pets with respect and dignity.
  • Pet owners are often forced to relinquish their pets during difficult times knowing their pet will be killed. By becoming a No Kill community, we prevent the grief associated with this loss.
  • Beloved pets who are lost are often killed in traditional sheltering systems. By becoming a No Kill community, we prevent the death of pets whose loved ones simply cannot find them.
  • Pets work for people in a service capacity and are a value to our society. This includes working in service to the physically challenged; bomb and drug sniffing; emotional and developmental disabilities; search and rescue;palliative care;veterans living with post traumatic stress disorder;children with disabilities;hazard detection; running partner; and more.
  • Feral/unowned cats provide companionship and purpose to caretakers who may be socially isolated.
  • The traditional shelter model of “catch and kill” for feral/unowned cats does not address the root cause of population expansion; whereas, studies show trap-neuter-release/return actually lowers the number of feral/unowned cats in communities.
  • Adherence to theNo Killmodel will provide the services residents expect of our compassionate and high caliber community including pet retention options, protection and care of pets, proactive efforts to place pets in homes, and more.
  • Being known as a successful No Kill community will havea positive economic impact by attracting professionals and businesses.
  • Families and young professionals moving to Louisville will see dog parks, walking paths, numerous adoption possibilities and know they are in a town that respects people and animals.
  • The No Kill model will save taxpayers money, time, and resources.
  • All members of our community, even those without pets, will know they are in a proactive city that is not just putting a bandaid on the problem but solving it.
  • City, county, state, and community leaders will be known for partnering with citizens to create a compassionate community.
  • Animal lovers spend billions of dollars annuallyon their pets. As such, this important demographic iscommitted to causes that support, protect, and advocate for all our community’s pets.
  • The No Kill model decreases the population of strays through proactive and comprehensive spay/neuter efforts while partnering with the public.
  • The community wants to know how its tax dollars are spent.
  • If the community’s tax dollars are spent on the “catch and kill” model, it is a mismanagement of public funds.
  • Our city and state shelter organizations operate more efficiently when transparent and open to the public.
  • Becoming No Kill is a matter of will. Other communities have gone No Kill and Louisville has no reason it cannot become No Kill immediately.
  • The community expects No Kill Louisville to monitor publicly funded animal services and share that knowledge with the public at large. This includes both fiscal responsibility and treatment of the pets and feral/unowned cats by animal services.

Last Update 02/22/2012 Page 1 of 27

7. SWOT Analysis

Strengths / Weaknesses / Opportunities / Threats
People /
  • Volunteers
  • Volunteer connections and contacts
  • Community support
  • Strong voice
  • Expertise in and knowledge of history of animal welfare
  • Knowledge of what a No Kill community looks like
  • Passionate supporters
  • Good media contacts
  • Bringing people together
  • Spay/neuter committee
  • Compassion
  • Persistency
  • Learning from mistakes
  • Optimism
  • Flexible
  • Connections with Nathan Winograd, Ryan Clinton, national organizations
  • Jessica Reid
  • Strong ability for problem-solving
  • Diverse levels of education among supporters
  • Open-mindedness
  • Grassroots support
/
  • Need more “working” members
  • Improve ability to delegate to other people
  • Use more volunteers more effectively
  • Not a diverse board
  • Poorly defined board roles
  • Conflicts of interest
  • Lack of organizational chart
  • Poorly defined volunteer roles
  • Need to decentralize knowledge
  • No paid staff
  • Reactionary
  • Board pulled in different directions
  • No lawyer
  • No formal foster support
  • Donor acknowledgements/recognition
  • Need to build constituent/donor base
  • Clerical support
  • Volunteer appreciation
  • Volunteer vetting
  • “Who is going to do it?”
/
  • New LMAS director
  • Media
  • Community/volunteer support
  • Support of rescue groups
  • Attitudes towards pets
  • City council support
  • Approaching new board members
  • City is ripe for change
  • Growing support nationally
  • Responsible breeders
  • Partnering with universities
  • Potential No Kill advocates
  • Empowering volunteers and advocates
  • Partnerships with all vets for fosters
  • Business partnerships
/
  • New LMAS director
  • Political posturing
  • Adversity to NKL
  • Michael Vick and the media/public’s reaction
  • Misinformation going viral due to social media
  • Negative opinions about Jessica Reid; personalizing
  • Irresponsible pet owners (image)
  • Comfortable with status quo
  • Closed-mindedness

Resources /
  • Gathers resources; serves as a clearinghouse
  • Strong social media presence
  • Local business support
/
  • Lack of time
  • Donor software; any software to aid operations
/
  • Learning, research, new expertise
  • No Kill models available
  • No Kill conference in Cincinnati
  • Petfinder; using existing technology
/
  • Economy

Ideas/
Innovation /
  • Good stories to tell
  • Willingness to and support of strategic planning
  • Willingness to educate other groups
  • Willingness to evolve
  • Pet retention
  • Advocacy
/
  • Tell more stories
  • No clear direction, scattered ideas
  • No PR plan
  • No fundraising plan
  • No education plan
/
  • Grow to adoption/foster
  • License plate program
  • Educating community
  • Pets are still dying—No Kill model the solution
  • List of pet friendly apartments
  • Researching, educating insurance companies about “dangerous” breeds
  • Pet retention  LMAS interest
  • Re-home education, service
  • Advocacy statewide
  • Business model to run shelter
/
  • Lack of education
  • Ordinances, laws, etc.
  • Ignorance
  • Breed misperceptions

Marketing /
  • Good reputation
  • Positive success stories to tell
  • Purity and consistency of message
/
  • Need to better clarify, publicize services
  • No newsletter
  • No case statement
/
  • Social media
  • Develop website and blog
  • Develop publications
  • Develop e-newsletter
  • Billboards
/
  • Misinformation going viral due to social media
  • Semantics—euthanasia vs. kill
  • Miscommunication
  • PETA image and emotional arguments; extremism
  • Media
  • Existing, recognized animal organizations (KHS, ASPCA, HSUS)
  • Misrepresentation of No Kill
  • Puppy mills
  • Jealousy
  • Kill shelters

Operations /
  • Momentum
  • Quick growth
  • Room to grow
  • Partnerships with vets
  • Publicity through the Hope Fund
  • Pet food bank
  • Transparency
  • Million Mutt March
/
  • Fear of losing sight of No Kill model
  • Need policies and procedures
  • Fast growth
  • No building, office or central location
  • No animal shelter
  • Internal communication issues
/
  • Filling the need
  • Room to grow
  • Shelter
  • Spay/neuter clinic
  • Quarantine building
  • Low-income vet clinic
  • Kennels
  • Cat house
  • No Kill transport
  • Expansion of lost and found services
  • Discounted microchipping
  • Recognition/credibility
/
  • Lack of experience

Finance /
  • Low overhead costs
  • Virtually no debt
/
  • Dependent on small donations
  • No small funding base
  • Lack of funding diversity
  • Financial management
  • Process for paying by credit card
/
  • Grants
  • Major gifts
  • Sponsorships
  • Tax breaks for fosters
  • Financially responsible
/
  • Small funding base

Last Update 02/22/2012 Page 1 of 27

8. Goals Areas

  1. Program Management Goals

a.Create volunteer liaison team

b.Create foster liaison team

c.Create a pet retention program (follow plan incorporating outreach and awareness)

d.Transition from all-volunteer organization to staffed & volunteer organization

e.Clearly define roles and responsibilities (i.e. organization chart, cross training)

f.Develop a working spay/neuter clinic

g.Develop a working veterinary clinic

  1. Financial Security

a.Create Development plan

b.Diversify funding sources

c.Solidify money management (i.e. hire accountant, bookkeeper, business manager)

d.Develop donor base

e.Develop donor cultivation methods and consistency

f.Hire development staff

g.Build capital

h.Build self-sustaining organization

III.Outreach and Awareness

a.Develop a PR plan

b.Establish volunteer/foster orientations and documentation

c.Diversify NKL representation across Louisville communities

d.Appoint program specific representative

e.Create and implement a pet retention plan

f.Use media to raise breed-specific awareness

g.Establish a positive working relationship with Metro Government

h.Champion NKL ideas

IV.Resource Development

a.Own and operate a No Kill shelter

b.Own and operate a low income clinic

c.Operate a mobile veterinary service

d.Incorporate spay/neuter into a low income clinic and mobile veterinary service

e.Own and operate transport vehicles

f.Operate a mobile adoption service

g.Increase supplies in order to sustain NKL and distribute to community

V.Organizational Development

a.Develop policies and procedures

b.Research and plan for No Kill Kentucky

9.Appendices

The following information provides supporting documentation for the strategic plan.

9.1 Appendix A - Description of Strategic Planning Process Used

Jessica Reid, President of No Kill Louisville, enlisted the support of the Fundraising Committee in developing a strategic plan for No Kill Louisville. The members of the Fundraising Committee have a variety of experience in non-profit development that informed the creation of the plan.

9.2 Appendix B - External Analysis

From our external analysis, we identified the following trends and how they might affect our non-profit:

Political trends: Nationally, there has been a groundswell of support for No Killcommunities. Locally, the Louisville Metro City Council passed a No Kill Resolution in 2010. However, since that time, the local government has not upheld its stance to create a No Kill community. An audit of the city’s animal shelter revealed an immediate need to establish new facilities, but there has been little progress in that direction.

Economic trends: The current economic downturn could impact the financial resources of No Kill Louisville and its community partners.

Societal trends: The current culture values animals as companions, but overall, the community is misinformed about the realities of animal abuse, differences between No Killand kill shelters, breed myths, and the importance of spay/neuter and vaccinations. Awareness of these issues is generally well-received, but there is a great need for continued advocacy.

Technological trends: Continued advances in technology create cost-effective opportunities for marketing, innovative awareness, and adoption efforts.

9.3 Appendix C–Critical Issues

Key issues that the program must address through use of this strategic plan include:

  1. Community Awareness
  2. Raising awareness about existing services
  3. Advocacy
  4. Watchdog responsibilities
  5. Partnerships
  6. Increasing awareness about No Kill model
  7. Recruiting volunteers/fosters
  8. PR plan
  9. Target populations
  1. Volunteers
  2. Developing leaders
  3. Recruitment, organization, and orientation (handbook, defined roles)
  4. Retention
  5. Establish consistent communication; newsletter
  6. Clear volunteer roles
  7. Access to resources
  8. Acknowledgement and appreciation
  9. Accountability
  10. Volunteer management
  11. Other agency recruitment
  1. Programs & Services
  2. Expansion of new and existing programs and services
  3. Evaluation
  4. Documentation
  5. Awareness and watchdog responsibilities
  6. Hope Fund
  7. Lost/found
  8. Collaborating with other agencies (animal and non-animals)
  9. Leverage existing community resources
  10. Foster and adoption programs
  11. Pet food bank
  12. Spay/neuter
  13. Transporting
  14. Outreach statewide: support to other No Kill advocates throughout KY (“No Kill toolkit”), breed rescues, license plate program
  15. Behavior training
  1. Capital
  2. Pet food bank building
  3. Administrative office with copier, printer, etc.
  4. Clinic: spay/neuter and vaccination
  5. Transport van
  6. Quarantine facility
  7. Software (such as donor management program, volunteer management)
  8. Kennels
  9. Mobile spay/neuter clinic
  10. Meeting space
  11. Event space
  12. Senior sanctuary
  13. Cat house
  14. Temporary shelter/boarding for pets belonging to the homeless, members of the military, hospitalized pet owners, etc.
  1. Formalized Processes
  2. Financial plan
  3. Defining roles
  4. “Playbook”
  5. Evaluation/tracking/documenting
  6. Social media
  7. PR plan
  8. Vetting speaking engagements
  9. Advocacy
  10. Organizational plan
  11. SOPs (general No Kill, volunteer)
  12. Staff: transfer organization from all volunteer to volunteer and staff
  13. Website
  14. Fundraising plan: events and outside events
  15. Branding

9.4 Appendix D – Operational Plan*Specific due dates for each assignmentwill be based on board meetings within corresponding month.All meetings will be set by the NKL Board of Directors at least six months in advance. All projects are grouped by subject not chronological.