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HomeMy WebLinkAboutLettersMr. Vincent Odando Mr. Wilaam Ruland Members, Southoid Tow~ Board Tovm I-lall 53095 Main Road P.O. Ba~ 1179 Southold, New Ymk 11971 Camte A. Geiss 2155 Long Creek Drive Southold, Ne~ York 11971-5313 (6~1) 765-3255 E-ma~: caf~)ootonline.net FEB 4 2008 SUPERVISOR'S OFFICE TOWN OF SOUTHOLO Dear Councilman Kmpsid, Councilman Orlando, and Councilman Ru~. Since you am the eew Town Board member, and negofiafiens for a eew co~-~-act with the Ninth Fork Animal League, In~-, am ongoing, I ~ compelled to UlX~ete you un a problem that has been f~tering in our To~m for years---operatien o~ our Animal Shelter. accai~ed as ~ o~ the co.bact with our Tow~. But, "setisfacton/' is no~ good enough for animals that am heesud, by choice, for months and, sometimes, yeem. When the new she,er is operating, modem shelter ixactices will be needed: behavior mndilical~a for dogs that 'don1 show well," (like 2 ~-yem'-okJ Dodger, albucave, healthy, and sheltered forthe past 3 months), t~stc dog tmming, and volunteer-training programs. While I understand that the Town does nut want to get involved in the i.i~al affairs of NFAWL, the ofganizalion~ busieess practices am reflected in the operation of the shelter, and alf~ct our shelter's mpetafien, as ~ as that of our Town. I volunteered at the shelter cluing 2001. For eight summer w~eks, I attended dog-training classes o~e evmting eech week in Eest ~, but I was et the shelter every day, working with Max (until he was edol~ed 2 ameks letor), and wetldng a~l grooming other dngs. Conditions warn That year, my 85-yesr-otd parents aclo~ed 7-year-old canine companion, Nibbets, who would aleff them to visitors to their housu. The subsequent acquisition of papers from the pmvioes ovmer, and a vetefina~ e~am, mveeled thet the dng wes 13 yearn old asd stene deer. Surely, not a good match. Owr time, sbeiter staff and volunteem were mom vocal in their complaints, unging and encouraging changes in NFAWt. leadersNp and policies. In n~pense, seven local citizens NFAWL's attorney (Pamela Mann) kept us in court for five months with her 'shenanigans," at a cost of $147,000 to the League, when our attomey finally subpoenaed the Board and the financial records. NFAWL settled. Perhaps it will interest you to know that Ms. Mann was the chief of the Charities Bureau for thirteen (13) yearn. Our naivet6 lost us the election (February 2003), two votes to one, the ballot box filled with proxies (from members recruited while we were in court) from as far away as British Columbia. Two local attorneys deemed the proceeding, chaired by Ms. Mann, illegal. We were not permitted to see the ballots. (This unethical behavior from a lawyer, who when asked by the Judge, "Do you believe that a promise made before the Court is an obligation?' replied, "No.") In 2004, NFAWL filed a fraudulent Certificate of Incorporation with the new contract. In addition, then-Vice-President Therese Mc'Guinness wrote to then-Supervisor Hortoo, thanking him for the extended 4-year contract, and for promising that there would be no oversight committee, which had been requested by a number of residents speaking before the Town Board. By the way, the Town also took over payment of utilities and maintenance, which effectively added another $9,000 to the contract. In 2005, apparently, the membemhip, by proxy, voted to disband membemhip (many did not vote for the change). Incorporated as a membemhip organization, NFAWL still has not filed an Amended Certificate of Incorporation to reflect that change in status. NFAWL leaders know that the Town does not pay attention to the documents it files with the Town Clerk's office. When the chief of the Charities Bureau contacted Ms. Mann regarding the fraudulent Certificate of Incerporafion, Ms. Mann called it an 'incomplete' or 'incorrect" document, and Ms. Neville's staff was blamed for the filing 'error." In September of 2007, a copy of the odginal document was finally sent to the Town Clerk. NFAWL has a history of thumbing noses at our Town's leadem, and for public displays of verbal abuse of the Town Board. When they were Town Board members, Ruth Oliva and Alice Hussie had asked for financial reports, to ved~ shelter operation expenses, but their requests were ignored. For years, the League blamed the Town for not maintaining the shelter, even hired a shelter architect to document all the problems. Actually, for yearn, the contracts stipulated that the League was responsible for everything but structural failures. There were times when the relationship between the Town and NFAWL were so strained, that Bide-a-Wee and Kent, when asked, agreed to step in to operate our animal shelter. In June of 2006, NFAWL received a bequest from the estate of Mrs. Toner-Troxel, with the undemtanding that the money would be used to build a shelter of its own on League-owned land, or add a wing to an existing League-owned shelter. NFAWL has until June of 2008 to setis~ that stipulation. Would NFAWL be able to handle the operations of two shelters, much less maintain our new shelter so that it remains "new' for the next 20 yearn? The face of NFAWL has changed: most officers, board of directors, staff and volunteers are new. Except for Gillian Wood Pultz, Therese McGuinness, and the Sawastynowitz sisters, no one at the shelter shares this history. Al LaFrance, president of S.A.V.E.S. (Spay, Alter, Vaccinate Every Stray, Inc.), a cat rescue organization, is now NFAWL's secretary. NFAWL has been working closely with S.A.V.E.S. for quite a while. In the January 31, 2008 edition of The Suffolk Times, the Real Estate section listed a transfer of the property at 2875 Horton Lane from D. Cichanowicz to S.A.V.E.S. There are probably many possible reasons for this purchase: office space, shelter for cats, etc. Could it affect the Town's contract and/or relationship with NFAWL? I am offended that a vendor contracting with our Town, for so many years, would offer a fraudulent document for filing and then excuse it by blaming Town employees for losing the "real' one; and I am offended that the Town apparently does not call NFAWL to task for lt. Realizing that this is not the most important issue on your agenda, I thank you for coming this far with me. If you have any questions, or would like more information, please feel free to contact me. Sincerely, Carele A. Geiss Cc: Supe[visor Russell; Justice Evans; Councilman Wickham; Town Attorney Finnegan Carnie A. Geiss 2155 Long Creek Ddve Southold, New York 11971-5313 (831) 785-3255 E-mail: Apd129,2008 Supervisor Scott Russell, and Membem or the Southold Town Board Town Hall 53095 Main Road P.O. Box 1179 Southold, New York 11971 Dear Supervisor Russell, Justice Evans, Councilman Wickham, Councilman Kmpski, Councilman Odando, and Councilman Ruland: At the Apdl 22, 2008, Town Board meeting, Scott, you said, "1 have people calling me every day who want me to create overnight at the Animal Welfare League." Have you considered the possibility that all those people have mason to make such a request? That perhaps they are interested in protecting their investment of $569,686.26--no insignificant sum-that will be paid out for animal care over the next three (3) years? An oversight/advisory committee should not be equated with micromanagement. The Town contracts with NFAVVL for mandated dog control, choosing to keep dogs until adopted, not just for the required pedod, and permits NFAWL to do its chadty work on public property. As a Board, you are the manager/landlord of the shelter, and are obliged to see that the community gets what its taxes are paying for. The oversight/advisory committee would do what you do not have the time or, more probably, the desire, to do, such as visit the shelter regularly; review shelter and financial reports; review management of the operation, with suggestions for improvements, and respond to complaints; review volunteer programs, and dog-training programs, to minimize retention of dogs; and, review the quality of service to the visiting public, a particularly important issue for a municipal facility. You told me, Scott, that NFAWL had no objection to an independent audit every year. This should have been part of the contractual agreement. An independent auditor would deten'nine whether governmental expenditures (pdmary sheltering) are segregated from charitable expenditures (secondary sheltering) and, if not, create a new accounting system for NFAWL, making it easier for you to negotiate future contracts, especially since the new shelter will be up and running soon. The League's accountant, Joseph hwin, says that he can provide financial repe[ts based only on information provided to him by the League's management, not on review of the o~ganizafion's financial records. In the past, Alice Hussie and Ruth Oliva, as councilwomen, requested finandal information in an attempt to determine the actual cost of the care of seized dogs, and NFAVVL would not comply. The 2008-2011 contract, filed, I unde~land, on March 17th, was signed even though the League's 2007 third and fourth quarter financials had not been filed with the Town, a requirement of that contract, and each prior contract. An oversight/advisory committee would get that information, and review it for you. This new contract is virtually the same as the last one. There is no provision for making the transition from the present shelter to the new one, so no identification of the individual(s) who will plan and supervise the move, and what will be moved and how. This move will require a major coordination of efforts, removal of NFAWL's trailer (now used as a clubhouse as well as office), and should be detailed for all those involved. At the April 22® meeting, Mrs. McGuinness was very adamant about informing you, and the general public, that NFAWL is regulated by Ag and Markets (the State), and must be in compliance with that agency's regulations. NFAWL is not regulated by Ag and Markets, the Town Shelter is. The housing, care, and recordkeeping for seized dogs at the shelter are regulated and inspected, cursorily, only once a year, by Ag and Markets. NFAWL is the Town's vendor, and does the work that would otherwise be done by Town employees. Dr. James A. Gray, Veterinarian 3, NYS Department of Agriculture and Markets, wrote, "1 should add that the Town is responsible for the operation of their shelter. Any deficiencies are the Towns' [sic] responsibility as the dog licensing municipality. We are not inspecting NFAWL as such." * Specifically, no examination of quality of service is involved. Scott, you also said at the meeting, "I, personally, think they're [those calling every day] using oversight to wage war." It is not appropriate to equate wanting to protect the interests of the Town with "waging war." The leadership of the League has been "waging war" with Town Boards for years, as you, Louisa, and you, Tom, might remember or, wish to forget. They called you inhumane, and not trustworthy, and threatened to leave if they didn't get the answers they wanted, and ultimately, a new Town-built shelter. I, personally, do not know of one of those NFAWL leaders ever appearing before this Town Board to publicly thank you, and Southold's taxpayers, for providing a new animal shelter, at the cost of $3.2 million dollars. Please, Scott, Louisa, Tom, Al, Vincent, Bill, step up to the plate and do what is right to protect the interests and investments of your constituents, and let NFAWL know who's in charge. * A complete response to my query letter is available upon request. December 5, 2008 Dear Supervisor Russell, This package comes to you as a follow-up to our Nov. 28, 2008, submission, "Preparing for the New Animal Shelter" that you distributed to the members of the Board before the last work session. Hopefully, these documents will provide you with quick references in preparing for the transition to the new facility. Let us know if we can be of help in any way. Carole and Gunther Geiss HSUS Guidelines for Animal Shelter Policies An animal shelter has two main jobs--to be a safe haven for all animals in need and to be the nucleus of a'community's animal care and control program. Its staff should provide quality care for all stray and relinquished animals temporarily in its care, making every effort to provide a safe, comfortable, and stress-free environment. The shelter should also be accessible and welcoming to the community. Purpose An animal shelter's tasks should include the following: teaching humane principles in the community, preventing animal cruelty and suffering, and enforcing animal protection laws. Although an animal shelter may not undertake all of these tasks itself, it has an ethical, and often legal, responsibility to ensure that some person or organization in the community undertakes them. General Polities If your shelter is a municipal animal care and control facility, the commissioners in charge must fully acquaint themselves with the community's animal prublems and should consistently allocate adequate funding and resources for a humane and effective animal care and control program. A comprehensive animal control ordinance should be in place and adequately enforced. If your shelter is a private facility (or a private facility with a government contract to perform animal care and control functions), all members of the board of directors must have a basic understanding of animal care and control issues. Board members should commit time and effort to help develop policies and plans that will help the animals, support the staff, and serve the community. Board members should remember that they are responsible to the dues-paying membership and should report the shelter's activities to the membership at regular intervals. The policies below are minimum standards for any animal shelter. While a shelter is limited to its available resources, it should follow these policies closely if it is to be an asset to the animals and the community it serves: · Accept every animal. · Accept surrendered animals without charging a fee. · Maintain a clean, comfortable, safe, and healthy environment for each animal. · Hold stray animals for a minimum of five operating days, including Saturdays. · Screen prospective adopters using established adoption standards. · Use sodium pentobarbital administered by well- trained, compassionate individuals when euthanasia is necessary. · Spay or neuter all animals at the time of adoption, or require adopters to get their animals sterilized soon after placement. The public should consider the shelter a public service for both the animal and human members of the community. Shelter staff should strive to maintain a positive attitude and an inviting atmosphere to encourage the public to bring in stray and unwanted animals. If there are too many obstacles to surrendering animals, people are more likely to abandon them. Signs directing the public to your shelter's location should be clearly posted, and a map should be extensively publicized. Daily Operations Your shelter should have written operational policies and standards to ensure that daily operations run as smoothly as possible. Hours of Operation Your shelter should be open a minimum of five days per week for claiming or adopting animals, including at least one weekend day. It should be open until at least 7 p.m. at least one evening a week so it is accessible lo people working typical business hours. The hours of operation should be clearly posted outside the shelter and made known throughout the community. In addition, your shelter should make arrangements to receive and assist sick or injured animals twenty-four hours a day, and it should offer an emergency pick-up service, if possible. For more information on euthanasia, please see HSUS General Statement Regarding Euthanasia Methods (contact The HSUS's Animal Sheltering Issues staff for information on ordering). Animal Care and Housing Your shelter should provide the most comfortable, stress-free environment possible for the animals in your care. Animals should have access to clean, fresh water at all times and be fed according to HSUS recommendations or those of a consulting veterinarian. Food and water bowls should be properly disinfected every day. Cages and kennels should be commercially manufactured, in good condition, cleaned and disinfected daily, and free of sharp or broken edges. Dogs and cats must be housed separately, and the housing should reflect their different needs. For more information on shelter operations, please see HSUS Guidelines for the Operation of an Animal Shelter (contact The HSUS's Animal Sheltering Issues staff for information on ordering). Adoptions Your shelter should strive to place animals in loving, responsible, and permanent homes. Adoption fees for purebred or obedience-trained animals or for animals with distingnishJng characteristics should be the same as those charged for other animals. In addition, adoption fees for cats and dogs should be identical. For a complete discussion of companion animal adoptions, please see HSUS Guidelines for Responsible Adoption Programs (contact The HSUS's Animal Sheltering Issues staff for information on ordering). Euthanasia Shelters must demonstrate a respect for quality of life and provide the most humane death possible for sick, injured, or unwanted animals. In order to be humane, a euthanasia method must result in painless, rapid unconsciousness followed by cardiac or respiratory arrest and, ultimately~ death. The HSUS recommends the injection of sodium pentobarbital, prepared specifically for the euthanasia of companion animals. This method, when properly performed, has been found to be the most humane, safest, least stressful, and most professional choice. Only staff who have been properly trained in euthanasia should perform it. Shelters also must follow federal and state guidelines regarding euthanasia methods and administration. Record Keeping Complete and accurate records me essential for the responsible, efficient, and legal operation of your animal shelter. A record should be prepared for every animal entering your shelter, giving a full description of the animal and any information about the animal's background that is available. These records should be numbered and filed so that all staff can easily relrieve them. An animal should have the same record or tag number throughout his or her stay at the shelter, and each animal must be clearly identified with a temporary collar and tag. Accurate record keeping is also necessary for an effective lost-and-found program as well as for tracking animal control calls, cruelty complaints, and the disposition of the animals in the shelter's care. Several computer software programs for shelter management are available. Contact The HSUS's Animal Sheltering Issues staff for more information. Programs Shelter activities should be based on the best interests of the animals and the community. The role of staff members is to provide humane care of the animals and to carry out the shelter's programs effectively. Stuff members should provide commissioners or board members with information or assistance that will promote the development of responsible animal care and control programs. Spay/Neuter Efforts It is imperative that shelters have a mandatory spay/neuter program for all adopted animals, preferably one that incorporates both sterilization at adoption and early-age spay/neuter. Shelters should make it a top priority to ensure that the animals they place for adoption do not contribute to companion animal overpopulation. Cruelty InveStigation Every community should have trained personnel to investigate animal cruelty issues and enforce animal protection laws. All calls and complaints must be handled in a professional, courteous, and timely manner. Personnel should be able to respond twenty- four hours a day in cases of emergency. If a shelter doesn't have an investigator, it should refer callers Io the appropriate law enforcement agency in the area. Humane Education Your shelter should make every effort to provide · humane education for local residents, especially children. From sponsoring community-wide awareness campaigns to sending shelter staff into classrooms for presentations, your shelter can embrace a variety of strategies to teach responsible pet ownership and instill a humane ethic in all members of the community. Volunteers Volunteers can be an invaluable asset to your shelter's progxams and its animals. However, don't expect vqlunteers to fill most staffing needs. All volunteers must be properly trained for the duties they are assigned and should be supervised at all times. Management It is a binding obligation of shelter administrators to evaluate current procedures frequently; ensure that animals are properly cared for; and verify that employees are competent, compassionate, and properly trained. Personnel Shelter employees should be regarded as the skilled professionals that they are and should be paid on that basis. All job positions and descriptions should include salaries and benefits that will attract competent people with good .judgment who care about treating animals humanely. Written policies and procedures for employees are essential, not only for the orientation and training of new employees, but also to ensure continuity and efficiency within the shelter. A comprehensive policies and procedures raanual, explaining shelter policies and general job duties, should be made available to every staff member. The following is a suggested outline: 1. History, mission, purposes, and general policies (including euthanasia policies and other policies related to animals) 2. Organizational structure, job descriptions for all positions, policies for benefits and leave 3. Role of the board or other governing body 4. Procedures for office, kennel, and field services; security and safety procedures 5. Resources, including state and local animal laws and a list of other animal care and control agencies in the community Training Shelter staff must be trained so they can effectively perform the following functions: · Provide humane care and disposition of shelter animals. · Protect the animals from disease and injury. · Solve or refer all types of community animal problems to the proper person or agency. · Deal with the public courteously, professionally, and effectively. Shelter employees should be encouraged to attend out-of-house training sessions and be given opportunities to do so. An effort should be made to address problems associated with employee stress, including adoption- and euthanasia-related anxiety. Prepared by The HSUS's Animal Shehefing Issues staff. The Humane Society ofth~ United Stales (HSUS) was founded in 1954 to promote the humane trealment of anJmaJs and to foster respect, undemtanding, aim compassion for all creatures. Today its message of care and protection embraces not only the animal kingdom but also Earth and its environment. To achieve its goals, 7'be HSU$ works tbrough legal, educational, legislative~ and investigative means. The HSUS'$ efforts in Ihe United States are facilitated by its nine regional oH-ices; its worldwide outreach is supported by its global humane family of otganizalicns. The HSUS is not an umbrella ¢nganjzalion for local humane socletj~, Pmmeting the Pretectien ef rOI Animals 3 RECEIVED Carnie A. Geiss 2155 Long Creek Ddve Southold, New York 11971-5313 (631) 765-3255 E-mail: ca[@optonline net MAY 1 3 008 May 13, 2008 Supervisor Scott Russell, and Members orthe Soathold Town Board Town Hall, 53095 Main Road P.O. Box 1179 Southold, New York 11971 Dear Supervisor Russell, Justice Evans, Councilman Wickham, Councilman Krupski, Councilman Orlando, and Councilman Ruland: Your decision to create overnight of the operation of our Town animal shelter and other animal cam facilities is appreciated by many of your constituents. Your recognition that a single person, with authority (wish we'd thought of that), rather than a committee, to act as overseer, will make the process mom formal and effective. To make the process as objective as possiMe, that overseer should have no history with the shelter operation, or the operator. To make the overseer's task easier, he/she should have a checklist, based on the input of a vedety of expe~ts, to use during inspections (at least monthly walkthmughs, and formal quarterly inspections and mpmts). This chectdist would incorporate the principles and procedures for regulation, and the expe~ts would be the equivalent of an advisory committee. You, our Town Board, our Town Clerk and Town Attorney, would request reports of compliance with contractual obligations, such as filing of an updated Cediflcate of Incorporation, insurance documents, and timely filings of shelter status reports, financial reports, fees, etc. A local vetefina~an (e.g., Dr. Pisciotta or Dr. Tb'npene) would create a checklist of conditions deemed necessary for good animal cam: overall cleanliness of the facility;, full ID information for each kenneled dog; record of feeding schedules; sufficient water supply; daily exercise regimen; obvious physical problems, e.g., running eyes or noses, coughing, etc. An animal behaviorist would provide a list of obvious behavioral problems, such as cowering, growling, depression, pacing, etc., and recommend appropriate vciunteer training, and dog training programs. (Don Bambfick, at the Southemp~on Shelter, and supen4sor of the East End Unit of the SCSPCA; and Roy Gross, chief, SCSPCA, are people expedenced in working with shelter dogs and in dealing with behavioral issues that impede adophon, and would recommend a behaviorist.) At some time in the future, when operations at the new shelter have settled in, you might consider using college student interns in behavioral science, studying under Dr. Peter Borschell. An equally important component of shelter operations is good interpersonal relationships between staff and visitors to the shelter. We're pretty sure that Karen McLaughlin, though not an expert in shelter operations, would provide a checklist of ~host" behaviors necessary to make visitora to the shelter feel welcoomed and comfortab!c as she herself does evep/day at The Human Resource Center. We are looking forward to the opening of our new Town animal shelter. 2155 Long Creek Drive Southold, NY 11971-53t3 (631) 765 3255 caf~optonline, net ggeiss~iopto nline, net RECEIVED February 17, 2009 Town Board Town of Southold Main Road Southold, NY 11971 FEB 17 2009 Dear Supervisor Russell and members of the Town Board, We are approaching the completion of the new Town of Southold Animal Shelter, and that raises the question of whether you have planned an official opening or dedication. Risking that you will find us presumptuous, we offer the following in the spirit of helpfulness. In the last year of the Cochmn administration, Supervisor Jean Cochran entered into an agreement with Elliot M. Raynor in which she accepted his gilt of $250,000 on behalf of Southold and in return agreed to build a new animal shelter with a white picket fence and to name it for him and his wife. Unfortunately, while he achieved the age of 100, he did not see the shelter started before his passing. While his initial gift and any residuals from his will are insignificant as regards the total cost of the shelter, his gilt did get the process, which had been stalled since 1985, going. We suggest that the Town's obligation to the Raynor family could be discharged, in good conscience, in the following manner. To officially dedicate the new shelter as the Elliot M. Raynor and Theresa ?. Raynor~ Southold Town Animal Shelter. In all correspondence and publications it shall be known as the Bouthold Town Animal Shelter. 2. That a bronze commemoration plaque be designed and mounted prominently in the entrance at the time of the dedication. See suggested form on page 2. That you hold a formal "opening" and dedication with the colors presented by the Southoid NJROTC unit. You may also consider participation by clergy. The "opening" need not include the public, but can be limited to officials, invited guests, and the press. Sincerely, See the agreement formalizing the gift. · P~e2 February 17, 2009 The Elliot M. Raynor and Theresa ?. Raynor Southold Town Animal Shelter rhis day, ?????, we hereby commemorate The Southold Town Animal Shelter to the memory of Elliot M. Raynor and Theresa ?. Raynor. Mr. Raynor's generous gift, accepted by then Supervisor Jean Cochran, planted the seed that grew into the design and construction of this shelter. A residual bequest= 3retects its future. Mr. Raynor, a long-time resident of Mattituck, did reach the age of 100, but sadly did not see the shelter construction begin. He would have much to be proud of, as do we, for it is said that the humanity of a community is measured by the way it treats its homeless and abandoned animals. TOWN BOARD: Justice Louisa Evans Al Krupski Vincent Orlando William Ruland Scott Russell, Supervisor Thomas VVickham CONSTRUCTION AND DESIGN TEAM Architect: Studio NB Construction: x~ Engineer: Scott Leamed, P.E., Design Learned Town Architect/Engineer. Jaime Richter, AIA 2 This assumes that the Southold-Raynor Animal Shelter Foundation did give the money for the sprinkler system. 3 This may be the general contractor or may list the sub-contractors for major sub-units of the construction, e.g., general contractor, electrical, plumbing and hvac, etc. RECEIVED JUL 2 7 2O09 ~uthold Town Clerl~ Carole A. ~ 2155 Long Creek Dflve Southold, New Yo~k 11971--~313 (631) 76~-32~ E-mail: caf~,optonline.net tn~m & Odeg, CPA~ LL¢ Enclosed find a copy of the INDEPENDENT AUDITOt;~' REPORT f~- the year 2008 thai you Stnc:ere~y, Cc: Amy WeM~r, Treasurer, NFAWL