Three Waves of No Kill

This is a very exciting time for No Kill advocates because we are entering on a third, and final, stage of No Kill progress.* In just a few years, if things continue on their current path, the great majority of shelters in the United States should be at No Kill or within shouting distance of it. No Kill will be the accepted standard procedure for shelters, whether public or private.

Today, shelters are achieving No Kill (defined as saving all healthy and treatable animals, which typically results in a live release rate of 90% or more) at a pace almost too fast to monitor. We don’t have solid data on the number of shelters in the United States or their live release rates, but my best guess is that there are approximately 3,500 public shelters, and I wouldn’t be surprised if as many as half of those shelters were at an 80% or above live release rate. That’s up from just a few hundred such shelters as recently as five years ago, and only a handful of such shelters 20 years ago.

What are the three waves of No Kill and why should we be aware of them? In order to reform the remaining shelters that have not yet begun the No Kill journey, it’s helpful to know what types of shelters have already made the transition and what types have not. Then we can select tactics to assist the remaining shelters based on their characteristics.

The shelters that still need to change are in a different situation than shelters in the first two waves of No Kill. To understand this, we need to go back and look at how the first and second waves of No Kill communities developed, starting in the late 1990s. In the mid-1990s we had hundreds of individual, private No Kill shelters (they were labeled “limited admission”), but the idea of an entire community being No Kill, including all of its public and private shelters, was very new. It was being promoted mainly by Richard Avanzino, president of the San Francisco SPCA, and a group of advocates led by people like Lynda Foro, Ed Duvin, and Bonney Brown.

The first wave of No Kill was what we might call low-hanging fruit. Many of the first communities to get to a 90% or better live release rate, in the late 1990s and early 2000s, were resort and college towns. Several of these early No Kill towns had advantages such as a highly educated population or a progressive city government. These early No Kill towns were almost all in parts of the United States where cold winters may have helped keep down the number of free-roaming cats and dogs. Florida, for example, appears to have far more outdoor cats than Maine does, although we do not have actual population counts. Examples of No Kill communities from this period are Otsego County (MI), Tompkins County (NY), and several small resort towns in Colorado. It seems likely that some towns in New England met the No Kill definition by the late 1990s and early 2000s, although I have not seen specific documentation of that. The state federation of shelters in New Hampshire reported a combined 80% live release rate around the year 2000, and it seems very likely that some counties and towns within the state were at a 90% or higher rate at that time.

These small first-wave towns may have had populations of animals who tended to be healthier and better socialized than the animals coming into more typical shelters. The fact that these towns tended to be progressive meant that city leaders and citizens were more likely to be open to new ideas and new ways of doing things, and more supportive of the goal of saving animals. The small size of these communities also made a founder effect possible, where one organization, or even one person, could have a dramatic impact. In Otsego County, for example, which went No Kill in 1999, a “friends of the shelter” group was critical to the shelter’s save rate rapidly shooting up to well over 90% of intake.

The second wave of No Kill began when larger cities, including some very large cities, started No Kill efforts. Large cities took longer to get to No Kill, and there are several possible reasons for that. A large city usually has an animal control system that has been in existence for a long time and has a formal chain of command. This may make change from outside extremely difficult to achieve, and change from inside faces more hurdles. A large city is likely to have a detailed animal ordinance, which may have provisions that hinder some No Kill programs. Shelter intake in a large city may be in the tens of thousands, which makes it difficult for a single person or organization to have an immediate impact. No Kill in a big city may require years of institution-building. The animals coming into a big-city shelter may include many who have been neglected or poorly socialized. There may be higher percentages of dogs raised for guarding homes or fighting, and more confiscation cases.

Whatever the exact reasons, the second wave of No Kill proceeded at a much slower pace than the first wave. Both the first and second waves started in the late 1990s, but the pioneering second-wave cities typically took a decade or more to reach No Kill. No Kill movements started in Austin, Jacksonville, Atlanta, and New York between 1997 and 2003, but it was not until 2011 that the first one (Austin) got to the goal of a 90% live release rate. One mid-sized county – Washoe County (NV), home of Reno – got to No Kill in the mid-2000s, a notable accomplishment and an important step in convincing people that No Kill was possible anywhere.

There were two large cities that started working on increasing live release rates even earlier than the late 1990s, and actually created the model for shelter reform. Those cities were San Francisco and Denver (the metro area, including Boulder). Both cities reported live release rates around 70% in the late 1990s. This was an outstanding achievement at a time when other large cities and metro areas were saving only 25% to 35% of intake on average. The Denver metro coalition was a leader in the use of a cooperative model, and Boulder pioneered the critically important open-adoption concept. Shelter leaders in Denver tended to abjure the “No Kill” term because they felt it insulted workers at traditional shelters, but they were pioneers in using programs that we think of today as No Kill (the hideous pit bull bans in the city of Denver and some adjoining areas are a tragic exception). San Francisco was the most influential of the two cities in promoting No Kill specifically. Richard Avanzino, the president of the San Francisco SPCA, wrote and spoke extensively about the city’s No Kill model in the 1990s and even invited other shelter leaders to the SPCA for workshops.

It would be hard to overstate the importance of Avanzino’s work on No Kill at the San Francisco SPCA. In fact, many people date the start of the No Kill movement to 1989, the year Avanzino cancelled the San Francisco SPCA’s contract to do animal control and sheltering for the city. That led to a partnership between the city and the SPCA, which ultimately produced the historic 1994 Adoption Pact. Another 1989 event that is also credited with starting the No Kill movement was the publication of an enormously influential essay called In the Name of Mercy by an animal-rights activist and non-profit consultant named Ed Duvin, in which he argued that the animal sheltering industry was failing to face the ethical implications of killing millions of animals each year.

Today about half of our largest 20 cities are at No Kill or closing in on a 90% live release rate. Most of the rest have active No Kill movements that are making progress. A majority of our progressive small towns and counties are at No Kill. There are entire swathes of the United States where shelters, including public shelters, have a shortage of adoptable dogs. These shelters are saving tens of thousands of pets from other parts of the country each year through transports.

Now that the first two waves of No Kill have crested, and most large cities and progressive small towns are at No Kill or at some stage in the No Kill reform process, what’s left for the third wave? The communities that are not yet on the road to No Kill tend to be small, rural communities that have challenges such as low average income, low average education levels, or a lack of progressive leadership. Some large cities have similar challenges — think of cities like Houston and El Paso, for example. But even large cities that have challenges generally have enough resourceful people and enough donors to get to No Kill.  El Paso has institutions and talented people who are able to push for No Kill change. They have something to build on, and they are making progress, even though it’s slow and difficult. Houston has a group that is moving thousands of dogs out of the city on transport, enough to make a real difference in the save rate of the shelter it’s helping.

It’s different in the third-wave communities. You’ve heard the expression “pull yourself up by your own bootstraps.” That’s really the situation of the third-wave communities. They tend to have fewer animal-welfare institutions, and may have fewer people who are able to build or lead such institutions. They often have governments that are not progressive and in some cases are not even professional. The type of animals taken in by the local shelter may include many permanent strays, who will be undersocialized and possibly in poor health. Shelter intake may be high relative to the human population due to a lack of high-volume spay-neuter capability. These communities have many needs, and improving the local animal shelter may not rank high on their list. First-wave towns tend to be homogeneously privileged. Second-wave cities are heterogeneous, but have people and resources sufficient to build No Kill. Third wave towns and counties tend to be homogeneously handicapped in resources and human capital.

If we wait for third-wave communities to get to No Kill on their own, it will probably be a long wait. But there is an effective way to help such communities, and that’s for other communities that have already made the No Kill transition to assist them. Towns and large cities in the first two waves of No Kill generally drew on their own talent pools and resources to create No Kill. The third wave of No Kill, by contrast, will feature existing No Kill communities directly helping their resource-poor neighbors get to No Kill. In just the last couple of years we have seen several regional and statewide No Kill efforts start up. Most of these statewide efforts are using a hub-and-spokes approach, where shelters that have already achieved No Kill are mentoring and assisting their neighbors. Examples are Virginia and South Carolina.

The statewide approach in general and the hub-and-spokes approach in particular have several advantages. Shelter directors and government officials may be more likely to accept help and advice from neighbors, because neighbors know what they are facing in terms of climate, terrain, and type of shelter intake. Animal control laws are made at the state level and local ordinances must be consistent with state law, so a neighbor in the same state is already familiar with the legal and regulatory climate. Boots-on-the ground help from a shelter that is geographically close is more feasible due to shorter travel distance — the No Kill South Carolina effort, for example, wants to create a system where no animal will be more than an hour from help. Transport will be a big part of helping third-wave shelters, and transport is easier on people and animals if it is intra-state rather than inter-state.

Animal sheltering has long been a profession where people tend to stay in their own silos. One advantage of statewide and regional animal-shelter collaboration is that it can help break down the silo walls. In Virginia, the state federation of animal shelters has been a big part of No Kill progress, and is one of the leading agencies in the current statewide No Kill effort. Perhaps state federations of animal shelters can take a leading role in other states too. The first two waves of No Kill were primarily about individual communities, but the third wave will be about networking. This will ultimately benefit the stronger communities as well, because a robust network of shelters will be better able to handle big challenges like natural disasters, large confiscation cases, and lobbying for pet-friendly laws.

How long will it take for the third and final wave of No Kill to complete its work? Major organizations and donors, including Best Friends, Maddie’s Fund, and Petco Foundation, are providing a great deal of support for regional and statewide cooperative efforts. The community cat program popularized by the Million Cat Challenge, which will hit its goal very soon, is a dramatically effective way for a No Kill shelter to mentor its neighbors. Transport networks for dogs have greatly expanded in the last few years, and one of the fastest ways to improve live release rates for dogs is to just get them out of the shelter and on transport. Given this momentum, the 2025 goal set by Best Friends may be a reasonable target for achieving a No Kill country. The task seems difficult because the communities that still have high-kill shelters are so lacking in infrastructure and resources. We have a blueprint for solving that problem, though, and an army of dedicated people who are working to get it done as fast as possible.

*NOTE: The “waves” of No Kill progress that I’ve described in this blog do not apply to every single shelter. There are exceptions, and the waves are meant to describe trends, not hard and fast rules. For example, the community that appears to have been the very first in the United States to save all healthy and treatable animals was a small, isolated, non-progressive, non-wealthy county in Utah, the kind of place we would expect to see in the third wave rather than preceding the first wave. It happened in the mid-1980s when Best Friends took over animal care and control for Kane County in Utah, and its town of Kanab, and made them No Kill.

Creating A Safety Net for Pets

An animal shelter is more than just the sum of its internal programs. It’s also a public institution that has an interlocking relationship with its surrounding community. In recent years city leaders have increasingly realized how important it is to have a good animal shelter system that provides a safety net for pets. People today think of pets as family members, and it’s not unusual for families with pets to consider the shelter system in deciding whether to relocate to a particular city or go elsewhere. In much the same way that people with young children avoid cities with bad school systems, people with pets may hesitate to move to a city where their pet could be in danger if it got lost or injured and was impounded at the local shelter. And even if a family is sure that they can keep their own pets safe, they may not want to live in a city where the local shelter is killing adoptable pets.

In a 2014 survey by Boston University, the mayors of 70 U.S. cities were asked to identify the cities they looked to as models of good governance, considering all factors. Of the top ten cities identified in the survey, eight have shelter systems that are at or close to a 90% live release rate, one city is probably there but we do not have statistics for it, and the remaining city has an active No Kill reform effort underway. The mayors identified a “No Kill animal shelter” as one of several policy ideas that they wanted to implement in their own cities. Fortunately, tremendous progress in professionalizing animal sheltering has coincided with the demand for better shelter systems. This blog discusses some of the recent advances that make it possible today for every city to have a great animal shelter.


In the old days, municipal animal shelters had one primary job, and that was animal control. Many public shelters, perhaps most of them, also made efforts to treat the animals in their care humanely, but city and county officials evaluated the success of their animal departments primarily on their ability to protect people from nuisance and dangerous animals. Shelters for most of the 20th century were not a major concern in civic governance, and were too often the place where employees who had failed in other jobs could be put to get them out of the way.

Spaying and neutering of owned pets did not begin to become common until the 1970s, and for most of the 20th century the United States had a severe pet overpopulation problem. The spay-neuter movement (and a concomitant change in people’s attitudes toward allowing pets to run free) caused shelter intake to plunge in the years from 1970 to 2000, to the point where the number of available homes and the number of homeless pets came into much better balance. All at once, it was possible for shelters to begin to think about rehoming their animals rather than killing them. Today, many cities and counties have renamed their shelters to add the word “care,” as in “animal care and control.” Public shelters have increasingly undertaken a duty to provide the best outcomes for animals in their care, not just keep them off the streets. Private-sector rescues and humane societies have increasingly devoted themselves to helping public shelters save as many animals as possible.

This new mission to save as many animals as possible requires shelters that are capable of operating at a much higher level of professionalism. Some changes in shelter operations began to be made as far back as the 1970s, but it has only been in the last few years that the sheltering profession has matured. Animal sheltering today finally has data-driven professional standards and operating procedures to match the level of other civic institutions like public health and law enforcement. Part 1 of this blog series described internal program changes that have recently revolutionized sheltering. This blog looks at changes in the civic milieu that have helped shelters operate more efficiently and effectively, so that they can carry out those programs.

Academic (“Deep Dive”) Reference Materials

Animal sheltering has been virtually ignored by academia, but we are beginning to see hints of change. We now have an online certificate course in shelter lifesaving at the University of the Pacific, taught by Bonney Brown and Diane Blankenburg of Humane Network. We also have textbooks and in-depth guides available on an increasing number of shelter issues. One example is Every Nose Counts: Using Metrics in Animal Shelters, written by veterinarians Janet Scarlett, Mike Greenberg, and Tiva Hoshizaki and published recently by Maddie’s Fund. Every Nose Counts has detailed, cutting-edge explanations on topics like length of stay, capacity for care, and live release rate, written in understandable and practical terms. It is a comprehensive guide that shows how any shelter can gather data and use it to make shelter operations much more efficient and effective. Another example is Shelter Medicine for Veterinarians and Staff, a 700-plus page textbook on shelter medicine edited by the ASPCA’s Lila Miller and Stephen Zawistowski. A second edition of this text was published in 2013. Books like these are not only important in themselves, they also help pave the way for sheltering to be taken seriously as a topic for academic publishing in the future.

Along with textbooks on general topics, we are also seeing more and more detailed guides on particular topics in shelter lifesaving. One example is the Alley Cat Allies Shelter Series. This series offers four guides written in conjunction with Humane Network. These guides are exceptionally detailed. The “Saving Cats and Kittens with a Foster Care Program” guide, for example, is 90 pages, with appendices. One would be hard-pressed to think of any aspect or detail of setting up a cat or kitten foster program that is not covered in this guide. Other guides in the series include setting up and managing a cat Help Desk, how to gain community acceptance for a shelter-neuter-return program, and how to get people and organizations involved in TNR programs. The guides are available for free download and in hard copy.

These are just a few examples of the new generation of reference materials that support shelter reform. What distinguishes them from the type of books, brochures, and pamphlets we used to see is the level of detail and the academic rigor of the presentations. It’s only in recent years that No Kill has standardized and professionalized operations to such an extent that experts in the field can write confidently and in detail about procedures that have been proven to work in many different shelters and under widely different starting conditions.


Even with great reference materials available, it can be hard for shelter directors to take the plunge and start making changes. Consultants seem to be particularly valuable in helping directors decide to take that first step on the road to reform. There is a lot of information about No Kill online, and advocates often think that shelter directors should be able to implement No Kill techniques by themselves, simply by being told about the programs. That doesn’t seem to happen very often, though, and those directors who can’t effectively get started on their own can often do excellent work once they have the help of a consultant.

A shelter can’t just be shut down for a few weeks while the director experiments with how to do a community cat program or set up managed admission. A consultant who knows exactly how to implement a program can give the director confidence that it will work and chaos will not be the result. A consultant can also offer solutions in the many cases where a shelter director has implemented a program but did not get the expected results. For example, if a marketing campaign did not raise the number of adoptions, or a spay-neuter initiative did not decrease intake, a consultant can diagnose the problem and offer recommendations to make the program more effective. Consultants can also help with issues that go beyond the usual expertise of shelter directors, such as getting an ordinance revised to allow Return to Field, or getting community acceptance for a managed admission program.

In recent years a few excellent consulting services for shelter reform have been founded, including Humane Network and Target Zero. We still don’t have enough shelter consultants, but they are making a noticeable impact. Several communities that have very successful No Kill shelters got there with the help of consultants. We need more consultants than we have, and we also need ways to offset the costs of consulting. In another blog in this series I will be discussing state and regional No Kill networks. These networks may offer another way for shelter directors to get No Kill consulting.

A New Generation of Shelter Buildings

The first public dog shelter in the United States, founded in 1870, had large pens for the dogs. This arrangement, called “gang pens,” became the standard dog housing for shelters for decades to come. Many shelters in that era did not take in cats, but when they did, the cats were often housed in rooms with open shelves, a kind of gang pen for cats.

A second generation of shelters that were built starting around the mid-20th century used corridor-style housing for dogs and cages for cats. These shelters were designed to deal with pet overpopulation, and they were often ugly concrete-block buildings located near the town dump. Animals typically were not held for very long, and these shelters were designed for efficient processing of the large numbers of animals taken in and killed.

Today we are seeing a third generation of shelter buildings, designed in a completely different way and for a different purpose. Most notably, the third-generation shelter building welcomes the community to come in and meet the animals and participate in everything from adoption events to cat yoga. These shelters are ideally located in high-traffic areas where people shop and play. They are designed to draw in people who might not have thought about visiting a shelter.

The third-generation shelter is highly efficient, but it also places great emphasis on making shelter spaces pleasant for both animals and people, with as much of a homelike atmosphere as possible. The Maddie’s Pet Adoption Center, built at the San Francisco SPCA in 1998, was an early prototype of this idea. It housed animals in furnished rooms, and the entire Center was designed to help prospective adopters imagine how a pet would fit into their own homes. Today’s third-generation shelter buildings have a variety of types of housing, from congregate to solo, with enrichment built in. They also have veterinary clinics in-house, and isolation areas to keep down the spread of disease. Much attention is given to the type of surfaces used and to air exchange and controlling noise and odors.

When a community gets a third-generation shelter, the live release rate often goes up, even if it was already high. One shelter that was struggling to stay at 90% in its old shelter saw its live release rate shoot up to around 95% in its new building. Such shelters can become strong enough to offer assistance to their entire region.

Shelter Medicine

Several of the most effective shelter-management concepts that have become widespread in recent years have been designed or heavily influenced by veterinarians who specialize in shelter medicine. Return-to-Field, managed admission, capacity for care, neonatal kitten programs, and the new generation of shelter buildings would not be what they are today without the influence of shelter veterinarians. Shelter veterinarians are also increasingly influential as consultants for shelter reform efforts.

The first-ever course in shelter medicine was presented in 1999 at the Cornell veterinary college in Ithaca, New York, taught by Dr. Jan Scarlett of Cornell and Dr. Lila Miller of the ASPCA . That same year, the board of the Tompkins County SPCA, which runs the public shelter in Ithaca, made a No Kill declaration and began to improve its live release rate. It’s probably no accident that a city that was at the forefront of shelter medicine was also an early adopter of No Kill sheltering.

Another important step forward for shelter medicine that also occurred in 1999 was a Maddie’s Fund grant for the first shelter medicine residency program. Dr. Kate Hurley was the resident, and she is now head of the UC Davis Koret Shelter Medicine Program. Shelter medicine proved to be an immensely popular career choice for veterinary students, and in 2014 it was recognized as a specialty.

Shelter medicine specialists in today’s shelters may be involved in virtually every aspect of operations. We have a shortage today of top-level talent to run shelters, and cities and counties are increasingly looking to shelter veterinarians to run not just the shelter’s medical clinic, but the entire shelter.


High Quality, High Volume Spay-Neuter (HQHVSN) clinics can be a critical part of shelter reform, particularly in places that have a high intake relative to human population. The model for such clinics was created by bringing professional management techniques to a difficult issue – how to make quality spay-neuter services accessible and affordable for pet owners while achieving a high enough volume to control cat and dog populations. For much more on this subject check out Humane Alliance, which has developed a sustainable model for HQHVSN and mentors people who are setting up and operating HQHVSN clinics.


When you look at the innovative inventory-management programs discussed in the first blog in this series, and the new methods of implementing those programs discussed in this blog, it’s like a jigsaw puzzle where all the pieces are falling into place. But true professionalization of the animal sheltering system in the United States requires looking beyond the level of the individual community. The next three blogs in this series will discuss how the professionalization of animal sheltering is operating at the national level.


The Professionalization of Animal Sheltering, Part 1: Inventory Management

In the last few years several new programs have become central to the professionalization of animal sheltering. One theme common to those programs is management of inventory. In the old days, directors of traditional shelters complained that they were the victims of the irresponsible public, and that they had no control over the “flood” of animals coming in the door. Today, No Kill and traditional shelters are developing ways of managing the inventory problem, and those methods are rapidly spreading throughout the industry.

Managed Admission

It seems like such a minor thing – asking people in non-emergency situations if they would be willing to make an appointment to bring their pet to the shelter to surrender it, rather than simply dropping the pet off without warning. But this “minor” adjustment in shelter procedures has had huge impact for the many shelters that have tried it. In fact, managed admission is a keystone program for the professionalization of animal sheltering, in that it makes many other innovations and improvements possible. It may be the most effective method of managing inventory that shelters have ever had.

Managed admission affects only the “owner surrender” portion of a shelter’s intake, but owner surrenders are half or more of intake for many shelters. And the other main source of intake, impounds by animal control officers, is more predictable simply because it is limited by the number of animal control officers on duty on any given day.

The most obvious effect of managed admission is that it smooths out peaks and valleys in a shelter’s workload. A shelter director who uses managed admission has a much better idea of how many animals are going to enter the shelter on a particular day, which allows for better planning. Peaks and valleys in intake, such as receiving 30 animals one day and 5 the next, are stressful for staff and for the animals, and make it almost impossible to run a shelter smoothly. This in turn can lead to mistakes and poor customer service. And requiring an appointment to surrender a pet gives shelter staff an opportunity to learn more about the pet, ask for its health records, and find out if there is any way to head off surrender.

A less obvious but perhaps even more important result of managed admission is its effect on the community’s pet owners. Shelters that have implemented managed admission find that it helps to change community attitudes toward pets and make people more responsible. If a shelter treats surrender as a serious business, worthy of an appointment, it discourages people from thinking of their pet as disposable. Another effect of managed admission is that it seems to encourage people to make more of an effort to find a home for their pet themselves. With easy access to social networks today, a person can often find a home for a pet with a friend, neighbor, or family member, and this gives the owner peace of mind as well as being easier on the pet than a trip to the shelter.

In recent years shelters have found that in the case of non-emergency surrenders, many people are happy to help the shelter by temporarily fostering the pet they want to surrender. For example, if a person wants to surrender a litter of 5-week-old kittens, they may be willing to not only get the mom spayed, but foster the kittens for three weeks until they can be adopted. Or, if they have an adult dog or cat to surrender, they may be willing to foster their pet while the shelter helps them find a rescue placement or adoptive home.

One of the improvements that managed admission makes possible is assessment of a shelter’s capacity for care. Knowing a shelter’s capacity for care is essential for deciding how space within the shelter should be allocated. Capacity for care can help guide decisions about the number of veterinary staff that must be on board. It can even affect how successful the shelter’s adoption program will be, since adoption rates go up in shelters that “right-size” their inventories.

Managed admission has been criticized by some traditional shelter personnel who fear that it will lead to increased pet abandonment. That has not turned out to be the case with shelters that have tried it, however. One reason is that shelters generally waive the requirement to make an appointment if it’s an emergency and an owner truly needs to surrender the pet without notice. Another reason is probably that when people are expected to be responsible with their pets, they will be.

A little-noticed but important aspect of managed admission is that it has the power to finally and completely wipe out the distinction between “open admission” and “limited admission” shelters. “Open admission” was never a desirable way to run a shelter. It invites chaos, since it asserts no control whatever over inventory. As discussed in a later blog in this series, managed admission, by offering an improvement over previous admission strategies, is an important aspect of the rapprochement between No Kill and the traditional shelter industry.

Managed admission was one suggestion in the draft California whitepaper, released in 2013, which made 23 recommendations for shelter professionalization. If we wanted to pinpoint the date when the current wave of professionalization of animal sheltering began, the release of this whitepaper in 2013 would be as good a date as any. The whitepaper gathered several revolutionary suggestions together in one document, which was endorsed by HSUS, ASPCA, Maddie’s Fund, and a variety of No Kill and traditional shelters.

Return to Field

Another critical inventory-control program for modern shelters is Return to Field (RTF), also known as Shelter-Neuter-Return, also known as the Community Cats paradigm. This program was tested in the Jacksonville shelter system in the mid-2000s. It came to wide attention in 2013, when it was included in the draft California whitepaper on shelter reform. The wildly successful Million Cat Challenge is built around RTF, and has enrolled hundreds of shelters.

Some people confuse RTF with Trap-Neuter-Return (TNR), because both programs involve sterilizing cats and returning them to where they were found. TNR is generally done by volunteers or non-profit organizations, however, and targets feral cats who have caregivers, whereas RTF is done by public shelters and targets unidentified healthy cats of any socialization status found outdoors. In many shelters, healthy, unidentified cats found outdoors make up half or more of the cat population. The implementation of a program that simply sterilizes and vaccinates these cats and returns them to where they were found can have an enormous impact on length-of-stay and live release rates for cats. RTF is a complete game-changer for shelter cats.

Some people oppose RTF because they feel that all cats should be held in a shelter for a week or more to see if their owners will reclaim them. It is very important to give owned cats their best chance at being reunited with their families, but RTF actually gives cats a far better chance to return home than sitting in the shelter. In fact, a scientific study on this issue showed that lost and stray cats are 13 times more likely to return home on their own than they are to be reclaimed in a shelter. Many cat owners do not think to look at the shelter for a lost cat, and if they do look it is likely to be long after the hold period has expired. And many outdoor cats are only loosely attached to their “homes.” They may receive food and some degree of shelter from a family that does not really look on them as an owned pet, or they may have a circuit of homes in a neighborhood that they visit. The reclaim rates for cats in shelters are usually in single digits, even at good shelters that try hard to raise cat reclaim rates. A typical cat reclaim rate is 2-3%.

Not only is holding a cat in a shelter likely to prevent the cat from getting back home, it’s also very bad for the cat. Shelters, with all their noise and activity, are stressful for cats, and stressed cats can get sick. Cats may show behaviors in the shelter that keep them from getting adopted, whereas in a neighborhood or home setting they are tame and friendly. Holding healthy outdoor cats in the shelter is also inefficient, as it takes up space and employee time that could be used in extra care for sick and injured cats and rehoming owner surrenders and kittens. For all these reasons, RTF has proven to be extremely popular and is rapidly being adopted by both No Kill and traditional shelters.


Transport for dogs (and, to a lesser extent, cats) has been around since the 1970s. In recent years, though, transport has become a critical way for shelters to use inventory management at the national level to save lives. Today, public shelters in the northeast, parts of the upper Midwest, most of Colorado, and metro areas in the Pacific northwest routinely have dog shortages, and they rely on transports to meet the demand for pets from people who want to “adopt, not shop.” Many people who come to shelters to find a pet do so because they want to save a life. Transports make this possible in places that otherwise would have a very limited selection of adoptable pets. The sending shelters are communities that have more pets than they can place, so transports very directly save lives. There are no national statistics on the number of shelter pets transported each year, but I would guess that number is currently over 100,000. Colorado shelters alone reported taking in some 35,000 pets from out of state in 2016, a number that has gone up dramatically in recent years.

Transport, like RTF, has been criticized by some. The usual reason for criticizing transports is the argument that no animal should be transported into a community unless 100% of shelter animals within the community are being saved. That criticism has failed to stop transports, possibly because the people involved in transports have seen the positive results for themselves, and possibly because receiving communities generally have very high live release rates for shelter animals. The increasing desire of people to “adopt not shop” shows that people don’t want to buy pets from commercial breeders, but if the local shelter does not have a variety of pets, people may be forced to turn to a pet store or backyard breeder.

As discussed in a later blog in this series, transport may have a very important role to play in the future of animal sheltering. Transports may make it possible for No Kill in the United States to begin to have an international reach.

Saving Neonatal Kittens

With the resources freed up by professionalizing the management of inventory, shelters are able to do more for some of their most vulnerable populations. An example is neonatal kittens. Shelters tend to receive a lot of kittens in the spring and summer months, a period known as “kitten season” in animal sheltering. People may find a litter of kittens near their home and decide to take them to the shelter, not realizing that the mother is probably hiding nearby. Very young motherless kittens require round-the-clock care in order to survive, and they are highly susceptible to disease. Traditional shelters generally euthanized such kittens on intake, because they did not have the resources to keep them alive until they were old enough to be adopted.

Today, progressive shelters are setting up foster networks to save these neonatal kittens. Kittens are highly adoptable if they can reach 8 weeks of age, so caring for neonatal kittens is a great option for people who want to foster but who cannot take on what might be a several-months commitment to an older pet or one with disabilities.

Another option for neonatal kittens is a special medical ward with round-the-clock staffing. One of the major tools in Best Friends’ effort to make Los Angeles a No Kill city is a neonatal nursey. The nursery is the center of an effort that aims to save 3000 neonatal kittens in Los Angeles this year. The Best Friends program uses both fosters and the nursery in its effort to save kittens.

Helping Large Dogs

One of the biggest issues for shelters that are trying to improve live release rates is finding good placements for large dogs with high energy levels or behavior issues. The environment of the traditional shelter works against such dogs, because the typical housing arrangement in a shelter is a noisy kennel surrounded by other dogs. A dog’s behavior and mental status can quickly deteriorate under those conditions. The atypical lifestyle of a dog in a shelter can also mask a dog’s normal behavior, making it difficult for shelter workers to know what type of home would be a good match for each dog.

Large dogs with behavior issues are an inventory concern because they tend to stay in the shelter longer than well-socialized and smaller dogs. In any bell-curve chart of length-of-stay, large dogs with behavior issues are likely to be in the “long tail.” Part of the professionalization of animal sheltering is the realization that this group of dogs requires special programs to reduce their intake and increase their adoptability.

Dogs Playing for Life, a program developed by Aimee Sadler, is an elegant solution for cage stress in dogs. This program gets dogs out of their kennels and into playgroups, where they can have fun, work off excess energy, and learn social skills under the watchful eye of trained facilitators. Playgroups not only help keep dogs mentally healthy, they also help shelter workers get a much better idea of how a dog will behave in a home outside the shelter. Play groups can even help with capacity-for-care issues, as kennel cleaning can be done efficiently while dogs are in their play groups.

A program that can help reduce the number of hard-to-place dogs coming into shelters is Pets for Life, developed by HSUS. This program aims to reduce the number of animals coming into shelters by going into underserved communities and offering free care, including spay-neuter. When outreach efforts have gained the trust of residents, they are much more likely to take advantage of services.

The approach of offering help rather than coercion is being applied to another long-standing problem, dogs kept on chains. Several organizations have begun offering to build fences for people so that their dogs can be outdoors safely, without the dreaded chain.


One of the striking aspects of the programs discussed in this blog is that they are being widely adopted by both traditional and No Kill shelters. That is partly because the programs are so effective that they sell themselves, but it is also because the shelter industry has matured and is now recognized by local governments as an important aspect of civic life and good city management. My next blog will look at some of the new factors at work in encouraging and implementing professionalization in animal sheltering.

The Professionalization of Animal Sheltering: Introduction to Series

In recent years the animal-shelter industry has made giant strides in professionalizing its operations. This blog post is an introduction to an Out the Front Door series about changes in sheltering that are part of that professionalization. The series has five parts:

  1. A look at some of the new programs that have become widespread in recent years and reflect empirical evaluations of shelter lifesaving methods.
  2. A look at new methods of implementing best practices.
  3. A discussion of the historical progress of No Kill in three waves. We are currently in the second wave and beginning to enter the third, and final, wave.
  4. An analysis of the rapprochement between the traditional shelter industry and No Kill.
  5. A consideration of the future of sheltering. Part of the professionalization of animal sheltering is setting long-term goals. What will the shelter of the future look like, and what will be its mission?

As an introduction to this series about professionalizing animal sheltering, I want to set the historical stage with a brief look at the work of Ed Duvin on this issue. Duvin was an animal rights advocate and non-profit consultant, and he saw first-hand the failure of the shelter industry to adopt basic procedures for effective management. In a series of essays written in the 1980s and published in his popular newsletter Animalines, he set out a no-holds-barred critique of the industry’s failure to meet even minimal standards of professionalism.

In a 1984 essay called Hello Out There, Duvin referred to the national animal-welfare organizations as “timid and unimaginative.” He urged the awakening of those “sleeping giants,” and noted that they had “the potential to lead the way if only they were willing to take creative risks and damn the organizational consequences.” In order to do that, “they must begin to ask themselves some agonizing questions about where they have been and where they want to go.”

Duvin continued to criticize the lack of professionalism in the animal shelter industry in essays written over the next five years. In 1989 he published In the Name of Mercy, the essay that is often credited with sparking the No Kill movement. Mercy set forth Duvin’s vision of No Kill sheltering, but the essay also made some very specific observations about the shelter industry’s failure to adopt even minimal professional standards. Duvin noted that in his years of assessing non-profit organizations, he had yet to encounter one that had “a comprehensive performance assessment program to ensure that stringent quality standards are met.” He specifically mentioned the failure of animal shelters to use data to guide their operations, pointing out that they existed in a “statistical nightmare” which made it “literally impossible to draw any conclusions that stand the test of empirical scrutiny.” He argued: “It’s evident that the shelter community either doesn’t know enough or care enough to meet even the most marginal professional standards.”

Change within an industry does not happen overnight, but today, 28 years after the publication of In the Name of Mercy, the shelter industry is making rapid strides in professionalizing its operations. In my interviews with a wide variety of shelter leaders, some consistent themes about this process have emerged, and it is those themes that I present in this series of blogs. My hope is that we can begin to agree on a comprehensive picture of how animal shelters should operate and how they should relate to their communities, both now and in the future.

Know Your LOS

Length of Stay (LOS) is the amount of time that an animal spends in a shelter between impoundment and disposition. It is a particularly important measure for No Kill shelters, but often doesn’t get the attention it deserves. LOS is so important that it ought to be routinely made available by shelters as part of full disclosure, along with their other statistics. Yet it is very rare to see LOS reported. This is partly historical. Back in the days when public shelters had some 5 times higher intake per person than they have today, and there were far more homeless animals in the environment, most shelters set a time limit on an animal’s stay. Today’s No Kill shelters keep an animal as long as they need to. That means that LOS for a given animal can range from as short as 1 day (for a healthy owner surrender who is quickly adopted or diverted to rescue) to 365 days or more.

When the public shelter in a No Kill community has a short LOS, that means the shelter is not only saving all healthy and treatable animals, it (1) is exposing animals to less disease risk, (2) can care for more animals with the same amount of resources, and (3) will have fewer animals developing shelter-induced behavior problems. That makes LOS one of the most powerful predictors of efficient and effective No Kill performance.

Keeping track of LOS can help No Kill shelter directors figure out what programs they need to emphasize to get the best return on lifesaving. For example, let’s say a shelter has the common problem of “too many” pit bulls. As Dr. Emily Weiss points out, longer LOS for pit bulls equals a higher percentage of pit bulls in the dog population at the shelter. If a shelter’s dog intake is 25% pit bulls and pit-bull LOS is twice as long as that of other dogs, then far more than 25% of the dogs in the shelter at any given time will be pit bulls. In that circumstance, a failure to market pit bulls effectively may be the problem. If, on the other hand, pit bulls have the same LOS as other dogs, the shelter’s resources may be better spent on a program like Pets for Life that micro-targets free spay-neuter services for under-served populations.

The usefulness of knowing the LOS is not limited to established No Kill shelters. In fact it may be even more important for shelters that are in the process of making No Kill transitions, because LOS can indicate whether No Kill programs are being properly implemented. If LOS starts to rise significantly during a transition to No Kill, it may be an early indicator of a problem. Finding the problem quickly and fixing it can save the No Kill effort from crashing and burning. A good LOS is important in refuting allegations that a shelter in transition to No Kill is “warehousing” animals. If the shelter director can say that its LOS is average or better for the industry, that’s the very best answer to those critics.

A short LOS can also help increase adoptions, since it can allow the shelter to “right-size” its capacity. It’s important that an adoption venue have the right amount of animals available for adoption. Studies have shown that if a potential adopter has a large number of animals to choose from, it makes it harder for the adopter to make a choice and decide on one particular animal. If the shelter has too few animals the adopter may not be able to find a compatible pet (too few animals is rarely a problem with a public shelter and when it does occur it is easily fixed by transports).

Finally, if you doubt the importance of LOS, think of this: If a shelter can cut LOS in half while continuing to save all healthy and treatable pets, it has the same effect as doubling the size of the shelter. And it does that with no increase in cost or staffing.

There is help for shelter directors who want to know more about LOS. The ASPCA has a series of webinars that go into detail about LOS, and a page that explains the usefulness of distinguishing between average and median LOS. A webinar from Maddie’s Fund discusses how LOS relates to shelter flow-through. The new book Every Nose Counts explains how to use shelter statistics, including LOS, to increase lifesaving. For shelter directors who simply want quick, proven tips to reduce LOS, check out Brent Toellner’s blog on the issue, as well as several articles from Maddie’s Fund.

A Window of Opportunity to Make Houston No Kill

Harris County and the city of Houston have five major intake shelters. In 2005, a city task force reported that annual intake at the five shelters was about 120,000 animals, of whom over 80,000 were killed. Things have improved in Houston since 2005, and the BARC shelter, for example, is doing much better today and is reporting far higher live release rates. But the problem in Houston has always gone beyond the shelters. The city has a large permanent population of stray dogs that do not come into the shelters.

It is unusual for cities to have a permanent population of stray dogs the size of Houston’s. In fact, there seem to be only a few such cities in the U.S., including Dallas and San Antonio, and possibly El Paso and Detroit. In most cities, the large numbers of homeless and feral dogs that were seen in the 1970s disappeared by the year 2000. Most dogs found outdoors today in the great majority of cities are owned dogs who are allowed to roam.

Current intake at Houston and Harris County shelters is at a level where it could be managed with best practices, but current intake does not include the permanent stray dog population. Houston will never be No Kill unless its stray dog problem is dealt with. No Kill means taking care of all the animals in a city, not just the ones who come into the shelters.

South Dallas has the same stray-dog problem as Houston. In a major consultant’s report one year ago, the number of stray dogs in South Dallas was estimated to be almost 9,000. Private donors in Dallas responded to the consultant’s recommendation for a massive spay-neuter effort, and now there are plans to sterilize some 46,000 dogs in South Dallas, owned and unowned, every year for the next three years to get ahead of the problem. Since Dallas has documented its stray dog problem and developed a plan to deal with it, it would make sense to use that plan as a blueprint for Houston too.

Hurricane Harvey has resulted in rescuers scouring flooded parts of Houston and Harris County for stray dogs. This may have reduced the permanent population of stray dogs to a historic low, but the number will rebound quickly if action is not taken. Money will be flowing into the city to rebuild. One of the most cost-effective and sensible ways to rebuild and strengthen Houston’s animal care and control system would be to institute a massive spay-neuter effort, similar to the one taking place in Dallas.

Dallas is roughly half the size of Houston, so a comparable effort at spay-neuter of owned and stray dogs might need to target more dogs in Houston — perhaps as many as 100,000 dogs per year for three years, to match the effort in Dallas. The city might not have the resources to do that many dog sterilizations per year, but if a large sterilization program was combined with a program to catch stray dogs, treat and socialize them as needed, and transport them out of the area, a similar effect could be achieved. That should not be beyond the limits of possibility, given that Houston will be the focus of a gigantic rebuilding and improvement effort in the coming years.

An effort to permanently deal with the stray dog population in Houston and Harris County would require an organization to take the lead. It could be one of the national animal-welfare organizations, or it could be a group of local citizens. Houston already has local organizations that do transport (notably the Rescued Pets Movement) and spay-neuter (Emancipet has a Houston office), so there is existing infrastructure for the effort.

Such an initiative could be paired with transitioning all of the county’s animal care and control facilities to a community cat program. The decreased intake and length-of-stay that a county-wide community cat paradigm would produce would allow the shelters to spend more time and resources on owner-surrendered, sick, and injured cats.

This blog post presents only a rough idea of what a permanent fix in Houston could look like. An effort to transport stray dogs and sterilize up to 100,000 dogs in Houston every year for the next three years would be a heavy lift. Letting this opportunity slip by, though, would allow Houston to continue to be what it has always been — one of the worst places in the United States to be a homeless dog. Change for stray dogs is being accomplished in Dallas, so why not Houston?

The Origins of No Kill in Virginia

I recently posted a blog about Virginia’s new, statewide No Kill effort. Regional and statewide efforts are a big trend in No Kill right now, and there is very often a history to such efforts – they usually don’t just pop up out of nowhere. The history in Virginia is particularly interesting because it traces back to the origin of the national No Kill movement.

No Kill in Virginia had its roots in Richmond two decades ago, when Robin Starr became CEO of the Richmond SPCA. The Richmond SPCA, a non-profit, was founded in 1891. Richmond is an independent city located on the I-95 corridor in eastern Virginia. The city itself is not large, with only some 200,000 people, but the metro area has well over 1 million people. Richmond has a city-run shelter that is known today as Richmond Animal Care and Control.

Starr came to animal-shelter management from outside the industry. Before becoming CEO of the Richmond SPCA, she had a successful practice as an attorney with a large law firm. Like many attorneys, she sought to give back to her community by serving on the board of a non-profit, and she joined the Richmond SPCA board in 1994. A turning point for her and the organization occurred in 1997, shortly before she took over as CEO, when one of her fellow board members gave her a copy of the San Francisco SPCA’s “Our Animals” magazine. The magazine described the historic Adoption Pact that had been signed in 1994 by Richard Avanzino, president of the San Francisco SPCA, and Carl Friedman, head of San Francisco’s city shelter. Since that time, no healthy and non-vicious animal had died in either the city shelter or the San Francisco SPCA, and most of the treatable animals were saved as well.

That was the first Starr had heard of an entire city going No Kill, and she was intrigued. She made a trip to San Francisco and spent most of a day with Avanzino, observing how the San Francisco SPCA worked. She describes this experience as “transformational,” and says that it “changed my perspective on everything.” Avanzino was “incredibly generous” with his time and expertise, and became a mentor for her. She still keeps in touch with him.

At the time that Starr became CEO of the Richmond SPCA, the organization was voluntarily taking on a lot of the responsibilities of local animal control and sheltering in Richmond, without any contract with the city. In San Francisco, the SPCA had for many years done animal control and sheltering under a contract with the city, but that had changed in 1989 when the San Francisco SPCA did not renew its contract. The city then built its own municipal shelter, and the partnership that was forged between the new city shelter and the San Francisco SPCA was key to the increase in lifesaving that had made the Adoption Pact possible. Starr was struck by the contrast between San Francisco, where a successful partnership between the city and the San Francisco SPCA had doubled the resources available for animal care and control, and Richmond, where there was almost no communication between the city and the Richmond SPCA, much less a partnership.

Starr discussed all this with the board of the Richmond SPCA, and they decided to do some strategic planning to develop a No Kill program. This planning took place in 1998 and into 1999. Back then there were few examples to follow in creating a No Kill city, and it was a huge leap of faith for a legacy humane organization like the Richmond SPCA to even consider such a project. Starr began to push back on the city’s view that it was the duty of the Richmond SPCA to take in and kill homeless animals. This pushback resulted in criticism from people who felt that the Richmond SPCA just wanted to force someone else to do the killing. Starr believed that it was up to every organization to chart its own path. If she and the board of the Richmond SPCA believed that killing healthy and treatable animals was morally wrong, then it was their duty to stop killing animals themselves and start working to provide the city with tools to avoid killing entirely.

Starr began discussions with the city of Richmond to get the Richmond SPCA out of the business of doing animal control, and she describes the result as “an avalanche of criticism and hostility” that caught the Richmond SPCA off guard. In fact, the late 1990s were perhaps the peak years of resistance by the traditional shelter industry nationwide to the No Kill philosophy. Many in the traditional shelter industry saw No Kill as an attempt by private humane societies and SPCAs to portray themselves as animal saviors and garner more donations, while leaving it to public shelters, who were not getting any of that money, to deal with pet overpopulation, including killing. Within a few years, though, the traditional shelter industry would begin to understand that No Kill was more than just an attempt to appear virtuous, and attitudes toward No Kill would gradually begin to change. But in the late 1990s it took courage to do what the Richmond SPCA did and follow it through.

In spite of the initial opposition, Starr was very successful in moving Richmond toward the San Francisco model. From 2001 until 2008, the Richmond city shelter and the Richmond SPCA had a formal public-private partnership. The live release rate was 80% for the coalition for 2008. This was one of the highest live release rates in the country at that time for a city of substantial size. The relationship between the Richmond SPCA and the city shelter has had its ups and downs since 2008, but today the organizations are working well together, although they do not have a formal partnership. The live release rate of the Richmond SPCA itself has been over 99% for years. The live release rate for the Richmond city shelter was 90% in 2016.

The Richmond SPCA has made it a priority to help other shelters throughout the state of Virginia, not just the Richmond city shelter. For example, when the new director of the Tazewell County shelter wanted to increase the shelter’s live release rate in late 2015, the Richmond SPCA assisted the effort by pulling animals from the shelter. Last year the Richmond SPCA took in 1369 cats and 995 dogs as transfers from other Virginia agencies.

The Richmond SPCA has helped move No Kill forward in Virginia in other ways too. Starr has worked on statewide issues that were supported by the Virginia Federation of Humane Societies (VFHS). (VFHS first introduced a statewide plan to save all healthy and treatable shelter animals in 2006.) Several people who worked at the Richmond SPCA have gone on to successfully manage their own shelters, including Makena Yarbrough, executive director of the Lynchburg Humane Society, and Denise Deisler, executive director of the Jacksonville Humane Society. Both Yarbrough and Deisler are having impact beyond the jurisdictions of their own shelters. Yarbrough’s shelter is central to Virginia’s current statewide No Kill effort.

The No Kill effort that started in Richmond in the late 1990s is interesting because of its close ties to the San Francisco model, and because of its importance in the early development of No Kill in Virginia. There have been additional important influences on No Kill in Virginia in more recent years. Susanne Kogut played an outstanding role as executive director of the Charlottesville/Albemarle SPCA, which inspired many people when it achieved and maintained a 90%+ live release rate in the mid-2000s. Kogut wrote about the possibility of a No Kill Virginia back in 2011. Some shelters in Northern Virginia, including the ones in Arlington County and Fairfax County, have also been setting high standards for years.

Virginia’s No Kill evolution illustrates the importance of institution-building, which historically was a slow process. If the Virginia No Kill effort achieves its goal of a 90% average live release rate by 2020, it will mark 23 years since Starr took over as CEO of the Richmond SPCA. Today it is possible to build No Kill institutions and cooperative networks much faster than it was 20 years ago, because No Kill is much more accepted today and reformers do not have to reinvent the wheel. The prospects seem excellent not only for Virginia to reach its No Kill goal, but also for the Virginia No Kill experience to be an inspiration to other states.


  1. The Richmond SPCA
  2. Robin Starr with Minnie
  3. Richard Avanzino presenting a Maddie’s Lifesaving Award to the Richmond SPCA

How “Clear the Shelters” Got Started

It was the summer of 2014, and Corey Price had a problem. She had recently taken over as manager of Irving Animal Services (IAS), in the city of Irving, Texas, and the shelter was packed full. Price was determined not to kill animals for space. What to do?

IAS is located in the same building with the DFW Humane Society, and the two organizations work together seamlessly. DFW Humane Society and IAS ran themed adoption events every month, so Price began to think about how she could get more publicity for the August event, which was called Empty the Shelters. She decided to consult with the Irving communications manager, Meribeth Sloan, hoping that they could brainstorm about adoption promotion and come up with something big. Boy howdy, did they.

Sloan told Price that if Price could get several shelters in the area to agree to do a mass adoption event, the local NBC affiliate might be willing to supply free publicity as part of its “Texas Connects Us” initiative. Irving is part of the Dallas/Fort Worth metro area, so Price set to work contacting shelters in that media market, and in two weeks she had recruited 33 shelters to participate, including Dallas Animal Services.

Price and Sloan took their idea to Nada Ruddock, NBC’s vice-president of community affairs for the Dallas metro area, and she quickly approved it. So did Larry Boyd, the Irving police chief at the time. His support was crucial for participation by Price’s shelter, because the plan was to waive fees for the event.

The event was held on Saturday, August 16, 2014, under the name Empty the Shelters, and it was even bigger than expected, with the 33 participating shelters adopting out 2,256 animals. Dallas Animal Services ran out of adoptable pets by 2:30 PM. One shelter adopted out more animals on that day than it had in the entire month of August in the preceding year.

The event went so well, in fact, that Valari Staab, president of NBCUniversal-owned stations, decided that all of its stations would participate in 2015. The first nationwide event was held on August 15, 2015, under the name Clear the Shelters. Over 18,000 adoptions were recorded by some 400 participating shelters from coast to coast. The event took another big leap in participation in 2016, when Clear the Shelters was held on July 23rd. Roughly 700 shelters participated and over 50,000 animals were adopted. The third annual nationwide Clear the Shelters event is coming up on Saturday, August 19th, and indications are that it will be even bigger than last year.

What makes Clear the Shelters so massively successful? The adoption part of the event is pretty standard, with some shelters having a one-day, fee-waived event, while others charge a reduced fee instead of a fee-waiver, or make it a multi-day event. The unique aspect of Clear the Shelters is that the promotion for the event is done for the shelters. All shelters have to do is sign up. And the promotion is done very professionally and effectively, reaching large numbers of people. Not having to worry about promotion makes it an easy decision for shelters to participate. One of the notable things about Clear the Shelters is its appeal to “traditional” shelters, which often don’t have the resources or the flexibility to run their own promotions effectively.

There is also an esprit de corps inspired by Clear the Shelters, perhaps because, although it is a national event, it is implemented at the regional level. When I interviewed Price a few days ago, she said that what moved her the most about the event was the cooperation among the shelters and all the sponsors and volunteers who made the event possible. It’s a real community-building phenomenon. She mentioned that the event gives small shelters an opportunity to get on the radar screen of local residents who never knew they existed. As an example, she cited one tiny shelter in her region, run by a single person and with only 9 kennels, that received a huge boost from Clear the Shelters.

In addition to inspiring shelter workers and volunteers, Clear the Shelters has deep meaning for the people who come to adopt a pet. People are willing to wait in line at busy shelters because they believe in the mission of the event. They want to show their support for saving shelter pets. It isn’t just an adoption of a new family member, it’s doing their part to end the killing of shelter animals. It’s also fun. There is a party-like atmosphere on Clear the Shelters day, and everyone celebrates each new adoption.

The future looks bright for Clear the Shelters to continue to grow. This event is an example of how one person can start out with a goal to save lives, and create something huge by enlisting others who also want to help. Congratulations to Price for lighting the spark of this tremendous event.


  1. Corey Price
  2. Clear the Shelters participants in the north Texas area
  3. Price with Lester Holt
  4. NBC’s Brian Curtis gives a thumbs up for the crowd waiting to adopt on Clear the Shelters day

A New Statewide No Kill Effort in Virginia

A group of experienced No Kill shelter and rescue officials has launched a statewide No Kill effort in the Commonwealth of Virginia. The goal is to have the average live release rate for the state’s shelters reach at least 90% by 2020, and then continue to improve until all adoptable and treatable animals are being saved. Virginia joins Utah, Delaware, South Carolina, and Washington as states that now have No Kill programs. There are other states that do not have a formal statewide program but are already close to or above the 90% mark, including New Hampshire, Colorado, and Maine.

The Virginia No Kill movement got its start when Makena Yarbrough, executive director of the Lynchburg Humane Society (LHS) in Lynchburg, Virginia, heard Julie Castle speak at the Best Friends conference in 2016. Castle urged her listeners to start thinking big, including No Kill efforts for entire regions and states. The speech inspired Yarbrough to start thinking about what it would take to make the Lynchburg region and the entire state of Virginia No Kill.

When Yarbrough returned from the conference, she contacted Debra Griggs, president of the Virginia Federation of Humane Societies (VFHS). VFHS is a very progressive organization that works to improve shelters in Virginia, and Griggs was enthusiastic about the idea of a statewide No Kill effort.

Yarborough and Griggs started with an advantage, which is that Virginia is one of the few states that requires public and private shelters and rescue groups to report detailed statistics each year. So they had a database they could use to identify what parts of the state were already doing well and what parts needed help. Yarbrough is on the board of VFHS, and the board had several brainstorming sessions in the fall of 2016. They crunched the numbers and found that the average live release rate for the state in 2015 was 81% (it rose to 83% for 2016). They decided that the fastest way to support progress would be to concentrate on the regions in the state that were doing the worst.

The VFHS board identified two regions where additional resources could potentially have the biggest impact – the southwest corner of the state and the Norfolk/coastal region. LHS is centrally located in Virginia, so Yarbrough took the lead in southwest. Griggs is working on the Norfolk/coastal area. In addition, Yarbrough is working on making the entire region around Lynchburg into a No Kill zone. One of the first necessities for the effort was funding, and Petco Foundation provided a generous grant of $400,000 over two years. LHS has just received the first part of the grant, and is using it to create some of the resources needed to make No Kill sustainable.

The story of LHS’s growth in recent years since Yarbrough took over is a good example of how a No Kill shelter can become strong enough to not only provide a safety net for pets in its own community, but have an impact that extends far beyond that community. When Yarbrough became executive director of LHS in July 2009, it was just another shelter. She got the shelter to a 90% live release rate within a couple of years. Then came a crucial turning point in the history of the shelter, when LHS ran a successful capital campaign and built its new, modern, No Kill shelter.

The new LHS shelter was designed to be a community meeting place, and it has become a destination for residents of Lynchburg and its surrounding counties. LHS has Bow-Wow Fridays, with food trucks in the parking lot. They have cat yoga. Another fun event is the Ping-Pong Palooza, with ping-pong tables all around the shelter, including the cat rooms. You can imagine the possibilities of ping-pong with cats. They have First Fridays, where local artists bring their work, wine is served, and music is played. The goal is to draw people to the shelter who would not normally visit, in the hope that they will adopt now or in the future. These events help brand the LHS shelter as a fun place to visit as well as a great place to adopt a pet.

The broad appeal of the LHS shelter draws in people who would be unlikely to adopt from a traditional shelter, thereby increasing the pool of adopters for LHS pets. The greater demand for LHS pets has allowed LHS to increase its intake by pulling animals from overcrowded shelters in its region. For some time now, LHS has been helping neighboring shelters in this way.

Lynchburg is an independent city in Virginia, surrounded by four counties – Appomattox, Amherst, Campbell, and Bedford. LHS takes cats from the Campbell County shelter, and recently began taking some cats from Amherst County as well. Virginia has a state law that restricts the ability of shelters to do Return-To-Field, which means that providing best-practice services for community cats is difficult. LHS is helping to fill the big gap in the pet safety net created by this law.

But Yarbrough feels that merely helping isn’t enough. So as part of the new No Kill effort, LHS is becoming involved in managing other shelters, not just pulling animals from them. Last January LHS entered into a contract with Appomattox County to run its shelter. Yarbrough regarded this as something of a test case, and it has worked out very well.

On July 1st, LHS took another big step, signing a contract with Pittsylvania County (south of Lynchburg, on the North Carolina border), to run its new shelter. Previously, Pittsylvania County had been sending its animals to the Danville Area Humane Society in the city of Danville. The Danville shelter has a very low live release rate, especially for cats. Yarbrough’s hope is that the new Pittsylvania County shelter, run by LHS, will be able to attract owner surrenders from Danville and take some of the load off that shelter, in addition to doing No Kill sheltering for Pittsylvania County’s animals.

With this background of regional impact, Yarbrough has been able to take some first steps in helping the southwest area of the state, one of the two regions identified by the VFHS board as most in need of assistance. Since February of this year, LHS has been part of an innovative program to transport cats from Wise County, in southwest Virginia, to Washington, DC, for adoption. The northern Virginia area (NOVA), just south of DC, has been doing extremely well and has many high-functioning shelters. This allows NOVA shelters and rescues to transport at-risk animals in for adoption. One such effort is run by Homeward Trails, which supplies cats for a cat café in the Georgetown neighborhood of DC.

Southwest Virginia would seem like a logical source of cats for Homeward Trails, but one problem is that cat cafés need socialized cats who will interact with humans and tolerate being fussed over. They also need fully vetted cats. Yarbrough solved that problem by making the LHS shelter a pit stop and transfer station for cats from southwest Virginia to Homeward Trails. LHS sends cats to Homeward Trails who have spent time in the LHS cat rooms and are highly socialized, and keeps the Wise County cats to do vetting and socialize them. VFHS and Homeward Trails have also sponsored a visit by Alley Cat Allies to southwest Virginia for an informational meeting on how to help community cats.

The Virginia No Kill initiative, although it is new, has a great chance to have a major impact on the state. It is building on years of work by LHS and VFHS, and they have resources in place. The VFHS wing of the statewide No Kill effort is called “SaveVaPets – Crossing the No Kill Finish Line.” Yarbrough has founded No Kill Virginia (NKVA), which she hopes will help brand the project. The strength of this initiative can be measured by how much it has accomplished in just one year since Yarbrough first conceived the idea. It has already made measurable progress in several counties, with plans in place to help additional cities and counties. This impressive No Kill plan is yet more evidence that regional and statewide efforts are one of the most effective current trends in No Kill.

American Pets Alive Conference, Now Better Than Ever

Back in 2010, the city of Austin started making national news as its animal shelter neared the goal of reaching a 90%+ live release rate. A local non-profit named Austin Pets Alive! (APA) that worked with the city shelter was thrust into the media spotlight. APA was central to Austin’s No Kill effort, and people from all over the country started contacting them and asking about the lifesaving programs they had pioneered.

Dr. Ellen Jefferson, the executive director of APA, realized that they did not have enough staff to offer consulting to all the people who wanted and needed it, so she started the American Pets Alive! (AmPA) conference. From the first, this conference has emphasized tactics. Although concepts are discussed, the main emphasis has been to show participants how to do things. The conferences have been small, from 100 to 300 participants, which made this approach feasible. The conferences generate a lot of enthusiasm — this photo is from the 2016 conference:

The tactical approach has worked well in helping people solve specific problems they are experiencing in their communities. Jefferson recalls the story of one shelter director in a large city who was discouraged and on the point of resigning when he attended the AmPA conference. He had actually drafted his resignation letter. After the conference, he deleted the letter and decided to stay at his shelter and keep fighting. He was able to effectively present a new lifesaving plan to city officials, leading to the removal of roadblocks that had previously stymied progress. Today the shelter he headed is a success story, saving around 90% of intake. He says that the AmPA conference “changed my life.”

I recently had the opportunity to interview Dr. Jefferson about what’s new and different with the 2017 conference. This is the 8th annual AmPA conference, and it will be held in Austin on September 23-25. AmPA is making important innovations this year to make it even easier for people to get the tactical knowledge they need to save the largest possible number of animals in their community. The entire conference will be set up to help people identify the areas they need to focus on, then drill down in those areas using small-group consultations with experts.

Every person who attends a conference comes from a unique situation. Although there are issues that all shelters tend to have — such as getting buy-in from stakeholders to make changes at the shelter, finding resources for veterinary care and pet retention, dealing with community cats, or helping large dogs with behavior problems – the solution to each of these issues may be different from one place to another due to the starting situation. What works in one community might not be the right solution for another community.

The AmPA conference this year will feature a “gap analysis” on the first morning of the conference, right after the introductory presentation. The purpose of the gap analysis is to help each member of the audience identify what groups of animals are not safe in their community and why. Some cities might still be killing cats in large numbers, for example. A failure to have an effective community-cat program could be due to local ordinances, or opposition from bird conservation groups, or a lack of veterinary support. Another city might be doing well with community cats, but falling short in adopting out large dogs. The causes might range from inability to market the dogs to a lack of training resources to a lack of shelter enrichment programs. Yet another city might be losing a high percentage of neonatal kittens due to inadequate disease-prevention protocols, lack of a nursery program, or a lack of fosters.

When people come to a conference they sometimes choose sessions to attend based on their interests rather than their needs. For example, an attendee might have a great community-cat program in her city that is saving 95% of the cats, and her interest in that program might cause her to select sessions on community-cat programs. But the real need in her community might be large dogs. If the large-dog save rate is low, then there is a big gap in the community’s safety net that needs to be fixed, and her time might be better spent attending large-dog sessions. The AmPA “gap analysis” presentation can also help people identify groups of animals that they might not have even realized could be saved, like parvo puppies. The photo is of a puppy who was saved by APA’s parvo program.

After the gap analysis, conference participants will attend panel discussions with directors of successful No Kill shelters. Most of these directors are saving around 95% of intake, including pit bulls and owner-requested euthanasias. Shelters face different issues depending on the size of their communities, so this part of the conference features four panels, each representing a different intake level. The intake-level breakdowns are: under 2000, 2000 to 5000, 5000 to 12,000, and over 12,000. These panels will zero in on the critical factors that allowed the directors to attain their high save rates. This part of the conference is designed to help attendees understand what is possible in today’s best shelters, through partnerships with non-profits and through their own programming. The panels are also designed to help everyone, whether affiliated with a shelter or not, learn about the distinct needs that communities have based on their shelter intake levels.

In addition to presentations and panels, the conference has workshops and a brand-new type of session called “master classes.” The master classes are small groups, led by experts, designed to help people identify and solve problems that are holding them back. One issue with traditional presentations is that the problems and solutions discussed may not fit the specific situation of each attendee. The master classes deal with that issue by offering a very granular level of advice. For example, a participant might ask for help with a city council member who opposes return-to-field (RTF). If the “master” offers a suggestion and the participant says they tried that and it didn’t work, the master can ask follow-up questions and then suggest other ways to approach the problem. The AmPA conference this year will have ten master classes: fundraising; animal control in No Kill communities; political issues; saving large dogs; starting a lifesaving organization; bottle-baby kittens; marketing; volunteer and foster programs; dog behavior; and cat lifesaving.

In addition to emphasizing specific topics, the conference has several tracks. A new track this year is on the emerging issue of how to create a safety net that protects all pets in the community, not just the ones who come into the shelter. APA and the city of Austin have been successful at creating a No Kill city shelter, and now they are working on taking that lifesaving to the entire community. As part of this effort, animal control officers in Austin have a new way of measuring their performance based on their effectiveness in the community. They do town halls throughout the city, and bring resources to people who need them. The idea is to reach out to the community and stop problems from developing, not just deal with problems that have already developed. A community safety net must include robust pet-retention programs at the shelter too, of course, and the Austin city shelter has made its intake area into a pet resource center. Intake workers do a lot of counseling rather than just processing.

Maddie’s Fund has been a sponsor of the AmPA conference the last couple of years, and at this year’s conference they will offer presentations as part of the development track. Fundraising and marketing are important areas of focus at AmPA conferences, and Maddie’s Fund, as the recipient of many grant requests from shelters and rescue groups, has insights they can share on making effective grant applications. Maddie’s Fund will also be sharing success stories resulting from their “innovation” grants earlier this year. Best Friends is a sponsor as well, and will have representatives speaking in some sessions at the conference.

Maddie’s Fund is a primary sponsor of APA’s training academy. Dr. Jefferson sees the training academy as a logical next step for people who have attended the AmPA conference and want in-depth experience in some aspect of sheltering. Apprenticeships in the training academy, which are supported by Maddie’s Fund, offer 3 to 5 days of work on specific shelter programs. Examples are the Bottle Baby Nursery, Parvo Program, and Barn Cat Program. Maddie’s Fund also supports two fellowships, where future leaders in the shelter industry receive training from APA’s executive team and Austin’s Chief Animal Services Officer, Lee Ann Shenefiel, and her executive team. It can be hard for a city to find good No Kill leadership, and these fellowships are designed to help solve that problem. One project by the current fellows is to write a whitepaper documenting how Austin’s public-private system works, with enough specificity that other cities can use it as a model.

Dr. Jefferson notes that the AmPA conference is designed from the ground up for people who have already made a commitment to save every savable animal in their community. To her, that means striving for a save rate well over 90%, and the conference provides the tools to do that. Although the conference in the past has generally not exceeded 300 attendees, they are expecting over 400 this year, and the venue can accommodate a higher number if needed. We in the No Kill movement are fortunate to have several yearly conferences that offer great networking and educational opportunities. It’s exciting to see the continued effort to find better ways to help people throughout the country who are creating No Kill in their communities.