RUNNING A SHELTER AS A BUSINESS

RUNNING A SHELTER AS A BUSINESS

IDENTIFYING YOUR AIM AND RESOURCES

• IDENTIFY YOUR AIM / MISSION:

– SHELTER? REHOMING? VETERINARY AID? ETC

– EVERYONE MUST UNDERSTAND IT

– EVERYONE MUST BE COMMITTED TO IT

• IDENTIFY YOUR RESOURCES:

– PHYSICAL

– FINANCIAL

– HUMAN

• HAVE A LONG TERM GOAL, BUT BE REALISTIC ABOUT ACHIEVING IT

– PLAN THE ROUTE TO IT VIA INTERMEDIATE GOALS

DOGS TRUST IS WORKING TOWARDS

THE DAY WHENALL

DOGS CAN ENJOYA HAPPY LIFE,

FREEFROM THE THREAT

OF UNNECESSARY DESTRUCTION

MISSION STATEMENT

RESOURCES - PHYSICAL

• RECOGNISE YOUR LIMITS

• ALTERNATIVES:

– EXTERNAL REHOMING?

– GO TO THE SOURCE?

RESOURCES - FINANCIAL

• RECOGNISE YOUR LIMITS

– DO NOT TAKE IN MORE THAN YOU CAN AFFORD TO CARE FOR

• WORK HARD AT FUNDRAISING

– SECURE YOUR FUTURE TO REALISE YOUR PLANS

RESOURCES - FINANCIAL

• TRY TO OBTAIN SUPPORT FROM COMMERCIAL BUSINESSES

RESOURCES - FINANCIAL

• TRY TO OBTAIN SUPPORT FROM COMMERCIAL BUSINESSES

– THEY LIKE TO BE SEEN TO WORK WITH CHARITIES

– BUT THEY WILL ONLY WORK WITH WELL ORGANISED CHARITIES

RESOURCES - FINANCIAL

• SHOP AROUND FOR THE BEST PRICE

• DEVELOP PUBLICITY TO ATTRACT FUNDING

MAKING YOURSELF KNOWN

MAKING YOURSELF KNOWN

RESOURCES - HUMAN

• STAFF:

– PAID? VOLUNTEER? MIXTURE?

• PAID STAFF:

+ STANDARDS AND PROCEDURES ENFORCED

+ PROFESSIONAL IMAGE

- EXPENSIVE

• VOLUNTEERS:

– DEPENDABILITY VITAL

– DEVELOP ROLES TO SUIT YOUR NEEDS

– MUST FEEL PART OF THE TEAM; TAKE TIME TO TRAIN AND INTEGRATE

• NUMBERS OF STAFF:

– DEPENDS ON SCOPE OF OPERATION

– INSUFFICIENT = POOR STANDARDS

Home Visits

Organise your teams

Receptionists

Assistant Manager Admin

Manager

TBA

MaintenanceOperatives

Campaigns

Canine Carers(Rehomers)(Groomers)

(Puppy)(Vol Co-ord)

Assistant Manager Ops

Ed Officer

SRO

Dog Walkers

VeterinaryNurses

AOD Reporting to Head Office Department

Canine Carers(Trainers)

Volunteers

Fund Raisers

Line management

Line management outside RC

Volunteers opportunities

Reporting chain within the RC

Liaison between Ops Director & H/O

Dept Heads

Kennel Duties Groomers

OBTAIN / MAXIMISE BEST VALUE

• KEEP RECORDS

• MEASURE PERFORMANCE

– COMPARE MONTH BY MONTH AND YEAR BY YEAR

• AMONG THOSE DOGS TRUST PLOTS:

– GROSS REHOMES

– RETURNS TO KENNEL

– OCCUPANCY OF KENNELS

– AVERAGE LENGTH OF STAY IN KENNELS

– VETERINARY COSTS

– NUMBER OF DOGS PER STAFF MEMBER

– COST PER DOG CARED FOR

– FOOD COSTS

KEY PERFORMANCE INDICATORS

• WHY MEASURE PERFORMANCE?

– FOR THE BENEFIT OF THE ANIMALS

– TO MAKE US THINK AND SEARCH FOR IMPROVEMENTS

• KEY PERFORMANCE INDICATORS HELP US :

– TO UNDERSTAND THE FACTORS THAT INFLUENCE OPERATIONS

• KPIs ARE USED IN BUSINESS

• DO NOT BE SCARED OF USING GOOD BUSINESS TECHNIQUES

• COMMERCIAL BUSINESS CAN TEACH US ABOUT:

– CUSTOMER SERVICE

– STAFF TRAINING

– MARKETING

– PUBLICITY

OBTAINING BEST VALUE

Budget figure

APPEARANCES

YOU MAY ONLY HAVE BASIC SPACES TOOPERATE FROM

BUT PRESENTATION MAKES A BIGDIFFERENCE TO CUSTOMERS

UK CUSTOMERS HAVE COME TOEXPECT A “SHOPPING MALL”EXPERIENCE

SO WE TRY TO GIVE THEM ONE!

PRESENTATION TO PUBLIC

• OPENING HOURS CONVENIENT FOR THE PUBLIC

– WEEKENDS

– EVENINGS?

• CUSTOMER SERVICE

• A HAPPY CUSTOMER WILL SPREAD THE WORD

• UNFORTUNATELY SO WILL AN UNHAPPY ONE!UNFORTUNATELY SO WILL AN UNHAPPY ONE!

• DO NOT LET DOWN YOUR ANIMALS BY UPSETTING A POTENTIAL ADOPTER

• UNIFORMS

STAFF ISSUES

• CLEAR INSTRUCTIONS FOR STAFF:

– STANDARD PROCEDURES TO FOLLOW

• BE OPEN TO SUGGESTIONS:

– GOOD IDEAS DO NOT ALWAYS COME FROM THE TOP

• STAFF TRAINING:

– TIME CONSUMING BUT WORTHWHILE

• KEEP STAFF INFORMED

SOPs

• STANDARD OPERATING PROCEDURES

– DESIGNED TO STEER YOU THROUGH A PROCESS LOGICALLY, STEP BY STEP

– EVEN THE MOST INEXPERIENCED STAFF MEMBER CAN USE THEM

SOPs

SOP01 ACCEPTANCE OF DOGS INTO CARE Revised 02/11 SOP02 SAFETY OF LONE WORKERS Revised 02/11SOP03 FOSTER SCHEME Revised 02/11SOP04 TRANSFER OF DOGS Revised 02/11SOP05 NEUTERING Revised

Annex A - Neutering Voucher 02/11Annex B - Covering letter

SOP06 SANCTUARY Revised 02/11SOP07 SPECIAL TRAINING & REHOMING CENTRE Revised 02/11

SOP08 Pet24 TAG Revised 02/11

SOP09 ADOPTION OF DOGS FROM Dogs Trust CARE Revised 02/11 SOP10 DOGMOBILES Revised 02/11SOP11 EUTHANASIA OF DOGS Revised 02/11SOP12 BUSINESS CONTINUITY PLAN Revised 02/11SOP13 IT PROBLEMS Revised 02/11SOP 14 HOME FROM HOME SCHEME 02/11SOP 15 ACCEPTING CANINE CARE CARD DOGS 02/11SOP 16 BEHAVIOUR AND WELFARE 12/11 SOP 17 EVENTS UNIT 02/11SOP 18 ALLEGATIONS OF MISTREATMENT OF A DOGS TRUST DOG 02/11SOP 19 VIOLENCE AT WORK 02/11SOP 20 DOGS PROHIBITED IN THE UK 01/11

AGIs

• ADMINISTRATIVE GUIDELINES AND INSTRUCTIONS

– NOT INTENDED TO GIVE A STEP BY STEP GUIDE TO A PROCESS

– BUT INTENDED TO SPECIFY MEASURES TO BE TAKEN IN ORDER TO ALLOW OPERATIONS TO RUN SMOOTHLY

AGIs

AGI01 NATIONAL VETERINARY SUPPLIES 02/11AGI02 VOLUNTEERS 02/11AGI03 ADOPTION FEE 02/11AGI04 DOG HANDLING EQUIPMENT AND TECHNIQUES 02/11AGI05 GRADING OF DOGS FOR HANDLING 02/11AGI06 OCCUPATION OF DOGS TRUST PROPERTY 02/11AGI07 UNIFORM 02/11AGI08 HANDLING OF CASH 02/11AGI09 POLICY ON VACCINATION FOR VISITING DOGS 02/11AGI10 DRIVING OF DOGS TRUST VEHICLES 02/11AGI11 THE ADOPTION PROCESS 02/11AGI12 MAINTENANCE OPERATIVES–ROUTINE CHECKS 02/11AGI13 STANDARD OF CARE 02/11AGI14 PRE ADOPTION TALK 02/11AGI15 BIOSECURITY 02/11AGI16 KENNEL CLEANING EQUIPMENT 10/10AGI17 SOCIALISATION & HABITUATION OF PUPS 01/11AGI18 CAT TESTING 01/11

What have we covered?

• IDENTIFY YOUR AIM / MISSION • RECOGNISE YOUR LIMITS• SECURE YOUR FUTURE TO REALISE YOUR PLANS• DEVELOP PUBLICITY TO ATTRACT FUNDING• ORGANISE YOUR TEAMS, GIVE THEM CLEAR GUIDANCE• DO NOT BE SCARED OF USING GOOD BUSINESS TECHNIQUES

RUNNING A SHELTER AS A BUSINESS