You may have noticed some turmoil in the local animal welfare community lately. In this case, the uproar is more than justified. The unethical, disruptive, destructive garbage going on at MCAS has taken down a cohesive, unified, highly functional system in which volunteers and employees mostly worked well together. If there were any personal differences, they were treated as personal and rarely had any effect on the work.
Since the unfortunate back room deal in which Care Corporation was sold to Dr. Ross, the “new management” has shattered the unity of the shelter community. In the absence of the director (the one fired by Dr. Ross because she just didn’t fit into his plans), the new management seems to be learning the hard way that networking animals to rescue and foster is a little trickier and more involved than previously thought. The director (the one Dr. Ross fired) knew who to call at every rescue group. She knew what foster would be a good placement for which animal. And she juggled her countless contacts easily, which might be why Dr. Ross underestimated how much the system depended on her.
In the absence of the former director’s leadership, a huge separation between employees and volunteers has appeared. On a personal level, friendships are falling apart. But let’s talk about the impact on our ability to save lives. Our primary and most effective tool for networking animals in the shelter is social media. The person designated by the new management as the “primary contact person” for putting out requests for rescue and foster online has blocked a ridiculous number of active volunteers. Result: One broken network. If volunteers can’t SEE the posts about animals in need, we cannot do anything to help them. Even if other people share the post, a post from a person who has blocked us remains invisible, as does the animal in need of help. Even if we happen to find out about a particular animal whom we might be able to help, we have no way to contact that “primary contact person.”
This choice shows remarkable lack of insight on the part of the new management.
When Dr. Ross fired the director, the volunteer community went ballistic, literally to the extent of holding a protest in front of the shelter. (If you’re wondering, yes, I was there.) Dr. Ross tried to save face by claiming that he had not fired the director to replace her with someone else. He explained that he intended to run the place himself.
Frankly, I don’t think he can. Running the shelter is a full time job. Networking animals is a fulltime job. And being a veterinarian in that shelter is a full time job. One man – with what appears to be very minimal shelter experience, and less managerial experience – cannot do all three jobs with any degree of success, particularly in a shelter of this size. It is especially telling that his standard response to any incident or mistake seems to be that he didn’t know about it.
MCAS should be run by a person whose passion is saving animals, but who also has the knowledge and leadership skills to make it happen. I’d like to think Dr. Ross came in with good intentions. But he clearly does not grasp how the system worked, and he broke it. Possibly beyond repair.
It takes every member of the system to save lives effectively – every employee, networker, fundraiser, transporter, foster, adoption coordinator, and more. It takes tremendous transparency, massive networking, a willingness to think outside the box, and ultimately a strong leader who can unite every faction toward a common goal.
I find it very difficult to believe that the “new management” doesn’t understand these basic principles.
The results speak for themselves. We are seeing more and more days in which the number of animals coming in far exceeds the number of animals going out through adoption, foster, or rescue. Rumor has it that the shelter is just about at capacity, which means that euthanasia for space won’t be far behind. How many lives will be lost to wounded egos and lack of leadership?
Even one is too many.