I have other questions. I am wondering what ED BOKS is doing to save animals between his tours on the 'upward mobility' cocktail circuit.
Again, what are they talking about? Who is the “upward mobility cocktail circuit?” How often do these “tours” happen and how long do they last? Mr. Boks has stated he works 18 hours a day.
I think given the task of attaining no-kill in a large community, high level public relations with all members of the community, business, government and non-profits is as if not more necessary than shelter management. Would you have expected Henry Ford to build every car himself, or did he have managers manage the workers on an assembly line?
OK, that was the past. Maybe he truly has 'changed'. But will you please tell us what are you doing NOW for the thousands passing through our pound?
Ed's blog as well as the rest of the LAAS website tells the tale of what Ed and LAAS are doing for the animals. The GM Quarterly report posted on the site tells the tale. God sake, he has been working a day shy of four months.
I will accept ED BOKS if he can do what he has failed to do in the past- succeed in turning a pound that kills into a no-kill shelter. He better get busy. There is a lot to do. He needs to be in the facility EVERY DAY getting this done. Sitting in his executive chair in his ivory tower just won't do it. It didn't work when he was director at Maricopa in Arizona and it didn't work when he was director in New York and got fired.
Not Fired. Not Fired. No Proof. No Proof. Just a 132 word article with no details. Ivory tower? His office is on the fifth floor.
I think directors of pounds should have their offices INSIDE the highest-kill facility they manage! That is the only way for them to do hands-on managment and be responsible for the deaths happening there every single day. Micro-managing 30 miles away just doesn't make sense.
So that’s your theory is it? Micromanaging department managers demonstrating no trust in employees can cause as more problems than solutions. I think it is results that matter, such as a 37% drop in death rate during the first quarter, not how much time is spent in any shelter. The old line goes, working smart is better than just working hard.
Perhaps you want to micromanage the department yourself from an even longer distance?
What is needed, are multiple management analysts who do analyze every shelter, every operation, procedure, policy and contract, then draft a plan and implement it.
And they should personally sign the 'death warrants' before animals die. Each sheet they sign should show a tally showing death-rate comparisons on a daily, weekly, monthly and yearly basis, all easily calculated through a computer program like Excel. They can see their progress or lack of it and act accordingly. It's called accountability. It turns mediocre managers into geniuses if they want to keep their jobs.
There already is the plus one minus one plan which compares adoption and kill rates of every shelter compared to the same date a year ago. Read the website. Besides that, monthly statistics available from the department for each shelter. However, no one from the ADLLA has requested access. Ed Boks offered this access to Jerry Vlasik early on and was rebuffed.