District 6 Animal Shelter Disaster Response Manual Page 1 of 188
LSU Emergency Animal
Shelter Disaster Response
Manual
Guidelines for Establishing a Shelter for Owned
Animals During Disasters
Based on the experiences of the District 6 Emergency
Animal Shelter at the LSU AgCenter’s Parker Coliseum
following Hurricane Katrina
Version 1.0 published May 24, 2006
Consult our website for the most current version of this
document:
www.lsuemergencyanimalshelter.org.
District 6 Animal Shelter Disaster Response Manual Page 2 of 188
Table of Contents
The topics in the Word version of this document are bookmarked. Place your cursor on the
topic of interest, then hit control and left click to follow the link.
Introduction
Background history of the District 6 Emergency Animal Shelter
at the LSU AgCenter’s Parker Coliseum ........................................................................
The purpose of this manual ...............................................................................................
How to use this manual .....................................................................................................
Disclaimer ........................................................................................................................
Preparation Phase...........................................................................
Before disaster strikes .......................................................................................................
Develop a written plan .......................................................................................................
Stages of preparedness ....................................................................................................
Essential reading ...............................................................................................................
6
7
7
7
8
8
8
8
8
Preparation Primer .................................................................
9
Who is in charge?.............................................................................................................. 9
Role of the State Veterinary Medical Association .......................................................... 9
Role of the State Animal Response Team (SART) ........................................................ 9
Role of the American Veterinary Medical Association (AVMA)....................................... 9
Role of Veterinary Medical Assistance Teams (VMAT) ................................................. 10
Role of the Public Health Service .................................................................................. 11
Site identification – considerations.................................................................................... 13
Resource needs – personnel ............................................................................................ 13
Sources – personnel......................................................................................................... 13
Resource needs – supplies and equipment (the basic list) ............................................... 14
Sources – supplies and equipment .................................................................................... 15
Pre-prepared forms and Standard Operating Procedures (SOPs) ..................................... 15
Funding ............................................................................................................................. 15
Organization resources .................................................................................................... 16
Incident Command System (ICS) ...................................................................................... 17
Operational Phase ................................................................. 21
Command center ............................................................................................................... 21
Command center coordinator ........................................................................................ 21
Public information officer ............................................................................................... 23
Safety officer ................................................................................................................. 23
Liaison officer ............................................................................................................... 24
Operations section ............................................................................................................ 25
Animal operations manager (animal admission, care, disposition) ................................. 25
Adoptions .................................................................................................................. 27
Animal health issues ................................................................................................. 28
Animal shipping ......................................................................................................... 29
Public health issues ................................................................................................. 31
Triage ........................................................................................................................... 31
Facility ........................................................................................................................... 35
Information technology .................................................................................................. 37
District 6 Animal Shelter Disaster Response Manual Page 3 of 188
Webmaster ................................................................................................................... 41
Security ....................................................................................................................... 42
Planning section ................................................................................................................ 42
Volunteers .................................................................................................................... 42
Veterinarian and veterinary technician scheduling and assignments ............................ 43
Veterinary licensure issues ........................................................................................... 44
Partners and support organizations .............................................................................. 45
Logistics section ................................................................................................................ 51
Supplies and inventory .................................................................................................. 51
Finances ........................................................................................................................... 51
Completion Phase .................................................................. 52
Closing operations ............................................................................................................. 52
Disposition of supplies ....................................................................................................... 52
De-briefing ......................................................................................................................... 53
The LSU Experience ..........................................................................................55
Command center ............................................................................................................... 55
Safety ................................................................................................................................ 56
Animal operations.............................................................................................................. 57
Adoption ............................................................................................................................ 60
Animal health issues.......................................................................................................... 61
Animal shipping ................................................................................................................. 62
Public health issues summary ........................................................................................... 65
Public health considerations – USPHS ............................................................................. 66
Triage ............................................................................................................................... 70
Information technology ...................................................................................................... 72
Security ............................................................................................................................ 73
Planning ........................................................................................................................... 73
Out of state veterinarian licensure - Louisiana Board of Veterinary Medicine .................... 79
Veterinarian and veterinary technicians scheduling and assignment ................................. 81
Volunteers ........................................................................................................................ 83
Partners and support organizations .................................................................................. 84
Supplies and inventory ...................................................................................................... 86
Finances............................................................................................................................ 87
Appendices ............................................................................. 88
Forms, Protocols, and Standard Operating Procedures LSU-EAS ...... 88
Introduction ...................................................................................................................... 88
Operations
Admission Form ................................................................................................................ 90
Admission SOP ................................................................................................................ 92
Rescued Pet Admission Form ........................................................................................... 93
Contact Information for Owner Seeking Lost Pet ............................................................... 94
Phone Confirmation for Owner Allowing Pick Up of Pet by Another Party.......................... 95
Assumption of Risk Form .................................................................................................. 96
Owner Log–in Form ........................................................................................................... 97
District 6 Animal Shelter Disaster Response Manual Page 4 of 188
Animal Health
Interim Guidelines for Animal Health and Control of Disease Transmission
in Pet Shelters ............................................................................................................... 98
Animal Care Sheet ............................................................................................................ 103
Medication Log .................................................................................................................. 104
Dog and Cat Vaccine and Endo- and Ectoparasite Control SOP ....................................... 105
Bite Protocol ...................................................................................................................... 107
Release Form for Bite Quarantine Animal ......................................................................... 108
Animal Adoption and Fostering
Policy on Local Adoption ................................................................................................... 109
Animal Adoption Information Sheet ................................................................................... 110
How to Find a Foster Home ............................................................................................... 111
Questions for Fosters and Owners .................................................................................... 112
Owner–Foster Contract ..................................................................................................... 113
Planning
Orientation for Volunteering Veterinarians and Technicians .............................................. 115
Veterinary Staff Job Descriptions....................................................................................... 116
Responsibilities of Volunteer Veterinarians ........................................................................ 117
Information Technology
Organization of Data Entry .............................................................................................. 118
File Cabinet Organization ............................................................................................... 119
Folder Organization ......................................................................................................... 120
Naming Digital Files ......................................................................................................... 121
Sample Animal Information Sheet .................................................................................. 123
Animal Shipping
Shelter Agreement ............................................................................................................ 124
Contingent Adoption / Foster Care Agreement .................................................................. 127
Exit Protocol ...................................................................................................................... 131
Exit Stations – Dogs ......................................................................................................... 133
Exit Stations – Cats .......................................................................................................... 133
Pre-Shipment Release Form ............................................................................................ 134
Animal Records Copying Instructions ................................................................................ 135
Records Checklist for Animal Shipping .............................................................................. 135
Special Needs Flyer .......................................................................................................... 136
Instructions and Emergency Contacts for Drivers .............................................................. 137
Biosecurity for Your Newly Fostered / Adopted Animal ...................................................... 138
Checklist for Domestic Commercial Airline Shipments of Companion Animals .................. 139
Creating a Load Plan ......................................................................................................... 143
Volunteers
Template for E-Mail to Solicit Volunteers (In Area) ............................................................ 144
Templates for E-Mail Responses to Requests to Foster, Volunteer, or Donate Supplies ... 145
Volunteer Sign-in Log ........................................................................................................ 147
Miscellaneous
Media Contacts Poster ...................................................................................................... 148
District 6 Animal Shelter Disaster Response Manual Page 5 of 188
Flow Diagrams and Organizational Charts (LSU-EAS) ........................ 149
Introduction ....................................................................................................................... 149
Incident Command Center Organizational Chart ............................................................... 150
Operations Organizational Chart ....................................................................................... 151
Volunteers Organizational Chart ........................................................................................ 153
Front Desk Flow Chart....................................................................................................... 154
Deployment of Veterinary Volunteers ................................................................................ 155
Animal Information Flow .................................................................................................... 156
Safety Officer Flow Chart .................................................................................................. 157
Additional Documents ......................................................................... 158
Animal Shelters in the U.S.A (links) ................................................................................... 159
Animal Transport Regulations (Animal Welfare Act) .......................................................... 159
State Offices and Agencies of Emergency Management: ................................................ 168
State Veterinary Associations ............................................................................................ 174
Sources for Veterinary Supplies and Equipment ............................................................... 181
Web Links Cited .................................................................................. 184
Contacts (LSU-EAS) ........................................................................... 186
Acknowledgments ............................................................................... 187
The information in this manual was compiled by Susan K. Mikota DVM
(smikota@elephantcare.org)
District 6 Animal Shelter Disaster Response Manual Page 6 of 188
Introduction
Background history of District 6 Emergency Animal Shelter at the LSU
AgCenter’s Parker Coliseum
Dr. David Senior
The facility for the District 6 Emergency Animal Shelter at the LSU AgCenter’s Parker Coliseum
(LSU-EAS) was made possible by an arrangement between Dr. Martha Littlefield, Assistant
State Veterinarian, and the LSU AgCenter administration when it became apparent that the
previously identified facility, the Lamar-Dixon Expo Center in Gonzales, LA, would almost
certainly be overwhelmed by rescued animals. The facilities at the East Baton Rouge Animal
Control Center and local area veterinarians’ boarding facilities were soon saturated and limited
space was available in Baton Rouge for the hundreds of displaced owners who were
evacuated to Red Cross shelters, churches, hotels, motels and friends’ private homes.
During the first few days of operation, the LSU-EAS was supported first by the entire Baton
Rouge community but in particular by many selfless veterinary students, veterinary technicians,
area veterinarians, and faculty, staff and students from other colleges on campus who worked
tirelessly under stressful conditions to just make it work.
The LSU-EAS began humbly with a small group of veterinary students from the LSU School of
Veterinary Medicine under the direction of Dr. Paula Drone, the designated SART Commander
for District 6 shelter operations. Appeals to the public through the media and by word of mouth
resulted in an ever-increasing flow of cages, pet food, water bowls, leashes, collars and other
supplies into the shelter and in first 5 days, locally donated supplies and volunteer efforts were
sufficient to provide adequate care for the hundreds of animals that were admitted.
In time, an organizational structure was actively developed; however, it should be recognized
that nobody in the immediate command structure had any formal training in Incident Command
System (ICS), nor was there anyone who had operated, managed or worked in an animal
shelter. Thus, this manual describes a relatively large animal response to an emergency
where there were numerous major departures from accepted ICS organization and designation
of duties. This should not be interpreted as a criticism of the ICS system. The LSU-EAS was
very much a “bottom up” operation for most of its life with people on the ground simply doing
what had to be done. The members of the command group understood that managerial
structure was needed and they actively requested and were given good advice from individuals
who had a better understanding of ICS.
Finally, it should be recognized that throughout Louisiana during the aftermath of Hurricane
Katrina and, to a much lesser extent, Hurricane Rita, almost all preconceived command
structures were at some time or other overwhelmed by the sheer enormity of both the problem
encountered and the size of the response required. In numerous instances, the official
response was not equal to the task and “top down” management was overwhelmed by droves
of “Good Samaritans”, many of whom were from out-of state. They knuckled down and simply
got the job done. The LSU AgCenter’s Parker Coliseum shelter was no exception to this
phenomenon and the LSU-EAS command group wishes to extend its heartfelt thanks to all of
those who helped us though this time of crisis. We were agonizingly disorganized in so many
respects but volunteers worked with us to get the job done. They should be very proud
because the LSU-EAS was their accomplishment.
District 6 Animal Shelter Disaster Response Manual Page 7 of 188
The purpose of this manual
The information in this manual addresses the planning, operational, and closing phases of an
emergency animal shelter based on the experiences of the LSU School of Veterinary Medicine
Emergency Animal Shelter at the LSU AgCenter’s Parker Coliseum that was established
following Hurricane Katrina in 2005. These guidelines are not definitive; rather they are
intended as a starting point for others faced with the task of setting up a large emergency
animal shelter. It is hoped that by sharing this information time and lives will be saved.
The Incident Command System (ICS) is critical to the success of emergency
operations such as this. All managerial and volunteer personnel involved in an
emergency animal shelter should be familiar with ICS. Please pay special attention to
the Incident Command System section in this manual that describes independent study
courses that are available on-line and free of charge from FEMA.
How to use this manual
The Word version of this document has been bookmarked for ease of use and it is
recommended that this manual be used on your computer. A printable version (with page
numbers indicated in the Table of Contents) is in preparation.
The format is concise for quick information access. The following topics are addressed (if
applicable) within logistical sections:
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Task, function or purpose
Operational needs
Staffing requirements
Staffing placement (position description)
Organization
Equipment needs
Records, forms, checklists, SOPs (Standard Operating Procedures)
Flow diagrams (paper flow; operations flow; people flow)
Things that could be set up ahead of time
Information sources
The LSU Experience section describes specific lessons learned during Hurricane Katrina.
Forms and protocols used at the LSU–EAS are provided. These, along with flow diagrams,
may be downloaded and adapted for other situations. Useful websites are cited and additional
documents that may be beneficial are included.
Disclaimer
This manual is not intended to be the definitive guideline to establishing an emergency
shelter for owned animals. The reader is encouraged to consult other sources listed
and to pursue current formal or independent study courses pertinent to the care and
management of animals in disasters. District 6, the LSU School of Veterinary Medicine
and the LSU AgCenter’s Parker Coliseum assume no liability for the use of the
information included here.
District 6 Animal Shelter Disaster Response Manual Page 8 of 188
Preparation Phase
Much of this section was developed in hindsight because many of the suggestions are based
on what we wish we had prepared rather than what actually was prepared. Some of the
information in later sections also appears here if we considered it important to the preparation
phase.
Before disaster strikes
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Understand official local, state, and federal emergency response agencies and their
roles
Understand the laws that govern animal matters
Identify partner and support agencies; establish contacts and Memoranda of
Understanding (MOUs)
Establish a basic management team trained in the Incident Command System (ICS)
Identify a suitable site; determine availability
Identify a backup site and sources for temporary buildings (e.g. tents, trailers)
Develop a written plan
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Specific to region
Outline possible disaster scenarios for your area
List supplies, equipment, personnel that will be needed; communication and
transportation are critical issues
Make a list of sources for supplies, equipment, personnel; include names, phone
numbers, email addresses
Identify a location for stored resources (cages, fans, bowls, etc.)
Identify the means to quickly mobilize stored resources
Identify funding sources
Stages of preparedness
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Months before: complete first steps described above; develop written plan
7-10 days before: equipment, supplies, leadership team and other personnel on ready
alert
3-5 days before: mobilize equipment, supplies, personnel
2 days before: establish command center
Essential reading
1. AVMA Disaster Preparedness and Response Guide:
The AVMA Disaster Preparedness and Response Guide is a 500-page, 3-ring binder of
disaster resource information designed for veterinarians, veterinary technicians, emergency
managers, and others interested in planning for animals in disasters. It is $75 for AVMA
members and $125 for nonmembers, or it can be downloaded at no charge
www.avma.org/disaster/.
2. Incident Command Review: http://training.fema.gov/EMIWeb/IS/ICSResource/index.htm
See additional ICS resources under Incident Command System in this manual.
District 6 Animal Shelter Disaster Response Manual Page 9 of 188
Preparation Primer
Who is in charge?
What is the role of the State Veterinary Medical Association?
The Model Veterinary Service and Animal Care Annex for State Emergency Operations Plans
(from the AVMA Disaster Preparedness and Response Guide
(http://www.avma.org/disaster/responseguide/D_vsac_state.pdf) states:
The (state) Veterinary Medical Association is the primary organization for coordinating
voluntary veterinary services needed in emergencies. There is a list of State Veterinary
Medical Associations under Additional Documents.
The Plan further suggests that:
The Disaster Medicine Committee consists of members representing the state
veterinary medical association, state veterinarian’s office, College of Veterinary Medicine, state
veterinary technicians association, state Department of Wildlife, state animal control
association, humane organizations, and veterinarians representing large animals, small
animals, and zoological animals.
The Disaster Medicine Committee coordinates veterinary involvement with the State
Emergency Management Agency in cooperation with the state Departments of Health,
Agriculture, and Wildlife. Memoranda of Understanding will be developed between the state
Emergency Management Agency and transportation companies.
What is the role of the State Animal Response Teams (SART)?
State Animal Response Teams (SART) are interagency state organizations dedicated to
preparing, planning, responding, and recovering during animal emergencies in the United
States. SART is a public-private partnership, joining government agencies with the private
concerns around the common goal of animal issues during disasters. SART programs train
participants to facilitate a safe, environmentally sound and efficient response to animal
emergencies on the local, county, state and federal level. The teams are organized under the
auspices of state and local emergency management utilizing the principles of the Incident
Command System (ICS).
As of this writing, SART has been organized in 12 states and is under development in at least
10 others. See the SART website for current information (see http://www.sartusa.org).
What is the role of the American Veterinary Medical Association (AVMA)?
The following information is an excerpt from Section 3 of the AVMA Disaster Preparedness and
Response Guide (http://www.avma.org/disaster/responseguide/A_vmats.pdf):
Disaster preparedness and response efforts of the AVMA
The American Veterinary Medical Association (AVMA) disaster preparedness and response
efforts resulted from an agreement between the AVMA and the Office of Emergency
Preparedness of the U.S. Public Health Service. With the signing of a Memorandum of
District 6 Animal Shelter Disaster Response Manual Page 10 of 188
Understanding (MOU) in May 1993, veterinary services became incorporated into the Federal
Response Plan, now known as the National Response Plan, for disaster relief as part of the
National Disaster Medical System (NDMS). NDMS was developed to provide supplemental
medical care to victims of catastrophic disasters in the event state and local resources are
overwhelmed and federal assistance is required. Such federal recognition of the need for
animal care provided the framework for veterinary health professionals to be organized into
Veterinary Medical Assistance Teams (VMAT) which could respond to the needs of animals
during a disaster in the same way that Disaster Medical Assistance Teams (DMAT) provide
medical aid to human casualties of disasters.
The completion, in August 1994, of a Memorandum of Understanding between the AVMA and
the United States Department of Agriculture/Animal and Plant Health Inspection Service
(USDA/APHIS) made it possible for the VMAT to assist the USDA in the control, treatment, and
eradication of animal disease outbreaks. Such a response would occur under the direction of
the United States Department of Agriculture (USDA). The 1994 MOU was approved for a 5year extension in June 1999, and updated in 2005.
On January 26, 1998, the AVMA and the American Veterinary Medical Foundation (AVMF)
signed a statement of understanding (SOU) with the American National Red Cross (ARC). In
the SOU, the American Red Cross recognizes the American Veterinary Medical Association
and the American Veterinary Medical Foundation as the only national organizations
representing the entire profession of licensed veterinarians solely responsible for the diagnosis,
treatment, health and well-being of all animals, including during periods designated as disaster
relief. During disasters, Red Cross volunteers will refer all animal medical questions and needs
to veterinarians affiliated with the national, state, county, or local veterinary medical
associations.
What is the role of VMAT?
The following information is from Section 3 of the AVMA Disaster Preparedness and Response
Guide (http://www.avma.org/disaster/responseguide/A_vmats.pdf):
Veterinary Medical Assistance Teams
It is the mission of the Veterinary Medical Assistance Teams to assist the local veterinary
community with the care of animals and to provide veterinary oversight and advice concerning
animal related issues and public health during a disaster or following a request from an
appropriate agency.
The VMAT is designed for response to large-scale disasters but has adequate flexibility to
permit response to disasters of limited scope. Though the initial response to disasters occurs
at the local level, resources within a disaster area may be inadequate to fully cope with the
effects of a major disaster, or local resources may need time to recover before resuming
complete responsibility. The VMAT provides assistance during those times when the local
veterinary community is overwhelmed.
The VMAT are advanced trained teams of veterinarians from areas including private/public
practice, toxicology, pathology, wildlife/exotic/aquatic medicine, surgery, emergency and critical
care and various other fields, veterinary technicians, laboratorians, epidemiologists, wildlife
experts, and other medical and academic professionals, and support personnel who function
under the Incident Command System. They provide nationwide coverage during times of
disaster and can be deployed to any state or United States territory. VMAT team members
triage and stabilize patients at a disaster site and provide austere veterinary medical care.
District 6 Animal Shelter Disaster Response Manual Page 11 of 188
These teams are mobile units that can deploy within 24-48 hours. The members carry a 3-day
supply of food, water, personal living necessities, and medical supplies and equipment, if
needed. Each team is capable of establishing a veterinary field hospital and can provide any
other veterinary services needed to support a complete disaster relief effort.
Response Capabilities
VMAT responsibilities during disasters include:
1. Liaison (1-2 members) in State Emergency Operations Center (EOC) pre- or post-disaster
2. Assessment of the animal care giving infrastructure
3. Veterinary diagnosis, triage, treatment and stabilization
4. Establishment of veterinary field hospitals
5. Mobilization of veterinary strike teams
6. Food and water safety
7. Multi-hazard assessment, risk reduction and response
8. Biological and chemical exposure surveillance
9. Animal decontamination
10. Medical supervision/treatment of response/service animals
11. Augmentation or surge capacity for an integrated medical response
12. Supervision of animal care and production facilities
13. Training assistance for local and state assets assigned to animal issues in disasters
14. Provision of supplemental veterinary care for overwhelmed local veterinarians
15. Epizootiology / Epidemiology
a. Animal disease surveillance
b. Zoonotic disease surveillance and public health assessment
16. Humane euthanasia or supervision thereof
17. Animal mortality management
18. Animal capture, restraint and transport
The VMAT will supplement the relief efforts already underway by local veterinarians and
emergency responders. The goal is a cooperative animal relief effort during times of disaster
between the VMAT, state and local officials, the state veterinarian, the local veterinary
community, state and local veterinary medical associations, emergency management
personnel, humane groups, the American Red Cross, and search and rescue groups. The
desired result is for all of the entities involved in disaster response to work together
cooperatively and efficiently for human and animal well-being.
What is the role of the Public Health Service?
Victoria Hampshire VMD, USPHS Veterinary Category
What are the PHS officers and what are they trained to do?
The Public Health Service is a corps of health professionals who serve as uniformed officers
under the Surgeon General within the Department of Health and Human Services. DHHS’
agencies include the National Institutes of Health, Indian Health Service, US Food and Drug
Administration, Centers for Disease Control, and the United States Department of Agriculture.
As such, the PHS veterinarian may routinely manage a wide variety of programs. Examples
include but are not limited to: clinical and research duties in a large biomedical research facility,
oversight and management of a surveillance program, or a health quality research program,
oversight of a portfolio of drugs, devices, or biologics and their associated testing for eventual
use in humans or animals. PHS officers are normally only deployed from their duty stations
during times of request, usually in national disasters. When PHS officers are deployed from
their regular duty stations, the program must cover their regular duties at home.
District 6 Animal Shelter Disaster Response Manual Page 12 of 188
PHS health professionals are required to be deployment-ready for disasters and they are also
required to be clinically competent. Among the qualifications they must meet is annual recertification of such skills as clinical competency, basic fitness testing, basic life support, and
public health training during for disaster relief. They must also demonstrate a willingness to go
on intermittent 2-week deployments.
This cadre of experience, training, willingness, and regular certification makes the PHS
veterinarian a versatile partner in command and control operations. This group of
professionals was ready to fill almost any role at the shelter. The unique relationship the PHS
enjoyed with other health professional categories within the PHS also enabled them to draw on
other necessary resources such as medical, nursing, and mental health and to recognize
where a liaison with these other professional categories would augment the LSU command.
How are they activated to help?
Under the National Response Plan, the state may request PHS assistance/deployment from
the department of Homeland Security. The PHS deployment is made according to taskspecifics (CERTS) that are identified by incident command. When a PHS officer volunteers for
deployment, the supervisor, who may be a civilian or PHS government employee, must agree
to the deployment and must certify that they will cover the officer’s regular duties themselves,
or with other organizational members.
It is suggested that incident command continue to view the PHS role as co-managers as well
as workers in whatever capacity is most necessary. Tasks should identify operational areas
such as engineering, veterinary facility management (husbandry, cage wash, quarantine and
isolation), occupational risk assessment, and occupational injury.
I recommend the following officers should be requested at the initiation of a response:
Veterinarians. (Specify clinical and facility management experience). We recommend
between 2 and 4 full-time clinical veterinarians with a biomedical research facility support
background. It is recommended that the LSU leadership utilize these PHS veterinarians to
assist leadership in managing husbandry and facility operations in the arena, barn, and indoor
feline and/or exotic housing. If future responses do not provide the wealth of clinical
veterinarians from the VMAT and LSU as was the case in Katrina, then the PHS veterinarians
can also provide clinical care; however, the number should be increased and the request
should emphasize the clinical nature of these additional veterinarians because PHS clinical
expertise is usually considered a separate career tract than administrative or facility oversight.
A single medical officer who is a registered nurse. This professional is responsible for
managing the animal bite and injury care and reporting.
Two engineers. The PHS does have engineers but they were not deployed in the Katrina
disaster. Engineers could have been a great help to LSU and could oversee teams of
plumbers and electricians to provide/augment services. This request should specify that you
require an engineer with facility services experience because there are engineers who
concentrate almost exclusively on the manufacturing of medical devices.
District 6 Animal Shelter Disaster Response Manual Page 13 of 188
Site identification – considerations
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Sturdiness (likely to be undamaged by disaster)
Access for evacuating traffic/quality of access roads
Size
Sanitation
Safety
Electrical wiring
Lighting
Ventilation
Generator availability and secure fuel storage
Air-conditioned area for office
Exercise areas
Perimeter fencing
Storage space
Waste disposal
Telephone and internet capability
Nearby housing for staff
Security (in a big disaster, animal-related security is low priority and hard to obtain)
Resource needs – personnel
In prolonged responses, key individuals need to be paid so they stay on the job to provide
continuity and institutional memory. The number and skill sets of staff should be estimated
ahead of time and reassessed on a daily basis during the operation of the shelter.
Leadership team (based on Incident Command System structure)
Command staff
Safety officer
Liaison officer
Public information officer / web master
General staff (functional responsibility for primary segments of management)
Operations section
Planning section
Logistics section
Finance section
Sources – personnel
Local
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Core staff: paid
Area volunteers
National Volunteer Organizations Active in Disasters (NVOAD): www.nvoad.org
Students
Retirees
Out-of-area volunteers
Self-sustaining organizations
 USPHS
District 6 Animal Shelter Disaster Response Manual Page 14 of 188

NGOs
Individuals – considerations
 Scheduling (web-based screening)
 Travel
 Reception for volunteers
 Housing
 Local transportation
 Local deployment and assignment
 Orientation
 Overlap
 Coordination
 Food, water
Resource needs – supplies and equipment (the basic list)
Issues to be considered include
 List
 Inventory
 Storage
 Security
 Warehousing
 Loading and unloading
Supply and equipment needs are also listed in each section under the Operational Phase
section of this manual. The following table includes needs and considerations.
Communication
and Transportation
Check-in / Data
Entry Station
Communication
systems
Internal: Walkietalkies/Nextels
(power will be
needed to recharge
them)
Owner ID and
contact
information
Phones
Cell phones (in a
big disaster they
will not be fully
functional)
Text message (staff
need to be trained
to use this)
Satellite phones
(after Katrina and
Rita they proved
unreliable)
Shelter policy
statement for
owner signature
Check-in /
Veterinary
Station
Chipping:
Scanner /
chipping
equipment
Vaccinations
Rabies forms
and tags
Inside the Shelter
Office
Food
Supplier
– ordering
– purchasing
Shipping
– unloading
– storage
Distribution
– containers and carts
Water
Accessibility
– quality
– quantity
Distribution
– containers and carts
Computers
(on-line)
Printers
District 6 Animal Shelter Disaster Response Manual Page 15 of 188
Contact information
lists
IT: hardware and
software
Impound forms
Endo and ecto
parasite
control drugs
Food and water bowls
– cleaning
– sanitizing
– storage
Copier
Transportation
vehicles
Animals/personnel
supply errands
Photography
equipment
Thermometers
(ear
preferable)
Cages
Well ventilated (airline
carrying crates proved
stifling in Katrina)
- cleaning
- sanitizing
- storage
Fax
machine
Transportation
vehicles
Animals/personnel/
supply errands
Generators and
fuel
Collars/leashes
Muzzles
collars
leashes
Bedding
- laundry system
Scanner
Organized
storage
Disinfectants
hand sanitizer
cotton
paper towel
Organized
storage
Air conditioning
Ventilation
Fans
File
cabinets
Waste management
Plastic bag pickup
Underfeeding
Low residue diets
Dumpster/collection
service
Disinfectants / paper
towels
Desks
Chairs
Waste
containers
liners
Signage –
important!
Sink with
water/soap
Waste
containers
liners
Sources – supplies and equipment
A list of sources for veterinary supplies and equipment is included in the Appendix.
Pre-prepared forms and standard operating procedures (SOPs)
(Forms and SOPs used at LSU-EAS are in the Appendix)
Funding
Set up a reserve of funds
Conference
table
Chairs
District 6 Animal Shelter Disaster Response Manual Page 16 of 188
Set up accounts to accept donated funds
 Cash and checking account – in case there is no power: no credit card
transactions
 Credit card
Organization Resources
The following is a list of organizations and a brief description of the services they may
be able to provide during a disaster. Detailed descriptions about these organizations
can be found under Partners and Support Organizations.
American Kennel Club (AKC) www.akc.org
Funds to support shelter functions
American Society for the Prevention of Cruelty to Animals (ASPCA) www.aspca.org
Screen down-stream shelters
Funds for shipping
American Veterinary Medical Association (AVMA) www.avma.org
Offers an online disaster preparedness manual www.avma.org/disaster
Animal Control – consult local agency
Association of American Veterinary Medical Colleges www.aavmc.org
Federal Emergency Management Authority (FEMA) www.fema.gov
FEMA offers the following as part of its virtual on-line library
(http://www.fema.gov/library/anemer.shtm) offering the following resources;
Animals and Emergencies section
HSUS Video Ordering Information
Independent Study Courses on Animals in Disasters
The Role of the Wildlife Rehabilitator in Disaster Preparedness and Response
Through Hell and High Water: Disasters and the Human-Animal Bond
Humane Society of the United States www.hsus.org
Evaluation of needs
Funds to support shelter functions
Organization of out-of-state veterinary volunteers
International Fund for Animal Welfare (IFAW) www.ifaw.org
Rapid deployment of evaluators
Funds to support shelter functions
Skilled long-deployment staff to support core shelter operations
National Animal Poison Control Center
http://www.aspca.org/site/PageServer?pagename=pro_apcc
National Volunteer Organizations Active in Disasters www.nvoad.org
Skilled and non-skilled labor
Shelter personnel were unfortunately not aware of NVOAD during the Katrina/Rita response so
this resource was not used
District 6 Animal Shelter Disaster Response Manual Page 17 of 188
Noah’s Wish http://www.noahswish.org/
Pet Finders http://www.petfinder.org/ Lost pet matching service
Pet Harbor http://www.petharbor.com/ Lost pet matching service
Police – consult local agency
State Animal Response Teams (SART) http://www.sartusa.org/
State Veterinary Associations (Included under Additional Documents in this manual)
http://www.avma.org/careforanimals/animatedjourneys/aboutvets/membership.asp#2
United States Public Health Service (USPHS) www.usphs.gov
Skilled managers
Provide medical, veterinary, technical skills
Provide reliable extended deployment to individual shelters/situations
United States Department of Agriculture (USDA) / Animal Care (AC)
http://www.aphis.usda.gov/ac/
Veterinary Medical Assistance Teams (VMAT) http://www.vmat.org/
Evaluation of needs/provide advice
Veterinary manpower assistance
Emergency veterinary function
Can be rapidly redeployed to upstream emergency needs
Incident Command System (ICS)
The Incident Command System is a standardized management tool for meeting the demands
of small or large emergency or non-emergency situations. It evolved following a series of
catastrophic fires in California's urban interface in the 1970s when it was determined that
response problems were far more likely to result from inadequate management
than from any other single reason. The ICS represents "best practices" and has become the
standard for emergency management in the U.S.
The ICS is a key element of the National Incident Management System (NIMS). As stated in
NIMS, “The ICS is a management system designed to enable effective and efficient
domestic incident management by integrating a combination of facilities, equipment, personnel,
procedures, and communications operating within a common organizational structure,
designed to enable effective and efficient domestic incident management. A basic premise of
ICS is that it is widely applicable. It is used to organize both near-term and long-term field-level
operations for a broad spectrum of emergencies, from small to complex incidents, both natural
and manmade. ICS is used by all levels of government – federal, state, local, and tribal –
as well as by many private-sector and nongovernmental organizations. ICS is also applicable
across disciplines. It is normally structured to facilitate activities in five major functional areas:
command, operations, planning, logistics, and finance and administration.”
The Incident Command System (ICS) is critical to the success of
emergency operations such as this. All managerial and volunteer
personnel involved in an emergency animal shelter should be familiar with
ICS.
District 6 Animal Shelter Disaster Response Manual Page 18 of 188
ICS Resource Center Home Page (FEMA)
http://training.fema.gov/EMIWeb/IS/ICSResource/index.htm
This is an excellent starting point to learn about the ICS structure. It contains links to the
following topics:
1. ICS Review Document
http://training.fema.gov/EMIWeb/IS/ICSResource/assets/reviewMaterials.pdf
This 23-page document provides a concise description of the ICS including definitions,
functions, organizational structure, position descriptions, etc. It is highly recommended.
2. ICS Training Materials and Opportunities http://training.fema.gov/EMIWeb/IS/ICSResource/ICSResCntr_Training.htm
The Emergency Management Institute (EMI) offers more than 40 independent study courses
for people who have emergency management responsibilities and the general public. For most
courses, you will need to download and print the materials. Others are interactive and can be
taken directly over the internet on the NETC Virtual Campus. Courses are free-of-charge.
Classroom courses available from the FEMA Emergency Management Institute (EMI):
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ICS-100: Introduction to ICS (EMI Course Number: IS100)
ICS-200: ICS for Single Resources and Initial Action Incidents (EMI Course Number:
IS200)
ICS-300: Intermediate ICS for Expanding Incidents (EMI Course Number: G300)
ICS-400: Advanced ICS Command and General Staff—Complex Incidents (EMI Course
Number: G400)
Independent study courses
Link to FEMA Independent Study Program Course List –
http://training.fema.gov/EMIWeb/IS/crslist.asp
The following independent study courses may be of particular interest to those involved in
emergency animal centers (the course descriptions are taken directly from the FEMA website)
FEMA Independent Study Program:
IS-10 Animals in Disaster, Module A: Awareness and Preparedness
The purpose of this course is two-fold. Module A is intended to increase awareness and
preparedness among animal owners and care providers. It includes sections on typical
hazards, how these affect animals and what can be done by responsible owners to reduce the
impact of disasters. It is also intended to help animal owners, care providers and industries to
better understand emergency management. Module A will heighten awareness of the special
issues that emergency managers need to consider when incorporating animal-care annexes
into their emergency operations plans.
FEMA Independent Study Program:
IS-11 Animals in Disaster, Module B: Community Planning
District 6 Animal Shelter Disaster Response Manual Page 19 of 188
Module B is intended to guide emergency management officials and animal owners, care
providers, and industries in preparing community disaster plans. The goal of Module B is to
provide sufficient information for both groups to meet and develop meaningful and effective
plans that improve the care of animals, their owners, and the animal-care industries in
disasters. This course provides the basic background knowledge needed to develop a
coordinated response to a disaster in which animals and their owners are affected. Further
training with local or State emergency management programs is essential.
FEMA Independent Study Program:
IS-111 Livestock in Disasters
This independent study course is for farmers, extension agents, emergency managers and
others who have interests in the livestock industry. It describes the various hazards that
animals can face and how to mitigate them, as well as how to respond to an actual disaster.
The livestock industry is a multi-billion dollar business that provides food for the American
people as well as those overseas. It is important to insure our livestock are safe from hazards
and will not suffer from the effects of hazards. This course can be downloaded from the
Independent Study website and the test can be completed and submitted online.
FEMA Independent Study Program:
IS-100 Introduction to Incident Command System, I-100
ICS 100, Introduction to the Incident Command System, introduces the Incident Command
System (ICS) and provides the foundation for higher level ICS training. This course describes
the history, features and principles, and organizational structure of the Incident Command
System. It also explains the relationship between ICS and the National Incident Management
System (NIMS).
FEMA Independent Study Program:
IS-1 Emergency Manager: An Orientation to the Position
This independent study course provides an introduction to Comprehensive Emergency
Management (CEM) and the Integrated Emergency Management System (IEMS). Included is
an in-depth look at the 4 phases of comprehensive emergency management: mitigation,
preparedness, response, and recovery. The text is accompanied by illustrations, diagrams, and
figures. In most units, there are worksheets, exercises, and tasks to complete.
FEMA Independent Study Program:
IS-244 Developing and Managing Volunteers
This course is for emergency managers and related professionals working with all types of
volunteers and coordinating with voluntary agencies. The course provides procedures and
tools for building and working with voluntary organizations. Topics include:
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Benefits and challenges of using volunteers
Building a volunteer program
Writing job descriptions
Developing volunteers through recruitment, placement, training, supervision and
evaluation
Coordinating with voluntary agencies and community-based organizations
Special issues including spontaneous volunteers, liability, and stress
District 6 Animal Shelter Disaster Response Manual Page 20 of 188
Related Courses (see
http://training.fema.gov/EMIWeb/IS/ICSResource/ICSResCntr_Training.htm
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Incident Command System (ICS) 100 Training: Provides training on and resources
for personnel who require a basic understanding of the Incident Command System
(ICS).
Incident Command System (ICS) 200 Training: Provides training on and resources
for personnel who are likely to assume a supervisory position within the Incident
Command System (ICS). The primary target audiences are response personnel at the
supervisory level.
Introduction to the National Incident Management System (NIMS) (IS-700):
Provides training on and resources for the National Incident Management System
(NIMS). NIMS provides a consistent nationwide template to enable all government,
private sector, and nongovernmental organizations to work together during domestic
incidents.
Introduction to National Response Plan (NRP) (IS-800): Provides training on and
resources for the National Response Plan (NRP). The NRP specifies how the
resources of the federal government will work in concert with sate, local, and tribal
governments and the private sector to respond to incidents of national significance. The
NRP is predicated on the National Incident Management System, or NIMS. Together
the NRP and the NIMS provide a nationwide framework for working cooperatively to
prevent or respond to threats and incidents regardless of cause, size, or complexity.
3. ICS Position Checklists (checklists of roles and responsibilities of ICS positions; can be
downloaded as Word or pdf documents):
ICS Forms - http://training.fema.gov/EMIWeb/IS/ICSResource/ICSResCntr_Forms.htm
http://training.fema.gov/EMIWeb/IS/ICSResource/ICSResCntr_Checklists.htm
organization has made the commitment though to just focus on disaster relief work for
animals. That's the void
District 6 Animal Shelter Disaster Response Manual Page 21 of 188
Operational Phase
Command center overview
Task, function or purpose
 Serve as a meeting room for IC staff for planning
 Establish communications
 Set up office for operations
 Site of storage of information related to incident
 Briefing room for other agencies and groups
 Organizational setup
Incident Commander
Task, function or purpose
 Establishes an Incident Command Post
 Establishes mission statement
 Establishes immediate goals
 Liaison between overall IC
 Supervises planning meetings
 Ensures incident safety
 Coordinates and approves activities of command and general staff
 Approves the release of information to the public
 Approves and implements the Incident Action Plan of the Day
 Coordinates the end of the incident
Command center coordinator
Task, function or purpose
 Assists with the administrative needs of the incident commander
 Answers command center phones, screen calls and direct to the appropriate person
 Faxes daily situation reports
 Copying
 Creates filing system; filing
 Routes donations to the financial officer
 Coordinates building maintenance
 Processes out-of-state veterinarian applications
 Order food and beverages
 Arrange linen service
 Records minutes of daily meetings
 Makes pet shipping arrangements for pet owners in surrounding areas
 Locates foster care for exotic pets
 Coordinates animal pick up with animal control
 Supplies information to owners about their pets
 Organizes document binder of standard operating procedure for all areas
Staffing requirements
 Two people (ideally)
District 6 Animal Shelter Disaster Response Manual Page 22 of 188
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One person’s primary duty would be to answer the phones; the second person would
screen and direct information to the appropriate person, assist the incident commander
and perform the other required tasks
Equipment needs
 phone
 computer
 walkie-talkie
 copy machine
 basic office supplies
Operational needs
Important phone numbers to have readily available (home and cell numbers)
 Incident Commander
 The local state veterinarian office
 The local animal shelter
 Foster/adoption coordinator
 Front desk
 Supplies
 Receiving
 Finances
 Operations
 Volunteers
 Facilities
 Media
 Information technology
 Triage
 Local veterinarians in area
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Form or notebook to log incoming calls
 Intake form for out-of-state veterinarians
 SOPs for all shelter areas
 Uniform phone list (rolodex)
 Organizational chart
 List of shelter area leaders, their primary responsibilities and their contact information
Organization and flow diagrams
 Incident command organization chart
Things that could be set up ahead of time
 Organizational chart
 Forms
 Social worker contacts for advice on how to convey delicate information to pet owners
The LSU Experience: Command Center (control + left click to follow the link or see The LSU
Experience section)
District 6 Animal Shelter Disaster Response Manual Page 23 of 188
Public information officer
Task, function or purpose: Communications between animal shelter and media (newspaper,
radio, television) regarding shelter activities and needs
 Write and distribute all media bulletins
 Coordinate media interviews
 Coordinate media bulletins with appropriate authorities (state veterinarian, USDA, CDC,
etc.)
 Establish shelter website
Operational tasks
 At least one media person must attend daily briefing sessions to get current information
 List contact information (phones, email) for primary media contact on website
 Post media contact information and protocols around the shelter (including photos of
official media spokespersons)
 Establish list of veterinarians, technicians and others that can speak to the media as the
situation unfolds
 Establish list of contact information for all media that call, email, or conduct in-person
interviews and create a media database
 Keep a list of media contacts, the date of contact and the type of interview (telephone,
email, on-camera)
 Send weekly updates to appropriate agencies
 Meet daily with shelter webmaster to communicate information to be added
Staffing requirements
 Designate at least two spokespersons (primary and secondary)
 Volunteers should be discouraged from speaking to the media unless the designated
media contact is also present
Equipment needs
 Phones
 Computers
 Internet access
 Basic office supplies
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Poster with photos and contact information for media contacts to be posted around the
shelter
Things that could be set up ahead of time
 Identify potential media spokespersons; obtain their contact information (including
home and cell phone numbers) and keep on file
Safety officer
Task, function or purpose: To provide the very best care for the animals in an emergency
animal shelter (EAS) by ensuring a safe operating environment for all EAS personnel.
Goal: The EAS safety officer must (1) identify all potential safety hazards (2) communicate and
train all EAS personnel in the appropriate procedures that will mitigate their exposure to these
District 6 Animal Shelter Disaster Response Manual Page 24 of 188
hazards (3) monitor EAS personnel’s compliance to these procedures, and (4) to report to the
incident commander any safety “deficiencies” that are not immediately corrected
Operational needs
 The EAS safety officer needs access to and support from the following personnel: (1)
the incident commander, (2) the on-site EAS facility manager, (3) the EAS security
liaison, (4) the EAS volunteer services liaison, and (5) the off-site institutional safety
department
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The EAS will generate hazardous chemical waste and biomedical waste. This
waste must be disposed of properly and those arrangements must be made before the
EAS becomes operational
The EAS must have dedicated security on-site 24 hours a day
Staffing requirements
 The EAS safety officer provides on-site day-to-day (8:00 am to 5:00 pm) safety
oversight
 After hours (5:01 pm to 7:59 am) safety oversight is provided by volunteers as
designated by the incident commander
Equipment needs
 Communications equipment (cell phone push-to-talk or two-way radio)
 Access to IT services for Internet access and/or work processing
Records, forms, checklists, SOPs (Standard Operating Procedures)
 A safety standard operating procedure (SOP) should be written and distributed. This
document may contain a daily checklist, safety contact numbers, and training “handout”
information
Organization and flow diagrams
 Safety operational flow chart
Things that could be set up ahead of time
 The safety SOP should be written and used in a table top exercise to reveal any
deficiencies before being used in an actual EAS event
Information sources
 Safety manuals, safety protocols, and safety SOPs from veterinary hospitals or from
university veterinary teaching hospitals are invaluable sources of information.
The LSU Experience: Safety (control + left click to follow the link or see The LSU Experience
section)
Liaison officer
The duties of the liaison officer include:
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Attend daily meetings of shelter management
Report developments of interest from state incident command center meetings
Attend daily state incident command center meetings*
District 6 Animal Shelter Disaster Response Manual Page 25 of 188
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Report on situation at shelter
Daily reports to SART command*
Timely communication with state board of veterinary medicine
Develop shelter protocol to meet temporary license requirements
Timely communication with state veterinary medical association
* Time and distance barriers may make daily physical attendance difficult; provision should be
developed at the state incident command center for teleconferencing
Operations Section
Animal operations manager
Task, function or purpose
 Operations encompasses all the core functions related to animal admission, care while
at the shelter, and disposition (release to owners, transfer to remote shelters, adoption)
Dog management
 Feeding and watering
 Walking (twice a day)
 Bathing and grooming
 Cleaning bowls, kennels
 Medical treatment if needed
Cat management
 Feeding and watering
 Bathing and grooming
 Cleaning bowls, kennels
 Medical treatment if needed
Non-domestic and pocket pets management (birds, hamsters, rabbits, guinea pigs, ferrets,
etc.)
 Feeding and watering
 Bathing and grooming
 Cleaning bowls, kennels
 Medical treatment if needed
 Fostering to available and competent rescue groups
Front desk management
 Admissions and releases
 Owner visitation check-in and check-out
 Coordinate entrance and exit veterinary examinations and microchipping
 Information venue for public
 Volunteer check-in and check-out
 Communication with command center
 Fostering
Veterinary services
 Oversee all veterinary examinations
District 6 Animal Shelter Disaster Response Manual Page 26 of 188
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Medical decisions
Train incoming veterinarians and assign work areas or tasks
Work closely with scheduling of veterinarians and veterinary technicians and place in
locations where needed
Admission physicals microchip; photograph; start record
Endo and ecto parasite control
Animal health monitoring
Exit physicals
Triage
Transfer to other veterinary facility
Operational needs
 Separate areas for large and small dogs, if possible
 Separate quarantine / isolation area for sick animals
 Separate quarantine area for animals under observation for biting
 Separate quiet area for fractious cats (controlled access)
 Separate area for aggressive dogs (controlled access)
 Foster non-domestics due to special needs (identify qualified rescue groups)
Staffing requirements
 Operations manager
 Front desk manager
 Front desk volunteers – number dependent on work load
 Runners (to transfer animals to and from kennels and perform other tasks)
 Veterinary services manager
 Veterinarians to head designated areas (dog, cat, non-domestic, admissions, triage,
isolation)
 Veterinarians to assist in designated areas
 Veterinary technicians
 Animal behaviorist
 Psychologist or social worker for personnel and owner issues
 Volunteers to feed, water, clean kennels, and walk dogs
Equipment needs
 Tables
 Computers and access to shelter database (with restrictions)
 Copy machine
 Basic office supplies
 Phones
 Wagons, carts
 Cages, kennels,
 Food / water bowls
 Dog / cat / bird / other pet foods
 Special needs foods
 Buckets, mops, rags, other cleaning equipment
 Cleaning products, disinfectants
 Hoses and washtubs
 Hot water source
 Protective gear (gloves, boots, etc.)
 Kitty litter
 Leashes, muzzles
District 6 Animal Shelter Disaster Response Manual Page 27 of 188
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Gallon plastic water cartons
Brushes, combs
Clippers
Medications (see Triage section for recommendations)
Shampoos
Cage dryer
Towels
Bedding materials
Dog / cat beds
Cat hide boxes
Portable fencing
Food storage bins
Records, forms, checklists, SOPs (Standard Operating Procedures)
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Admission Form
Admission SOP
Rescued Pet Admission Form
Lost Pet Owner Information
Permission for 2nd Party Pick Up
Assumption of Risk Form
Owner Log–in Form
Organization and flow diagrams
 Operations Organizational Chart
 Front Desk Flow
The LSU Experience: Animal operations (control + left click to follow the link or see The LSU
Experience section)
Adoptions and Fostering
Task, function or purpose
 Liaison with local animal shelters
 Arrange placement of animals relinquished for adoption by their owners
 Organize and host foster-day events for placement of un-owned pets (e.g. rescues) and
pets that have been temporarily relinquished by their owners; coordinate volunteers to
assist
 Develop adoption contracts appropriate for the situation
Staffing requirements
 Volunteer coordinator with shelter experience and familiar with adoption procedures
 For full coverage, a minimum of two volunteers daily to divide a 12-hour day into two 6hour shifts; alternatively, a published schedule of limited hours
 Four volunteers per shift that understand the screening process and know how to look
for the red flags. Four volunteers could work in pairs so one is always manning the
adoption desk while the other takes an adopter through the animal release process
Equipment needs
District 6 Animal Shelter Disaster Response Manual Page 28 of 188
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Access to a quiet room for telephone communications, etc; working phone
Computer and access to the shelter database to obtain information on animals/owners
and to keep foster information
Copy machine
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Policy on Local Adoption
 Animal Adoption Information Sheet
 How to Find a Foster Home
 Questions for Fosters and Owners
 Owner–Foster Contract
Things that could be set up ahead of time
 Volunteers should be made aware of the adoption policies (this should be a written
document that is included in a New Volunteer Information Packet that volunteers
receive before they start or on their first day
 If adoptions are to be held locally, the specifics as to when and how to apply and when
and how adoptions will be carried out, should be developed
 Specific areas should be designated as places to go to receive updates from the
command center or the area supervisors
The LSU Experience: Adoption (control + left click to follow the link or see The LSU
Experience section)
Animal Health Issues
Daily care of the shelter animals should be done according to the Animal Welfare Act
standards with respect to housing, daily observation, nutrition, storage of food and supplies,
availability of water, and exercise to the extent possible.
A potential problem may be the crate sizes available for containing the animals, especially
large dogs. The largest wire crates available may not provide the minimum space
requirements for large breed dogs. These animals should receive longer or more frequent
periods of exercise unless there is a reason not to (extreme weather, health status, etc.).
Animals may arrive with a variety of pre-existing medical problems – both known (reported by
owners) and unknown. Problems likely to occur include:
stress-related behaviors
bites
aggression
infectious diseases (e.g. cat respiratory viruses)
heartworm
flea problem / environmental infestation
skin problems
eye problems
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Interim Guidelines for Animal Health and Control of Disease Transmission in Pet
Shelters
 Animal Care Sheet
District 6 Animal Shelter Disaster Response Manual Page 29 of 188
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Medication Log
Dog and Cat Vaccine and Endo- and Ectoparasite Control SOP
Bite Protocol
Release Form for Bite Quarantine Animal
The LSU Experience: Animal Health Issues (control + left click to follow the link or see The
LSU Experience section)
Animal shipping
Task, function or purpose: Placement of unclaimed animals in remote shelters that agree to 1)
place pets in appropriate foster homes or hold them for a designated time and 2) facilitate
reuniting pet and owner
 Identify partner shelters and rescue groups (we advise working only with groups that
have established systems to foster and track animals, due to transport regulations and
also to facilitate easier owner-pet re-uniting. Shelters within less than 10 hours driving
distance are preferred; for shelters > 10 hours, request two drivers to avoid an
overnight layover.
 Coordinate ASPCA approval of receiving shelters
 Develop shelter contract
 Develop shelter-foster contingency adoption / fostering agreement
 Develop exit / record handling procedures
 Identify animals to ship (ship animals from same household to same shelter)
 Arrange appropriate transport following the guidelines in the Animal Welfare Act or if
necessary, the minimal guidelines in the shelter agreement addendum.
 Arrange for suitable transport kennels
 Coordinate exit examinations and loading
 Follow up to confirm safe arrival
 Communicate disposition of individual animals to Information technology (IT)
Operational needs
 Knowledge of Animal Welfare Act regulations, especially those that pertain to shipment
and intermediate handlers (see Animal Welfare Act Specifications for the Humane
Handling, Care, Treatment, and Transportation of Dogs and Cats (Title 9, Chapter I,
Part 3, Subpart A)
 Knowledge of Department of Transportation (DOT) regulations for vehicles and drivers
 Establish a firm cut-off date for animal pick-ups, fostering or adoptions so the number of
animals that need to be placed does not keep changing
 Establish acceptable practices (vs. ideal) for disaster situation if necessary
 Shipping arrangements should be the responsibility of the emergency shelter to insure
that appropriate vehicles are utilized and regulations followed
 Funds should be available for shipping; it should not be expected that this will be done
gratis
 Staff and transport personnel willing to load animals late at night or early morning in
disaster areas where there is high ambient temperature and high humidity
Staffing requirements
 Manager to negotiate with shelters and transporters and oversee all functions
 Records coordinator to arrange staging of exit physicals and paperwork
 Supervisor for supplies and loading
District 6 Animal Shelter Disaster Response Manual Page 30 of 188
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Logistical support (someone knowledgeable of above operational needs)
Extra volunteers to assist with exit process on day animals are shipped out
(experienced handlers preferred)
Behaviorist to establish profiles of each animal and evaluate animals for “adoptability”
(ideal situation)
Equipment needs
 Phones
 Walkie-talkies
 Internet access
 Computers / printers
 Copy machine
 Basic office supplies
 Pet ID collars
 Microchip equipment (reader and microchips)
 Animal restraint devices – leashes, muzzles, towels, gloves, etc.
 Medications and supplies (syringes, needles) for chemical restraint
 Pill pockets for meds given during exit physicals (e.g. flea pills)
 Transport kennels (various sizes) and quick-release cable ties
 Gurney
 Fork lift
 Climate-controlled animal transport vehicles operated by licensed intermediate handlers
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Animal Welfare Act Specifications for the Humane Handling, Care, Treatment, and
Transportation of Dogs and Cats (Title 9, Chapter I, Part 3, Subpart A
 Shelter Agreement
 Contingent Adoption / Foster Care Agreement
 Exit Protocol
 Exit Stations
 Pre-Shipment Release Form
 Animal Records Copying Instructions
 Records Checklist for Animal Shipping
 Special Needs Flyer
 Instructions and Emergency Contacts for Drivers
 Biosecurity for Your Newly Fostered / Adopted Animal
 Checklist for Domestic Commercial Airline Shipments of Companion
Animals
 Creating a Loading Plan
Things that could be set up ahead of time
 Identify partner shelters within range of the potential disaster area and establish written
agreements. Formal contracts should use appropriate legal terminology.
 Electronic record systems and animal record forms
 Identify licensed intermediate handlers to transport animals; maintain a list of contact
information, fees, and the type(s) of vehicles available, including actual dimensions
Information sources
 Animal Welfare Act
 ASPCA
 IFAW
District 6 Animal Shelter Disaster Response Manual Page 31 of 188
The LSU Experience: Animal Shipping (control + left click to follow the link or see The LSU
Experience section)
Public health issues
Animals housed in temporary shelters are cared for by numerous volunteers with a wide range
of experience, skills, and abilities. Many volunteers have no or little experience with fearful or
aggressive animals. Volunteers may be bitten as they rush to remove an animal from a crate
or take it from someone else. Procedures should be in place for unskilled volunteers to receive
training in animal handling and safety.
Please see The Role of the Public Health Service in the Preparation Primer section and also
The LSU Experience: Public Health Considerations
Triage
Task, function or purpose
 To evaluate and treat sick animals on initial presentation to the shelter or that become
ill while at the shelter
Organization
 For heavy patient load: 2 veterinarians and 2 technicians working12-hour shifts. Also
one kennel staff to clean cages and area, walk dogs, and force feed cats. When fewer
animals are being admitted to the shelter, only 1 veterinarian and 1 technician may be
needed per shift.
 Patient rounds held between changing shifts to familiarize the relieving veterinarians
with cases.
 List of supply and drug needs provided to triage coordinator daily
 Cases requiring care beyond the resources of the shelter are communicated to the
coordinator who identifies appropriate facilities, arranges transport and attempts to
notify owner (not always possible to locate owner). A copy of the animal information
sheet, medical records and lab work are sent with the animal.
 Maintain medical records / treatment sheets
 Triage is only for animals requiring intensive treatment or observation; simple medical
problems (e.g. oral medications BID) are treated by the attending veterinarians in the
wards although the triage area may serve as the location for the central pharmacy.
Staffing requirements
 Triage coordinator: lead veterinarian responsible for organizing the triage, getting drugs
and supplies and acting as the sole liaison for transferring patients to other veterinary
facilities as needed; 12hour-shift and on-call if only one person
 Veterinarians: examine and treat sick or injured animals on presentation to the shelter
or animals that became ill during their stay
 Veterinary technicians: assist veterinarians with examinations and treatments
Equipment and supply needs: The following tables are intended as a guide. Needs will vary
with the type and scope of disaster and the final selection is at the discretion of the veterinarian
in charge
District 6 Animal Shelter Disaster Response Manual Page 32 of 188
Triage Drugs and Supplies
Triage Table 1
ANTIBIOTICS
Clavamox pill
and liquid
LOTS
doxycycline pill
and liquid LOTS
azithromycin
LOTS
Tribrissen
Gentocin
cephalosporins
pill and inj
tetracycline
Antirobe pill
and liquid
Flagyl pill and
liquid LOTS
Baytril pill and
inj LOTS
amoxicillin pill
and inj LOTS
CARDIAC /
RESPIRATORY
DRUGS
Torbutrol pill
and inj
STEROIDS
NSAIDS / PAIN
SEDATIVES*
prednisone oral
and inj LOTS
Metacam
acepromazine
oral and inj
Terbutaline pill
and inj
aminophylline
pill
spironolactone
(1)
Lasix oral and
inj LOTS
nitroglycerin
ointment
Enalapril
digoxin 0.125mg
Depomedrol
Rimadyl
Dormitor LOTS
Solu Delta Cortef
Etogesic
Antisedan
prednisone oral
and inj LOTS
Depomedrol
Dermaxx
ketamine
Ascriptin
valium
Cosequin
* LOCK BOX
lidocaine
ANTIOXIDANTS
atropine
SAMe
BEHAVIORAL
DRUGS
Elavil
diltiazem
Actigall
Prozac
amlodipine
baby aspirin
epinephrine
dobutamine
doxapram
omega 3 FA
Vit E
aspirin
District 6 Animal Shelter Disaster Response Manual Page 33 of 188
Triage Table 2
MISC
Florinef
mannitol
activated
charcoal
heparin inj
euthanasia
solution (Lock
Box)
itraconazole
cryproheptadine
DERM / EAR
fly strike
repellent
benadryl oral
and inj LOTS
flea and tick
products
ivermectin
LOTS
Revolution
LOTS
EYE
DEWORMERS
Optimune LOTS Drontal plus
IV FLUIDS
LRS LOTS
eyewash LOTS
Panacur
artificial tears
LOTS
tetracycline
ointment LOTS
triple ab
ointment LOTS
pyrantel
pamoate
Albon
0,9% Nacl
LOTS
0.45% / Dextrose
a few not lots
hespan
INSULINS
ELECTROLYTE
MINERAL
Mitoban dip
(amitraz)
steroid ointment
and solution
LOTS
oral lysine
regular
potassium oral
and inj
nph
calcium oral and
inj
flu stain LOTS
pzi
dextrose
Oxyglobin a few
ear cleaners
Otic Clear; OtiCalm etc.
silver
sulfadiazine
Cerumite
oxygen
Otomax
Amphogel
Baytril otic
Soloxine
Tapazole (1)
Otic Domeboro
Chlorhexaderm
shampoo
clotrimzole
Imuran
phenobarbitol
oxytocin
disinfectants –
e.g.
chlorhexidine
dog / cat
vaccines
miconazole
shampoo
conofite
topical steroid
spray
betadine
NSAID drugs
LOTS
glaucoma meds:
Xalatan
Daranide
Pilocarpine
Timopti
optimune LOTS
eyewash LOTS
artificial tears
LOTS
tetracycline
ointment LOTS
triple ab
ointment LOTS
steroid ointment
and solution
LOTS
Vit B
NUTRITIONAL
SUPPLEMENTS
Vit K
Nutrical
sodium
bicarbonate
taurine
L-carnitine
Cat laxative
Puppy / Kitten
milk replacer
Baby food
various
prescription diets
District 6 Animal Shelter Disaster Response Manual Page 34 of 188
Triage Table 3
GI DRUGS
Pepsid oral and
inj
WOUNDS
impregnated
sterile water
pads
antibiotic
ointment pads
Carafate
collagen pads
Peptobismol
Nexaban
Endosorb
liquid skin
wound closure
lactulose
medicated skin
wipes
tylosin
alcohol LOTS
Propulsid
betadine scrub
and solution
LOTS
Novalsan LOTS ophthalmology
text
table disinfectant LAB
LOTS
sulfasalazine
Lomotil
Viokase
Reglan oral and
inj
Kaopectate
fiber
sterile water
LOTS
BOOKS
Veterinary
Internal Medicine
(Ettinger)
Current
Veterinary
Therapy
infectious
diseases
(e.g.Greene)
emergency
medicine (eg
Kirk)
Pharmacy drug
doses book (e.g.
Plumb)
atlas (pictures)
for parasitology
SUPPLIES
alcohol
cotton – roll and
balls
tongue
depressors /
cotton tip
applicators
syringes and
needles – all
sizes
feeding tubes
IV catheters;
butterfly
catheters
clinical pathology gauze sponges
(e.g. Duncan &
and roll gauze
Prasse)
anesthesia text
Vet Wrap / white
tape
microscope
slides / cover
slips
quick stains
fecal flotation
solution
mineral oil
immersion oil
urinalysis dip
sticks
heartworm
antigen tests
FeLV / FIV tests
EQUIPMENT
sterile packs for
wounds / minor
surgery
microscope and
replacement
bulb
complete blood
count and
chemistry panel
analyzer (Iddex)
portable Xray
(ideal)
portable
ultrasound
(ideal)
laryngoscope
oxygen; oxygen
masks
tonopen
splints / cast
material
biohazard bags /
sharps
containers
pill pushers
endotracheal
tubes
gas anesthesia
machine (ideal)
pill pockets dog
and cat
can openers
clippers and
blades
centrifuge
gloves, masks
cleaning
supplies – mops
etc.
puppy / kitten
nursers
Elizabethan
collars
leashes /
muzzles
refractometer
small refrigerator
microchip
scanner
catch pole
fans / extension
cords
calculators
District 6 Animal Shelter Disaster Response Manual Page 35 of 188
Parvo tests
dermatology:
skin scrape
(blades), DTM
media
schirmer tear
test; fluoroscein
stain
office supplies
fecal loops
heating pads
scale
vials for
dispensing meds
thermometers
ophthalmoscope
otoscope
IV drip stand
Things that could be set up ahead of time
 A mobile veterinary unit could be sent on day one and then a triage hospital set up over
the next few days.
 Scheduling of veterinarians and vet techs needed in advance.
 Prior arrangements with other veterinary facilities that might be needed for complicated
cases or that require specialized diagnostic or other equipment.
 Identify multiple sources for equipment, supplies, and medications as demand may
exceed mobile unit and local resources. Develop lists of veterinary supply companies
and local / regional veterinary practices. Place these sources on alert (“pre-order”) prior
to the event if it can be anticipated.
The LSU Experience: Triage (control + left click to follow the link or see The LSU Experience
section)
Facility / Facility manager
Task, function or purpose
 Develop facility plan that addresses animal and human needs, security, and safety
 Develop approved floor plan design in coordination with the safety officer (may also
need Fire Marshal approval)
 Develop a security plan to include exterior posts with security placement – to include
hours of operation for the facility.
 Schedule facility staff – uniformed identification for advancement into facility and other
secure areas (armbands or security tags)
Operational needs
 Phone lines
 IT lines
 Electricity
 Security system – to include the involvement of your local police department or military.
Need to have someone contact Military Operations prior to event so that the facility is
put on a list for military assistance. We needed this for support of the facility because
local forces were stretched on other tasks.
 Maintenance (cleaning, garbage removal, etc.)
Depending on age of building and location of needs this may be a timely process – will
need plenty of warning to prepare for such tasks.
Staffing requirements
District 6 Animal Shelter Disaster Response Manual Page 36 of 188
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One key person in charge to make decisions and coordinate with other section leaders
Office support to answer phones and process requests
Maintenance coordinator to assess needs and schedule staff
Maintenance personnel (number will vary with size of facility and disaster-use needs)
Electrician and plumber on site to assist in all maintenance type needs that may arise.
Equipment needs
 Generators – insure facility can take additional voltage, etc.
 Cleaning supplies
 Fire extinguishers and fire exits to be well-marked and publicized for both staff and
volunteers
 Fans (or portable cooling/heating units) – insure facility can maintain the extra pull of
electricity – may need to acquire additional voltage boards. Extra cooling units may
need to be planned for logistic purposes. The use of fans also posed problems with
extension cords and other electrical issues. Having a portable cooling unit may be a
better operation if the facility being used logistically cannot support cords, etc.
 Fencing
 Additional storage units for supplies (e.g. trailers) – make sure ample space is available
for storage of supplies – may need refrigerated trailers for medical supplies or food
items
Records
 All records will be developed internally for use – items may vary depending on facility
and their need
 Cost records, supply records, overtime hours of crew and staff, and additional needs
noted for next crisis may be a few forms that need to be developed prior to facility
operations
Flow diagrams
 The facility coordinator/manager should be placed above her/his immediate staff and
then placed on the top of any additional flow charts for the emergency shelter.
However, all military personnel, police involvement would then potentially change this
flow.
Things that could be set up ahead of time
All items for this section regarding the facility will need to be touched on before the first
volunteer, staff or animal enter into the building. I know this is possible for hurricanes and
such, but for immediate disasters, it calls for an established plan to be developed and ready for
action:
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Main operations of the facility – how things will run
Interior and exterior security of animals and humans
Electrical needs
Plumbing needs
Storage needs
Phone and IT needs
Facility Needs – rooms, offices, equipment, supplies, etc. Floors and surrounding
areas may need to be covered in order for use.
Need to treat all animals for infestation issues (fleas). Treatment should be done
numerous times if the animals are in the same areas for extended periods of time.
Information sources: The LSU AgCenter
District 6 Animal Shelter Disaster Response Manual Page 37 of 188
The LSU Experience: Facility Manager (control + left click to follow the link or see The LSU
Experience section)
Information technology / IT manager
Task, function or purpose
 To track the arrival of an animal to the shelter, its movement through the facility and its
disposition upon leaving the shelter
 Establish and maintain records in hard copy and digital formats
 Gather information from each section; update as needed (intake, release, stall change,
triage check in/out forms)
Front desk (intake and release)
Dog section(s)
Cat section(s)
Triage
 Track other information
Owner check-in/out
Volunteer check-in
 Data entry
 Filing
 Record modification
 Modification of folders
 Digital images
Take images of all animals
Any rescued animals must have good face and body shots with emphasis on
distinctive characteristics
 Preparation of reports
Census
Section Inventories
Dogs
Cats
Triage
Animal shipping docket
Animal shipping report
Staffing requirements: Number and type of staff
The number and type of staff is determined by the expected size of the shelter. Initially, there
may be a need for an increased number of personnel to deal with the initial influx of animals.
50 – 500 animals in shelter
1 – IT professional (mid morning – mid afternoon)
2 – Data entry (1 – morning, 1 – afternoon)
1 – Filing (afternoon)
500 – 1000 animals in shelter
2 – IT professionals (1 – morning, 1 – afternoon)
3 – Data entry (1 – morning, 2 – afternoon)
2 – Filing (1 – morning, 1 – afternoon)
Runners – as needed
1000 – 2000 animals in shelter
2 – IT professionals (1 – morning, 1 – afternoon)
1 (or more) on call
4 – Data entry (1 – morning, 3 – afternoon)
District 6 Animal Shelter Disaster Response Manual Page 38 of 188
2 on call
3 – Filing (1 – morning, 2 – afternoon)
Runners – as needed
Staffing placement: position description
 IT professional: Individual with the experience and knowledge to run, update, modify,
and provide information based on all the systems used in the facility
 Data entry: Capable of reliably entering data into the database from paper copy,
modifying records, diagnosing problems with records, an understanding of the filing
system, ability to search records when needed, and a desire to insure the security of
the records
 Filing: As needed to keep up with flow. Ability to make file folders, keep up with
organization, modify records in file folder, and insure the security of the records
 Runners: Ability to transport information to different stations or lookup/verify cage
information as needed
IT Room Organization
 Physical location for master copy of animal records (intake and release)
 All animal and owner records stay in this section during the entire process. Can be
removed for administrative or medical reasons ONLY. A sign-out sheet must be filled
out by the administrator or doctor who removed the record to include: name on record,
their name, reason and time of removal
 Physical location of reports (bite reports, theft of animal, euthanasia and death, etc.)
File Cabinet Organization
Owner Record – Alphabetically by last name
Contents
 Original Sign-in Paperwork
 Original Impound Ticket, beige
 Animal Information Sheet
Labeling: Owner name (Last name first) and contact information (phone numbers,
email, and physical address)
Animal Record – ordered by impound number
Contents (as much as is available; gradually most of this information will be collected
on each animal)
Included upon intake:
 Impound ticket, white
 Polaroid
 Original SOAP (subjective, objective, assessment, plan)
Included upon Release:
 Adopter/transport Information
 Shipping docket
 Pre-shipment release form
 Special needs form
 Vaccination certificate
 Daily medication sheets
 Daily feed sheets
 Cage card
 Rabies certificate
 Any extra documents
Labeling: Impound Number and owner name (last name first)
District 6 Animal Shelter Disaster Response Manual Page 39 of 188
Contracts – ordered alphabetically by shelter/adopter
Contents
 Adoption contract
 Animal information sheet
Labeling: Each folder will be labeled with the name of facility or adopter and the date the
contract was signed.
Color Coding – on each animal file
 In facility (No color)
 Released (color 1)
 Transported (color 2)
 New facility
 Foster/adopt (color 3)
 Transported to clinic for medical care (colored index card, or sheet, attached to
folder)
 Note: If the facility needs the record, make a copy and leave the original in the main
file cabinet.
Tracking which records are removed from the file cabinet
 Only reasons to remove files: medical; administrative
 A “sign-out” sheet must be kept to include:
Animal’s name and Impound Number
Reason for removal
Name of individual who has removed the record
Contact number
Date and time of removal
Equipment needs
Computer equipment
 Server (database storage and/or file storage);Ideally this server will be housed “off-site”
and accessed via the internet
 Laptops
Data entry
Searching record
Administrative document and form creation
Helping the public search Pet finder
 Printers (laser if possible; inkjet if needed); color and black and white
 Internet access (If available); network hardware (any or combination of)
Wired router
Wireless router
Wireless Range Extender
Wireless Print Server
 Internet activity
If available to “piggy-back” onto a service like LSU, will insure support and
security
DSL or cable access at minimum.
Dial-up requires reliability on telephone system and is to slow to manage the
quantity of data transferred during this type of operation
Satellite if available or required; expensive but reliable
 Sheet feed scanner (to digitize documents post mortem)
 UPS battery backup (depending on size and security concerns)
 Label printer (or handwritten labels)
District 6 Animal Shelter Disaster Response Manual Page 40 of 188
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Database
Microsoft Access (local)
SQL (internet based, higher security)
Communication Medium
Hand held radio
Nextel
Cell phone
VoIP – “Voice Over Internet Protocol”
Office Equipment
File cabinets (as many as needed)
Desks
Chairs
Copier
 Command Center
 Intake
Surge protectors
Digital camera
Keeping track of records
Making memories
Extra equipment to make work easier
Computer equipment
 PDA: To be used by heads of the sections to keep track of animals and view the
database remotely
 Bluetooth Barcode Scanner: To be used by heads of the sections to keep track of
animals
Label printer: Filing labels; barcode
Software
 Adobe PDF Writer
 Barcode software (like WASP): To incorporate with Microsoft Office suite and print
labels according to preset plans.
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Organization of Data Entry “checklist”
 File Cabinet Organization
 Folder Organization
 Naming Digital Files
 Sample Animal Information Sheet
Organization and Flow Diagrams
Animal Information Flow Diagram
Things that could be set up ahead of time
Website
 Forms, SOPs, database
 Internationally available
 Secure
 Historical data such as
Reports of dangerous animals (i.e. bit 2 people last time it was in a facility)
Medical history
Vaccinated while in a similar facility last year.
Chronic disease
District 6 Animal Shelter Disaster Response Manual Page 41 of 188
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Ability to “train” personnel who can volunteer at any shelter supported by the
system without retraining.
Ability to digitally organize the “Rescued” or “Owner Missing” animals (should be
prepared in the database
Volunteer signup
Ability for individuals to sign-up in advance
Questionnaire to assess talents
Contact information
Ability to track their “usefulness” in a shelter environment
Tracks who has been bitten in the past to assess if they are a
possible risk to the animals
Ability to set up a list of trouble makers
Arrangements with computer companies or college institutions to have computer
systems on loan during the disaster
The LSU Experience: Information Technology (control + left click to follow the link or see The
LSU Experience section)
Webmaster
Task, function or purpose: To maintain and update a web site on at least a daily basis, more
often if needed
 Provide a daily (at least) news bulletin on what is happening at the shelter
 Provide contact information for the shelter
How to check to see if a pet is in the shelter
How to arrange for leaving a pet at the shelter

Provide information for potential donors:
Supplies needed
How to send material donations
Where to send monetary donations (preferably an interactive form set up to
accept credit cards)

Provide information for potential volunteers
Qualifications
Ages
Hours/shifts to be worked
Kinds of animals to be worked with
Ideally, such a web site would have photos of any pets brought in by someone other than
their owners, to aid owners in locating them.
Staffing requirements / placement
 Someone who can work on this as his/her primary (if not only) job for the duration of the
shelter being open
Equipment needs
 Computer with appropriate software
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Nothing specific; an online form for donations might be nice
District 6 Animal Shelter Disaster Response Manual Page 42 of 188
Things that could be set up ahead of time
 Boilerplate pages for shelter, possibly
Information sources
 Need a single person who can speak for the shelter to be in charge of all information
released to media or put online.
 As an extension of the media contact team, the webmaster should only take direction
from the shelter commander to avoid erroneous entries and changes. In the LSU
experience, there was some confusion on this issue and all problems could have been
avoided by following this basic tenet of the Incident Command System.
Security
Task, function or purpose

Safety and security of all personnel and premises

To monitor the coming and going of registered volunteers and other approved people

To discourage theft and criminal trespass

To discourage fights and arguments
Operational needs

Radios for communications

Appropriate attire – easy to identify

Contact information—who to contact and local police information
Staffing requirements / placement

Number of personnel will vary

Day shift and night shift

Cover main entries and exits as well as roving patrols
The LSU Experience: Security (control + left click to follow the link or see The LSU Experience
section)
Planning Section
For a comprehensive overview of planning see The LSU Experience: Planning by Dr.
David Senior (control + left click to follow the link or see The LSU Experience section)
Volunteers / Volunteer coordinator
Task, function or purpose
 Recruit, screen, and train volunteers
 Supervise owner-pet visitation check-in and check-out
 Volunteer well-being (communicate policies, etc.)
 Manage “exit” store (dispersal of donated supplies to pet owners)
Staffing requirements
 Volunteer coordinator
 Volunteer manager
 Volunteer recruiter
District 6 Animal Shelter Disaster Response Manual Page 43 of 188
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Volunteer trainer
Volunteers (number based on facility need)
Equipment needs
 Phone
 Computer
 Office supplies
 Tables, desks, chairs
 Walkie-talkies
 Volunteer break area and refreshments
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Template For E-Mail To Solicit Volunteers (In Area)
 Templates For E-Mail Responses To Requests to Foster, Volunteer, or
Donate Supplies
 Volunteer Sign-in Log
Flow diagrams (paper flow; operations flow; people flow)
 Volunteer Organizational Chart
Things that could be set up ahead of time
 Volunteer recruitment and training
 Equipment and supplies or quick sources
 Forms and SOPs
Information sources
 United States Public Health Service (USPHS)
 Local community service organizations (e.g. churches)
 National Volunteer Organizations Active in Disasters www.nvoad.org
The LSU Experience: Volunteers (control + left click to follow the link or see The LSU
Experience section).
Veterinarian and veterinary technician scheduling and assignments
Task, function or purpose
 Determination of veterinary and veterinary technician manpower needs
 Log in data of incoming staff: cell phone, e-mail, etc.
 Scheduling and orientation of veterinarians and veterinary technicians to defined
assignments
 Orientation of new veterinary staff
 Consult with Operations Manager to assess the ever-changing manpower needs
 Meet regularly with veterinarians and veterinary technicians to disseminate shelter
progress and policy and to have them share institutional knowledge
Staffing requirements
 One person on site at the Command Center
 Alternate staff person who is able to fulfill role when primary person unavailable
Equipment needs
 On-line computer with printer
District 6 Animal Shelter Disaster Response Manual Page 44 of 188

Software: Word and Excel
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Orientation for Volunteering Veterinarians and Technicians
 Veterinary Staff Job Descriptions
 Responsibilities of Volunteer Veterinarians
Organization and flow diagrams
 Deployment of Remote Veterinary Volunteers
Things that could be set up ahead of time
 Scheduling spreadsheets / bite protocols, etc.
 Computer equipment availability
 Orientation policies
The LSU Experience: Veterinarian and Veterinary Technicians Scheduling and Assignment
(control + left click to follow the link or see The LSU Experience section)
Veterinary licensure issues
Dr. Pat Thistlewaithe
With the large influx of out-of-state veterinarians there was great concern for the illegality and
liability and lack of oversight created by well-meaning veterinarians who were, in essence,
practicing in Louisiana without a license. Early on in the aftermath of Hurricane Katrina, the
state temporarily suspended the need for licensure for out-of-state health care professionals
but this action did not extend to the veterinary profession. Special provision for registration of
out of state veterinarians was eventually recommended by the Louisiana Board of Veterinary
Medicine and the State Veterinarian in the LA Dept. of Agriculture and Forestry and
subsequently mandated by Executive Order EO KBB 05-35 (available on line:
http://www.state.la.us/osr%5Cother%5Ckbb05-35.htm) signed by Governor Blanco. These
procedures were approved initially to be in effect from September 9, 2005, to September 25,
2005, which was subsequently extended 30 days by the Governor's Executive Order KBB 0543 (http://www.state.la.us/osr%5Cother%5Ckbb05-43.htm) once the need for more prolonged
assistance became apparent.
To obtain temporary registration under these special provisions, veterinarians who had an
active veterinary license in another state were required to:
1. Complete the appropriate form developed for this purpose and have the form notarized if it
was not personally presented to the Louisiana Board of Veterinary Medicine Office. The forms
and instructions were available on-line at lbvm@eatel.net or at the shelter.
2. Provide a copy of an active license to practice from the respective state and photo id (such
as driver's license).
3. Fax a notarized copy of the application form, license card and photo id to the Louisiana
Board of Veterinary Medicine, or present these in person, or file online at lbvm@eatel.net.
An explanation of terms of out of state registration can currently be found at
http://www.lsbvm.org/alert02.htm.
District 6 Animal Shelter Disaster Response Manual Page 45 of 188
Note: As of this writing (April 2006) there is a bill (House Bill No. 846) before the Louisiana
Legislature that "Authorizes temporary registration for health care professionals during a
declared state of public health emergency". If the bill passes, the Governor would declare a
state of public health care emergency. The respective board or commission would have the
power to issue temporary registrations to licensed health care professionals who are current
and in good standing in their state. The Louisiana Board of Veterinary Medicine would be in
charge of out-of-state veterinarians.
Also see the LSU Experience: Out-of-State Veterinarian Licensure – by the Louisiana Board of
Veterinary Medicine (control + left click to follow the link or see The LSU Experience section)
Partners and support organizations
These organizations are potential partners to assist in disaster situations. Refer to
Organization Resources under Preparation Phase in this document for ways in which these
groups may help. Also see The LSU Experience: Partners for organizations that assisted
during Katrina (control + left click to follow the link). Descriptions of organizations follow the
list.
American Kennel Club (AKC) www.akc.org
American Society for the Prevention of Cruelty to Animals (ASPCA) www.aspca.org
American Veterinary Medical Association (AVMA) www.avma.org Offers an online disaster
preparedness manual www.avma.org/disaster/.
Animal Control - consult local agency
Association of American Veterinary Medical Colleges http://www.aavmc.org/
Federal Emergency Management Authority (FEMA) www.fema.gov
Humane Society of the United States www.hsus.org
International Fund for Animal Welfare (IFAW) www.ifaw.org
National Animal Poison Control Center
http://www.aspca.org/site/PageServer?pagename=pro_apcc
National Volunteer Organizations Active in Disasters www.nvoad.org
Noah’s Wish http://www.noahswish.org/
Pet Finders http://www.petfinder.org/ Lost pet matching service
Pet Harbor http://www.petharbor.com/ Lost pet matching service
Police – consult local agency
State Animal Response Teams (SART) http://www.sartusa.org/
State veterinary associations
http://www.avma.org/careforanimals/animatedjourneys/aboutvets/membership.asp#2
United States Public Health Service (USPHS) http://www.usphs.gov/
United States Department of Agriculture (USDA) / Animal Care (AC)
http://www.aphis.usda.gov/ac/
Veterinary Medical Assistance Teams (VMAT) http://www.vmat.org/
Descriptions of organizations listed above (taken from each organization’s respective website):
American Kennel Club (AKC) www.AKC.org
Founded in 1884, the AKC® and its affiliated organizations advocate for the purebred dog as a
family companion, advance canine health and well-being, work to protect the rights of all dog
owners and promote responsible dog ownership.
District 6 Animal Shelter Disaster Response Manual Page 46 of 188
American Society for the Prevention of Cruelty to Animals (ASPCA)
www.aspca.org
The ASPCA, the first humane society in North America and, today, one of the largest humane
societies in the world, was founded by Henry Bergh and incorporated in 1866 to pursue the
mission it still holds today: provide effective means for the prevention of cruelty to animals
throughout the United States. Today the ASPCA continues its traditional role of preventing
cruelty by direct action of law enforcement. In addition, however, the ASPCA recognizes that
achieving its vision of humane communities across the United States requires education,
advocacy and other forms of intervention that support the beneficial relationship between
people and animals - especially companion animals.
Headquartered in New York City, local ASPCA direct services include Humane Law
Enforcement, Animal Sheltering and Placement, Spay/Neuter, the Bergh Memorial Animal
Hospital, Counseling Services, and Government Affairs and Public Policy. On the national
level, the ASPCA supports the human/companion animal bond while fighting cruelty to animals
through Regional Shelter Outreach including consultation, training and resources for the more
than 5,000 animal shelters in the nation; Legislative Services for the passage of animal-friendly
legislation at the state level; Veterinary Outreach in shelter medicine, veterinary forensics,
animal abuse detection and reporting, and spay/neuter; and Humane Education. The ASPCA
Animal Poison Control Center and the Animal Behavior Center make the most current scientific
information available through professionally staffed hotlines.
The ASPCA offers an array of materials that promote humane attitudes and responsible pet
care in children and adults including the ASPCA Henry Bergh Children’s Book Award™
winners, pet care books, lesson plans and activities for the classroom, and videos that promote
safe and enjoyable interactions with pets. Also available are how-to manuals, training videos
and other products for professionals working in animal welfare, covering such topics as animal
cruelty investigation, shelter management, humane education, shelter medicine, effective
adoption programs and animal protection laws.
American Veterinary Medical Association (AVMA) www.avma.org
Mission Statement: Improving Animal and Human Health, Advancing the Veterinary Medical
Profession
Objective: The objective of the Association is to advance the science and art of veterinary
medicine, including its relationship to public health, biological science, and agriculture. The
Association provides a forum for the discussion of issues of importance to the veterinary
profession, and for the development of official positions. The Association is the authorized
voice for the profession in presenting its views to government, academia, agriculture, pet
owners, the media, and other concerned publics.
Animal Control – consult local agency
Association of Veterinary Medical Colleges http://www.aavmc.org/
The Association of American Veterinary Medical Colleges (AAVMC) represents all veterinary
medical colleges in the United States and Canada, eight departments of veterinary science,
eight departments of comparative medicine, two animal medical centers, and three
international colleges of veterinary medicine in its collective dealings with governmental bodies,
veterinary medical organizations, the animal and human health industry, educational and
scientific organizations and the public.
District 6 Animal Shelter Disaster Response Manual Page 47 of 188
Federal Emergency Management Authority (FEMA) www.fema.gov
FEMA is part of the Department of Homeland Security's (DHS) Emergency Preparedness and
Response Directorate. FEMA's continuing mission is to lead the effort to prepare the nation for
all hazards and effectively manage federal response and recovery efforts following any national
incident. FEMA also initiates proactive mitigation activities, trains first responders, and
manages the National Flood Insurance Program and the U.S. Fire Administration.
Humane Society of the United States www.hsus.org
The mission of the Humane Society of the United States is to create a humane and sustainable
world for all animals, including people, through education, advocacy, and the promotion of
respect and compassion. The HSUS is the nation’s largest and most powerful animal
protection organization, working in the United States and abroad to defend the interests of
animals. We celebrate the human-animal bond, and we fight animal cruelty and abuse in all of
its forms.
International Fund for Animal Welfare (IFAW) www.ifaw.org
The International Fund for Animal Welfare works to improve the welfare of wild and domestic
animals throughout the world by reducing commercial exploitation of animals, protecting wildlife
habitats, and assisting animals in distress. IFAW seeks to motivate the public to prevent
cruelty to animals and to promote animal welfare and conservation policies that advance the
well-being of both animals and people.
National Animal Poison Control Center
http://www.aspca.org/site/PageServer?pagename=pro_apcc
The ASPCA Animal Poison Control Center is dedicated to helping animals exposed to
potentially hazardous substances by providing 24-hour veterinary diagnostic and treatment
recommendations. The center is committed to protecting and improving the lives of animals
through toxicology educational programs and non-traditional research.
The ASPCA Animal Poison Control Center has specially trained veterinary toxicologists onduty around the clock. We have an extensive collection of scientific journals and books as well
as sophisticated databases available nowhere else. The center's clinical experiences collected
over the past ten years can be rapidly reviewed for diagnostic and treatment insight.
The ASPCA Animal Poison Control Center is the best resource for any animal poison-related
emergency, 24 hours a day, 365 days a year. Make the call that can make all the difference:
(888) 426-4435. A $55 consultation fee may be applied to your credit card.
National Volunteer Organizations Active in Disasters www.nvoad.org
NVOAD coordinates planning efforts by many voluntary organizations responding to a disaster.
Member organizations provide more effective and less duplication in service by getting
together before disasters strike. Once disasters occur, NVOAD or an affiliated state VOAD
encourages members and other voluntary agencies to convene on site. This cooperative effort
has proven to be the most effective way for a wide variety of volunteers and organizations to
work together in a crisis.
NVOAD serves member organizations through:


Communication – disseminating information through electronic mechanisms, its
Newsletter, the directory, research and demonstration, case studies, and critique.
Cooperation – creating a climate for cooperation at all levels (including grass roots) and
providing information.
District 6 Animal Shelter Disaster Response Manual Page 48 of 188






Coordination – coordinating policy among member organizations and serving as a
liaison, advocate, and national voice.
Education – providing training and increasing awareness and preparedness in each
organization.
Leadership Development – giving volunteer leaders training and support so as to build
effective state VOAD organizations.
Mitigation – supporting the efforts of federal, state, and local agencies and governments
and supporting appropriate legislation.
Convening Mechanisms – putting on seminars, meetings, board meetings, regional
conferences, training programs, and local conferences.
Outreach – encouraging the formation of and giving guidance to state and regional
voluntary organizations active in disaster relief.
Noah’s Wish http://www.noahswish.org/
Noah's Wish is a not-for-profit, animal welfare organization, with a straightforward mission. We
exist to keep animals alive during disasters. That's it.
We are not involved in any other animal welfare issues. It's not that we are not concerned
about all the ways animals are abused and exploited. Noah's Wish would like nothing more
than to see all suffering stop. Fortunately, there are a multitude of national and local animal
welfare organizations which are tackling the issues that adversely affect animals. No other
organization has made the commitment though to just focus on disaster relief work for animals.
That's the void we are filling.
Noah's Wish came into existence in March 2002, not to duplicate existing efforts to help
animals during earthquakes, fires, floods, hurricanes, and tornadoes, but rather to expand on
what's already in place. Too often, efforts to help animals during these life threatening
situations have been gravely inadequate. It would be unacceptable if relief efforts for people
were as fragmented.
Noah's Wish recognizes that animals need and deserve an organized, consistent, and
professionally managed national disaster relief program. Otherwise, they will continue to pay
for human indifference with their lives. What will raise the standards for how animals are
managed during disasters is to implement well thought out, field-tested, policies and
procedures that are practiced in all disasters. Relief efforts for people are managed this way
and we feel they should be for animals too.
Noah's Wish wants animals to survive disasters by getting the services they need, therefore,
we have taken on the challenge to raise the standards. What we have set out to do, no other
organization has successfully done. There have been countless attempts made, but the efforts
have not gone far enough. Noah's Wish has a great deal of work ahead of us, but we're
confident in our ability and determination to get the job done. What other choice do we have?
Pet Finders http://www.petfinder.org/
On Petfinder.com you can:





Post classified ads for lost or found pets, pets wanted, and pets needing homes
Search for adoptable pets
Locate shelters and rescue groups currently caring for adoptable pets
Browse our resource library and learn more about how to care for your pet
Sign up to be a volunteer to help your local shelter or rescue group
Pet Harbor http://www.petharbor.com/ Lost pet matching service
District 6 Animal Shelter Disaster Response Manual Page 49 of 188
Police – consult your local agency
State Animal Response Teams (SART) http://www.sartusa.org/
State Animal Response Teams (SART) are interagency state organizations dedicated to
preparing, planning, responding and recovering during animal emergencies in the United
States. SART is a public private partnership, joining government agencies with the private
concerns around the common goal of animal issues during disasters. SART programs train
participants to facilitate a safe, environmentally sound and efficient response to animal
emergencies on the local, county, state and federal level. The teams are organized under the
auspices of state and local emergency management utilizing the principles of the Incident
Command System (ICS).
SART was founded in North Carolina after Hurricane Floyd, during which more than 3 million
domestic and farm animals were lost. Many could have been saved by a coordinated
emergency response plan.
SART is based on the principles of the Incident Command System developed by the Federal
Emergency Management Agency (FEMA), and involves a coordinated effort of over 30
government and animal organizations. Using ICS as a set of core principles, SART develops
units for addressing all aspects of disaster response.
SART structure is organized on the grassroots level with County Animal Response Teams
(CART). CARTs are under the jurisdiction of the county Emergency Management, and include
animal control officers, cooperative extension, sheriff's personnel, veterinarians, forestry
officers, animal industry leaders, and concerned citizens.
The Incident Command System (ICS) has been recognized by the Department of Homeland
Security as the most effective system for managing emergencies. This system has been
universally adopted as part of the National Emergency Response System (NIMS). SART
recommends ICS 100 for all SART volunteers, in any position. SART recommends ICS 200 for
any field staff, and ICS 400 training for any command staff. SART programs offer this training
on the local level in cooperation with Emergency Management and the Fire Service. Please
check the calendar of events for training opportunities in your state. Or, self-study courses are
available online at www.fema.gov.
State Veterinary Associations
http://www.avma.org/careforanimals/animatedjourneys/aboutvets/membership.a
sp#2 Follow the link for a list of all state veterinary associations current as of May 2006.
United States Public Health Service (USPHS) http://www.usphs.gov/
The mission of the Public Health Service (PHS) Commissioned Corps is to provide highly
trained and mobile health professionals who carry out programs to promote the health of the
nation, understand and prevent disease and injury, assure safe and effective drugs and
medical devices, deliver health services to federal beneficiaries, and furnish health expertise in
time of war or other national or international emergencies. As one of the seven Uniformed
Services of the United States, the PHS Commissioned Corps is a specialized career system
designed to attract, develop, and retain health professionals who may be assigned to federal,
state or local agencies or international organizations to accomplish its mission.
District 6 Animal Shelter Disaster Response Manual Page 50 of 188
United States Department of Agriculture (USDA) – Animal Care (AC)
http://www.aphis.usda.gov/ac/
Animal Care Mission Statement: Animal Care (AC) provides leadership for determining
standards of humane care and treatment of animals. AC implements those standards and
achieves compliance through inspection, education, and cooperative efforts.
The Animal Welfare Act (AWA) requires that minimum standards of care and treatment be
provided for most warm-blooded animals bred for commercial sale, used in research,
transported commercially, or exhibited to the public. This includes animals exhibited in zoos,
circuses, and marine mammal facilities as well as pets transported on commercial airlines.
The AWA also prohibits staged dog fights, bear and raccoon baiting, and similar animal fighting
ventures. The law was first passed in 1966 and amended in 1970, 1976, 1985, and 1990.
In enforcing the AWA, Animal Care (AC) conducts randomly scheduled, unannounced
inspections to ensure that all regulated facilities comply with the law. If an inspection reveals
deficiencies in meeting the AWA standards and regulations, the inspector instructs the facility
to correct the problems within a given timeframe. If deficiencies remain uncorrected at the
follow-up inspection, AC documents the facility's deficiencies and considers possible legal
action. Such action could include fines and/or license suspensions or revocations.
In addition to the AWA, many state and local governments have passed animal welfare
legislation. The public is encouraged to work with federal, state, and local officials as well as
local humane organizations to help eliminate inhumane treatment of animals.
Veterinary Medical Assistance Teams (VMAT) http://www.vmat.org/
The VMAT mission is to support the local veterinary community in whatever way necessary to
help it to resume its normal support of the community. The VMAT has the capability of setting
up a full field hospital, and can provide medical care for pets, search and rescue dogs,
livestock, wildlife and even zoo animals if the need arises. The VMAT may also be activated to
assist with food safety concerns, zoonotic disease, terrorist events and toxicological problems.
VMATs are the only response teams recognized in the National Response Plan that provide
veterinary medical treatment and address animal and public health issues resulting from
natural, man-made, or any other type of disasters. VMATs are available to assist the USDA in
the control, treatment, and eradication of animal disease outbreaks. VMATs must receive an
invitation from the affected state in order to be deployed. The local governor may make a
disaster declaration and submit a request for federal assistance. If the president then declares
a disaster, federal resources are made available. It is at this point that a request for VMAT
assistance can be made. If a state alone requests a VMAT, it will need to fund the response.
If a federal disaster is declared, the federal government covers a large part of the cost.
Any state that is interested in establishing a relationship with VMAT can contact the AVMA
Assistance Director of Emergency Preparedness and Response at 800-248-2862 ext. 6632 for
more information.
District 6 Animal Shelter Disaster Response Manual Page 51 of 188
Logistics Section
Supplies and Inventory
Task, function or purpose
 Receiving of donations
 Procurement and storage of supplies
 Distribution of supplies and transport of equipment/animals, etc.
 Breakdown of facility with return of loaned equipment/supplies and distribution of
donated feed and supplies
Staffing requirements
 Full-time receiving / distribution / inventory manager
 Procurement manager to solicit / coordinate purchases and donations
 Two-four workers supplemented by volunteers as needed to stock and distribute
supplies and assist with inventory
Equipment needs
 Forklift available at all times
 Truck and trailer capable of handling pallets of supplies
 Pallet jack, flatbed carts, wheelbarrows, etc.
 Shelving units
Records, forms, checklists, SOPs (Standard Operating Procedures)
 Forms for accepting donations versus loans
 Forms for logging distribution of supplies during operation and after closing of shelter
Things that could be set up ahead of time
 Identify sources for caging, feed and water equipment, fans, etc.
 Identify a warehouse in close proximity to shelter to inventory, sort, and store supplies
on arrival if space is not available at the shelter site
The LSU Experience: Supplies and Inventory (control + left click to follow the link or see The
LSU Experience section)
Finances / Finance manager
Task, function or purpose
 Collection and accounting of financial contributions
 Maintenance of checking account
 Maintenance of shelter financial records and accounts payable
 Maintenance of payroll records
 Inventory of major equipment purchased with shelter funds
Operational needs
 Checking account for operating expenses and payroll
 Credit card for major equipment purchases
 Charge account with major suppliers
District 6 Animal Shelter Disaster Response Manual Page 52 of 188
Staffing requirements
 Shelter accounting officer with experience in financial record keeping and business
management to maintain daily accounts
 Full-time, honest, pleasant volunteers at reception area to take in and record financial
contributions
 Secretarial support to log in and acknowledge charitable contributions to the shelter and
assist with maintenance of records
 Accounting professional to advise on proper procedures associated with operating a
nonprofit entity
Equipment needs
 Computer with Microsoft Office to maintain business records
 Duplicate receipt books to acknowledge donations of cash
 Lock box for petty cash and daily receipts
Records, forms, checklists, SOPs (standard operating procedures)
 Donor and donation information spreadsheet
 Payroll information spreadsheet
 Weekly payroll spreadsheet
 Shelter expenditures spreadsheet
 Checking account maintenance spreadsheet
 Checking account deposit spreadsheet
The LSU Experience: Finances (control + left click to follow the link or see The LSU
Experience section)
Completion Phase
Dr. David Senior
Closing operations
As the rate of animal discharges began to accelerate, more veterinary staff was assigned to
this task to ensure that outgoing animals had all vaccinations, were micro-chipped and had an
adequate supply of heartworm, intestinal worm and flea control medication for the next few
months. Transport cages, leashes, collars, food and water bowls, food and toys were provided
to the owner of each exiting animal from the donated stocks in the shelter.
Disposition of supplies and equipment
With a deadline of October 15 to vacate the premises, the resident animal population of the
shelter began to rapidly decline after September 30 and progressively more manpower was
diverted to tear down the shelter setup and clean up. All signage was removed. Cages and
utensils were cleaned and prepared for return shipment if they were on loan or wrapped for
rapid-access storage for future events. Carpets were rolled up and discarded and electrical
conduits were dismantled and discarded. Electrical fans were returned to their original owners
or stored for future use. For equipment loaned from companies, provision was made for the
items to be picked up or the shelter arranged return shipping. All donated equipment was
documented and many items were transferred to an LVMA storage facility at the Louisiana
Department of Agriculture and Forestry (LDAF). From there, veterinarians whose practices
had been damaged and lost could look over the equipment and supplies and take whatever
District 6 Animal Shelter Disaster Response Manual Page 53 of 188
they needed free of charge. Excess food was sent either to the LDAF storage facility or to
other shelters in the state by direction from the state veterinarian’s office.
Office equipment items purchased by the shelter from donated funds were catalogued and
decisions were made regarding whether to keep these assets in case of future disaster
response needs or to auction them at the LVMA annual meeting. Some equipment was
retained to maintain the records of the shelter.
Flea control in the facility had been poor and a massive infestation of the facility began to
emerge once animals were removed, particularly in the barn area. LSU entomologists were
consulted and an environmental flea control program was implemented.
At the same time, transportation was arranged for the 120+ animals that were sent to distant
shelters, a website, www.lsueas.com, was established and supported by the International Fund
for Animal Welfare (IFAW) to help owners find pets that the Parker shelter had transported to a
distant shelter. The website included the name, address, and telephone number of the original
owner, and the name, breed, and sex of the pet along with a photograph. In addition, the site
listed the new location of the transported pet and contact information for the distant shelter.
This website was linked on the front page of Petfinders.com and the LSU SVM website.
Funding from the ASPCA was arranged to support initial transportation of pets to distant
shelters and subsequent reunification costs when the original owners came forward to claim
their pets. An employee of the Parker shelter was assigned to facilitate and arrange all
aspects of reunification up until January 15, 2006.
Temporary offices at the LSU SVM were established to support the final administrative
functions of the shelter. Loaned mobile phones were used throughout this final period to
facilitate communication. All shelter records were digitized to reduce storage space needs.
De-briefing
An “after-action” meeting was held on October 21, 2005, and this manual / website catalogues
the proceedings of this meeting. The meeting was moderated by Dr. Peter Haynes, Executive
Associate Dean of the LSU SVM. The leader of each administrative section was invited to
prepare a report that included five elements:
1. The essential function of the administrative unit
2. What was achieved.
3. What went well
4. What went wrong
5. Any innovations that were implemented
The after-action meeting was audio-recorded and minutes were taken by shorthand.
Proceedings were connected by speaker phone through an IFAW link to IFAW personnel in
Cape Cod,Massachusetts and United States Public Health Service (USPHS) personnel in
Washington, DC.
Administrative sections reporting were:
Commander: Dr. Paula Drone
Safety: Mr. Jim Roberts
Liaison: Dr. Pat Thistlewaithe
Public Relations/Web Master: Ms. Ginger Guttner/Ms. Kathleen Harrington
Finances: Dr. Becky Adcock
District 6 Animal Shelter Disaster Response Manual Page 54 of 188
Logistics: Mr. Rick Ramsey
Operations: Ms. Andrea Flores
Planner/Veterinary Manpower: Dr. David Senior
The meeting was also attended by Dr. Renee Poirrier, Louisiana SART leader.
District 6 Animal Shelter Disaster Response Manual Page 55 of 188
The LSU Experience
(What worked / What didn’t work / Recommendations)
List of documents in this section (control + left click to follow link):
Command center
Safety
Animal operations
Adoption
Animal health issues
Animal shipping
Public health issues summary
Public health considerations – USPHS
Triage
Information technology
Security
Planning
Out of state veterinarian licensure - Louisiana Board of Veterinary Medicine
Veterinarian and veterinary technicians scheduling and assignment
Volunteers
Partners and support organizations
Supplies and inventory
Finances
The LSU Experience: Command center
Paula Drone
Since I was tasked with setting up an animal shelter for owned animals, I was totally taken by
surprise when I was suddenly Incident Commander. I was quickly schooled about the Incident
Command System (ICS) and belatedly set up our command structure with lots of help. I soon
learned that meetings were a big part of IC. I was overwhelmed from the start but I had a great
support group. The LSU AG Center had a meeting room, which was one of the few rooms with
AC, and this became our headquarters and command. We had to bring in everything for
communications and Internet access. The command room became our information storage
room as well. We not only had our staff meetings there but also had briefings for new groups
of veterinarians and veterinary technicians. We also had our computer people working in
command. The command room was also used to cool off in. As the shelter grew in size so did
our need for additional help in all areas. What was amazing was the response. As a need was
identified, someone would come forward to meet the challenge. The LSU School of Veterinary
Medicine was the backbone of the structure of IC. The SVM not only provided people and
expertise but also necessary contacts for supplies and personnel. It was truly an awesome
experience to work with so many inspired individuals who gave so much of their time and
experience to help others.
District 6 Animal Shelter Disaster Response Manual Page 56 of 188
The LSU Experience: Safety
Jim Roberts
Years ago I worked with a colleague whose mantra was: I’d rather be lucky than good. My
assessment of safety at the Emergency Animal Shelter (EAS) is that we were more lucky than
safe. The good news is that safety at the EAS became better over time. We now have an
opportunity to plan for a much safer EAS if one is needed in the future.
Safety is defined as freedom from harm (physical injury). By minimizing or reducing the risk of
exposure to hazardous situations, an acceptable degree of safely can be achieved. The key
is to (1) identity hazards and (2) mitigate their exposure to shelter personnel. This requires a
safety training program to be written before the next EAS is opened.
I believe a look back at the EAS at LSU AgCenter’s Parker Coliseum and a look forward to
future EAS operations is prudent.
Retrospective:
EAS personnel were exposed to the following hazards during its operation:
1.
2.
3.
4.
5.
6.
7.
8.
Aggressive animal behavior
Bio-contamination
Electrical shock (electrical extension cord connections near water)
Hazardous chemicals
Needle stick
Obstructed corridors, fire exits, and fire lanes
Security ( lack of controlled access to EAS)
Tripping (over electrical extension cords)
Of the eight hazards listed above, all but aggressive animal behavior, electrical shock, tripping,
and security are solely minimized or mitigated by an effective safety training program.
Aggressive animal behavior is best controlled by (1) evaluating (by an animal behaviorist)
animal behavior at check-in, (2) placing those dogs, identified as too dangerous to EAS
personnel, at a facility better able to interact with them, and (3) training EAS personnel in
handling animals in an emergency animal shelter situation. Electrical shock and tripping
hazards require removing all electrical extension cords and replacing them with heavy-duty
electrical wiring in PVC conduit. A security plan must be in place at the beginning of EAS
operation. Sufficient security personnel must be assigned to the EAS to maintain twenty-four
hour/seven day coverage for the duration of its operation.
Prospective:
Effective safety prevention and management requires (1) a people first policy, (2) an effective
safety management organization, and (3) an effective safety training program.
If the mission of any EAS is the safety and welfare of the animals in its care, then the safety of
EAS personnel must be assured in order to accomplish the mission. An effective safety
management organization as defined in Figure 1 requires a close, active working relationship
between four positions. The incident commander (or his/her designee), the facility manager,
LSU (OES/SVM) Safety, and dedicated on-site safety personnel (volunteers) work together to
implement the safety training program as designed by LSU Safety. The dedicated on-site
safety personnel are tasked to (1) conduct on-going safety orientation sessions for all EAS
District 6 Animal Shelter Disaster Response Manual Page 57 of 188
personnel, (2) conduct a daily safety inspection of EAS operations with the facility manager, (3)
monitor volunteers, and (4) train their (safety) replacements when necessary.
Figure 1
LSU-EAS Safety Management Organization
The LSU Experience: Animal operations
Andrea Flores
I served as operations manager of the Parker Coliseum from September 3 till the shelter
closed on October 17. Operations became progressively larger as the shelter grew to the point
where it was difficult to address all areas.
The LSU Ag Center’s Parker Coliseum facility lent itself quite well to our purpose and allowed
appropriate separation of species. Small were separated from large dogs and cats were
housed away from dogs. There was a paucity of air-conditioned space so we were limited in
our ability to house some obese animals, birds and exotic animals.


Cats were housed in the hallways under the bleachers
Small and medium sized dogs were house in the arena
District 6 Animal Shelter Disaster Response Manual Page 58 of 188


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
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

Large dogs, and multiple dogs in single households, were placed in the barn
Odd species (i.e. rabbits, ducks, pigs, etc.) were placed in the barn
Most birds were billeted out to volunteer rescue societies that could better at dealing
with their specialized needs. A few were housed on-site.
Brachycephalic dogs with breathing problems and obese dogs were housed in airconditioned space.
Aggressive animals were separated from the general population and were handled only
by people with animal handling experience and pre-exposure rabies vaccination
Animals with health problems were assigned specific areas and a color coded card was
placed on the kennel to distinguish them
Animals with major health problems were automatically separated sent to a the minihospital (“Triage”) for evaluation. Assessed patients were either sent to LSU Veterinary
School if their condition required a lot of care, remained in Triage for further
management or relocated to an isolation area.
Separate isolation areas were set up for rabies hold for animals that had bitten a staff
member; for dogs and cats (separated) with infectious disease.
During the early operation of the shelter, the lights were on 24/7 as we continued to take in
animals constantly day and night. This constant disturbance may have contributed to stress
and aggression. We adopted the following schedule of activity to address this issue.
TIME
8am
8am – 12pm
12pm
12 – 5pm
5pm
5 – 9pm
9pm
9pm – 8am
ACTIVITY
Turn lights on
Water, feed, clean kennels, walk dogs and
medicate animals
Turn lights off
Transfer pets due to inappropriate kennel
size, medical issues, inappropriate animal
behavior towards care takers, etc.
Turn lights on
Clean kennels, water and medicate
animals
Lights out, shelter closed
Quiet time, only minimal supervision by
medical personnel
Once this schedule was established, a definite change in animal behavior was noticed.
Security was an issue with pet theft high on the list. The adopted schedule assisted in
personnel control by reducing access during the quiet times and at night. A perimeter fence
was built around the barn but construction was delayed by 2 weeks because of the shortage of
contractors. In the general widespread disaster, materials and workers were hard to come by.
Serious consideration should be given to security from the beginning.
Daily operations ran more smoothly once the command system was set up. The barn and the
arena were set up in such a way that this was a lot easier to achieve. The system was as
follows with each animal zone having the following staff:
Area Manager: This person was ultimately responsible for the care of every animal in
his/her zone. They assigned tasks to volunteers and served as the “go to” person in
their zone. Ideally they should have work a distinctive colored shirt for easy
recognition, but this seemed hard to achieve. Incoming veterinary and lay volunteers
were directed to them for assignment and they could provide owners with information
District 6 Animal Shelter Disaster Response Manual Page 59 of 188
as well. Ideally this role was taken by a veterinarian or veterinary technician because
there were usually several animals that needed medical attention in each zone. In all
areas, it would have been ideal to have at least two people in this role. However, we
did not have sufficient manpower to achieve this.
Information desk: This was set up in both the barn and the arena. It was never
achieved with the cat area. This desk maintained all records and information on pets in
their zone. Desk staff directed owners to their pets when they visited.
Medical Staff: Veterinarians and veterinarian technicians were assigned to treatment
and diagnosis where necessary, vaccination, ecto- and endoparasite control,
microchipping and handling aggressive animals.
Many animals became unkempt or arrived in that state so grooming and kennel washing areas
were established. Professional groomers volunteered to assist.
Safety issues were a major problem. The main areas of concern were in the electrical wiring
and proper handling of the quarternary ammonium compounds used to disinfect the cages
during the cleaning process. Protective clothing, strict adherence to the Material Safety and
Data Sheets MSDSs, and delivery through an automatic in-line mixer helped to solve many of
the issues.
Calculation of manpower requirements was difficult because we always seemed to have a
moving target both in the number of people we would need and the skill sets we required.
Many volunteers had to serve in positions well outside their normal comfort zone.
We did not have specific written job descriptions for staff positions so casual volunteers tended
to go off task and wander through the shelter to do something more to their liking or to look at
and pet the animals. This increased the total manpower requirement.
In all positions throughout the shelter at all times training was essential. Our workforce was
ever changing and institutional knowledge was hard to establish and maintain.
Communications were a problem at several levels. The establishment of a easy-to-use walkietalkie style communication system throughout the shelter was a long time in coming but it really
eased the operation of the shelter once it was procured and programmed.
The effective communication of ever changing policy from the command center to the workers
on the floor also proved difficult because policy changed so often and so did the staff. A
person who went away for a couple of days them came back to help would have to adapt to a
new set of rules.
As operations manager, it was hard for me to find time to meet effectively with my immediate
staff. However, we found time to do this on occasion when clear communication to all at once
concerning changes in policy and impending events (shipping) needed to be disseminated.
District 6 Animal Shelter Disaster Response Manual Page 60 of 188
The LSU Experience: Adoption
Karla Clark
Upon admission, owners should be asked if they wish to give their animal up for adoption. If
they do not sign a release at the time of intake, they should be provided with a release form
and instructions on how (fax #, mailing address, etc.) to submit the release and to give all other
necessary information (impound ticket, copy of driver’s license, etc.) to the shelter in the future
if they change their minds.
Foster days should be regular events and owners and potential fosters should be
made aware of the dates and times of these events. The more animals fostered the more
animals that can be received into the shelter and the fewer animals the shelter will have to care
for.
Adoptions should ideally not be carried out locally. If a professional staff is acquired from the
start and made aware that there will be no adoptions from the outset there should not be a
large number of volunteers who attach themselves to an animal and threaten to quit if they are
unable to adopt.
It would be helpful to allay the fears of the staff if those in charge of choosing shelters for the
animals to be moved to, made it a requirement that those shelters agree not to euthanize
animals in their shelter to make room for disaster victims and also agree not to euthanize
animals received from the disaster area except under limited conditions of failed health or
extreme behavioral problems.
There were simply too many people with access to the database and enough outlets to access
the database.
One person simply is not enough to fill a 12-hour shift 7 days a week
Communication issues:
 Between myself and the Command Center was mostly good, except that directions
changed far too frequently
 Between myself and volunteers was extremely difficult as they couldn’t find me (I
worked the animal release desk and was often moving throughout the facility)
 There were far too many signs, particularly at the entrance, so their information was
ignored
Screening potential adopters was not challenging as most volunteers were good applicants,
but we could have done with fewer “recommendations” from the veterinarians on staff. While a
hard working volunteer today may look like a good applicant, many of the veterinarians weren’t
asking the questions necessary to ascertain if they would be the right home for the particular
animal they wished to adopt.
Adoption counselors should be made aware of any behavioral or medical issues for any animal
that is to be adopted locally. There was a lack of information in the database about the
animals to be adopted, particularly those that were housed in the “will bite” section, had health
problems, were considered an aggressive animal, or were a potentially aggressive breed, etc.
Screening would benefit from more detailed information about the animals’ medical and
behavioral characteristics and inclusion of this information in the database or at least in
hardcopy form in their file. A detailed questionnaire about the animals should be filled out by
the owner upon intake.
District 6 Animal Shelter Disaster Response Manual Page 61 of 188
A behaviorist should be available to temperament test any animals deemed available for
adoption if there is any question as to their fitness. Pit bulls and pit bull mixes, over a year of
age, especially intact animals and animals whose history is not clear, should not be adopted
out locally without prior temperament testing.
Too much time spent explaining/justifying the decisions of command to volunteers.
LSU Experience: Animal health issues
Dr. David Senior
The main problems encountered were heat stress and heat stroke; eye irritation; stress;
induced aggressiveness; gastrointestinal upsets; and fleas.
The heat stress was obvious on admission and obese animals were the most severely
affected. There were some obese animals that could not survive out of air-conditioned space
and we assumed that they had probably never been outside for any length of time in the
summer in Louisiana. In most cases the affected animals just needed to be given IV fluids,
dampened and placed in an air-conditioned environment with a fan blowing at them for a few
hours.
The cause of the eye irritation was never quite clear but it was very common. It responded to
medication with ophthalmic ointment or benign neglect. In depth diagnostics were not
performed.
An unusual number of animals appeared to be aggressive when entering the shelter and some
continued with this behavior. After a few days of operating 24/7 with the lights blazing the
whole time, we realized that the animals were not getting any rest time. Eventually, the facility
was closed to accession at night after 10:00 p.m. and a “quiet time” was instituted between
noon and 5:00 p.m. when the lights were turned off and all animal care and walking ceased.
This seemed to help settle the animals down.
Gastrointestinal upsets were present and to some extent may have been exacerbated by
changing the food on a daily basis. It was determined that we should change the diet to only
one type: a low-residue “intestinal” diet and volunteers were asked not to overfeed, a plea that
largely was ignored. The switch to a standardized diet seemed to help.
Flea control on admission to the facility was lax because of heavy burdens on incoming
animals and poorly instituted point-of-entry flea treatment protocols. This resulted in the
emergence of a heavy flea infestation at 5-6 weeks after the shelter was opened, particularly in
the barn area. Animals were treated for fleas as they went home or were shipped to distant
shelters. The dirt ground cover in the arena and barn areas had to be replaced.
One animal succumbed to electrocution after biting an electrical cord. Exposure to this
preventable hazard was subsequently reduced by adherence to appropriate electrical wiring
safety setups. Conduits were used wherever possible to distribute electrical power. Wiring
was taped off the ground and out of reach.
At least two dogs suffered gastric volvulus and torsion and subsequently died or were
euthanized. In addition, because the shelter system handled over 2,000 animals taken in
unselectively, a wide spectrum of chronic disease was prevalent – some already under
treatment from their owners and some pre-existing but diagnosed at the shelter. Several
animals with diabetes mellitus, congestive heart failure and nephritic syndrome were
District 6 Animal Shelter Disaster Response Manual Page 62 of 188
maintained. Some animals were at the beginning of their lives (several litters were born in the
shelter) and some were at the end of their lives (a couple of animals were euthanized because
of overwhelming disease).
At no time was a syndrome recognized that could be attributed to exposure to contaminated
water in the flooded areas, at least for the 6-week life of the shelter.
The LSU Experience: Animal shipping
Susan Mikota DVM, Barb Petty, and Katy Vernon
What worked
We had a great team that pulled together to learn regulations, develop forms and protocols and
respond to the myriad of tasks necessary to arrange transfer of animals to remote shelters.
Each team member was willing to do whatever was needed to be done to accomplish our
shared goal of getting the animals safely to their destination. We received tremendous
logistical support from the International Fund for Animal Welfare staff and from the USDA,
Animal Care, whose representative was familiar with pertinent regulations and procedures.
Transportation of animals from the Emergency Animal Shelter (EAS) was done by USDA
registrants. Their trailers or trucks had ventilation, lighting, and indicators in the towing vehicle.
Personnel were trained to observe animals at a minimum of 4 hours. The crates used to
contain the dogs were the plastic “sky kennel” or “pet porter” styles. All crates were selected
according to the size of the dog or cat (dogs were measured for length and height). Crates for
dogs had a thick layer (1.5 inches) of pine shavings and crates for cats had absorbable
bedding of ¼ inch corn cob or recycled newspaper or cardboard that had been processed for
litter box use (e.g. yesterday’s news).
Crate sizes for dogs and cats were selected to provide sufficient space for animals to stand, sit
or turn around. All cats were in 22” crates so they would have sufficient space to stand, sit, or
turn around. It was reported back that the cats arrived at their destination in much better
condition than if they had been in the small crates that the shelters had planned to use.
All crates had a sipper-type water receptacle for constant water supply. The sippers were
triggered when the animal was placed in the crate. Bowls and fresh water were sent with the
animals in case they appeared to need water and could not figure out the sipper. (Most of the
transport times were less than 12 hours.)
Dogs capable of chewing through transport containers were double crated. The sky kennel
container was placed inside a wire crate for added security.
LIVE ANIMAL labels were clearly attached to the transport containers.
Each animal’s identification number was clearly written on the container to facilitate matching
of the animal’s record with the container and the animal to reduce animal handling.
Documentation containing destination contact information and a statement that live animals
were on board was clearly posted in the cab of the vehicle.
A copy of each animal’s shelter record was enclosed in a plastic zipper style bag with the
animal’s identification number and photograph clearly visible. Medication, if any, was also in
the bag. The zipper bags containing animal records were packed together in numerical order
District 6 Animal Shelter Disaster Response Manual Page 63 of 188
rather than attached individually to transport containers to prevent potential separation and
loss.
Animal loading was accomplished using an assembly line format. The set up varied from
shipment to shipment. The cat loading protocol was carried out with as few steps as possible
to reduce stress to the animals. The cat was carried to a table, the microchip number was
verified and the photograph was matched, a paper collar with the cat’s ID number was
attached to the animal, and the cat was placed in the transport container. Attaching the paper
collar was controversial because of the possibility that a cat might lick the collar into a
dangerous position over its lower jaw, but we felt it was important that each animal wear an
identification number. All cats arrived without injury. Dog loading required a larger space and
multiple stations, each manned by a volunteer. This technique was chosen to provide exercise
for the dogs prior to crating. Handlers, each carrying the transport copy of the record, walked
the dogs, one at a time with ample space between, from the shelter crate through the stations
until they reached the transport crate. Water was available to the dogs along the route.
Station functions included microchip and photograph verification, ID collar attachment, outdoor
exercise, administration of Capstar (not done on all shipments), and crating. Each animal’s
microchip was checked a second time at the transport crate to verify that animals did not get
out of order during the process.
Loading was scheduled to be done at night for three reasons: 1) the cooler temperatures were
less stressful for the animals (and the people), 2) the loading process did not interfere with
daily shelter operations, and 3) it provided a lower profile which was important because some
people were not supportive of the decision to ship the animals out of the state.
Challenges
Transport: Transport of live animals is not as simple as putting an animal in a kennel and then
on a truck. We strived to follow the guidelines established in the Animal Welfare Act (see
Animal Shipping, Forms, Protocols, and SOPs). We also summarized minimum transportation
standards and included these as an addendum to our shelter contract when we thought that
receiving shelters would arrange transport. In reality we arranged transport in most cases.
Although this was more work, in the end it was for the best, as most receiving shelters were
unaware of regulations, had unrealistic assessments of the number of animals their vehicles
could hold (making it difficult for us to plan), or offered to move animals in vehicles such as
horse trailers which were deemed unacceptable by our State Veterinarian.
Although a serious effort was made to comply with the AWA transportation standards, a
common problem was the ability to easily observe or easily remove animals in case of
emergency. We computer-mapped the dimensions of the trailer truck and the sizes of kennels
and still ended up with very little space in between the crates facing each other.
It should be understood that the Animal Welfare Act also licenses and regulates intermediate
handlers (drivers) who must follow rules or risk fines or license revocation.
The Department of Transportation (DOT) also comes into play. By law (current as of this
writing), a single commercial driver
 May drive a maximum of 11 hours after 10 consecutive hours off duty
 May not drive after 60/70 hours on duty in 7/8 consecutive days
 CMV drivers using the sleeper berth provision must take at least 8 consecutive hours in
the sleeper berth, plus 2 consecutive hours either in the sleeper berth, off duty, or any
combination of the two
District 6 Animal Shelter Disaster Response Manual Page 64 of 188
These regulations can make it difficult even for licensed carriers who want to help. In many
cases agreeing to transport animals from a disaster area may mean turning down other (paid)
business. Having funds available for transport is advisable. The 11-hour rule also impacted
our planning as we did not want already stressed animals to remain in transport vehicles any
longer than necessary. In some situations where remote shelters were in excess of an 11-hour
driving distance, we arranged for two drivers so that there would be no lay-overs. Current
regulations are on the DOT website: www.dot.gov.
Although the Emergency Animal Shelter had established a final pick-up date for owners to reclaim their animals, a large number of people requested extensions – some as long as two
weeks past the “final” date. This made it almost impossible to sanely plan for transport to new
shelters as the numbers of animals needing placement changed daily and we never really
knew if the people who requested extensions would really come and claim their animals. This
was compounded by a decision to allow local fostering and contingent adoptions which further
confused the count of animals needing placement.
Identifying shelters: Many shelters offered assistance and we had more leads than we could
respond to. Some shelters had restrictions based on available facilities (e.g. only able to take
cats or small dogs) or shelter policy (e.g. “no pit bulls”). The latter was common and this breed
was the most difficult to place. Some shelters requested behavioral evaluations which we tried
to accommodate by separating out hard-to-handle animals and flagging behavioral issues on
the Special Needs form. Names of potential shelters (and rescue groups) were sent to the
ASPCA for screening which slowed the process but gave us confidence that we were sending
these pets to reputable organizations.
Contracts: Developing the contracts was very time-consuming. These must have legal wording
and approval. In our case IFAW helped by having their lawyers review and revise our draft
documents.
Records: In an attempt to be thorough our record system contained a lot of duplicate
information. For example, we had rabies vaccination information in 5 places. The records
could be streamlined to avoid these redundancies. If enough computers are available direct
electronic record entry may save time and prevent lost records Record forms should be
developed with fields that will facilitate later data analysis (types of medical problems treated,
for example).
What could be improved
A written disaster response plan is essential. The following items related to shipping
animals to remote shelters should be included in this document:
 A list of pre-approved shelter partners and copies of the written agreements with these
shelters. The contract should specify the likely capacity of the shelter to assist in a
disaster (i.e. their ability to accommodate X numbers of small, medium, and large
animals) and any restrictions (will accept cats only; will not accept pit bulls).
 Contact information for responsible staff at these shelters (update annually)
 A transport plan
 A list of professional carriers (again pre-arrangements are advisable), the type of
vehicles they have and how many animals can be transported, if they are USDA
licensed, and if they will transport animals gratis in an emergency (if not, an estimate of
fees).
One shipping experience was chaotic. There were too many people trying to help and no clear
job assignments. There was a lot of noise and the disorganization added to the stress of the
District 6 Animal Shelter Disaster Response Manual Page 65 of 188
animals. We learned a lot from that event and recommend a debriefing after each shipment.
Shipments which went more smoothly utilized the following recommendations:
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Conduct a pre-event meeting with all personnel involved and assign tasks
Have supplies for both physical and chemical restraint ready at the loading site (catch
poles, muzzles, drugs)
Choose experienced handlers
Maintain a calm and quiet environment
Crate animals away from the truck if possible so that the animal about to be crated is
not stressed by barking dogs already loaded in the truck. This was not an issue for the
shipment comprised of all cats.
The cat loading protocol should be carried out in a small enclosed space if possible to prevent
escape.
LSU Experience: Public health issues summary
Dr. David Senior
The most important public health issues in the shelter were animal bites, mental health issues
and heat exhaustion.
The animal bites were handled with first aid and additional medical attention where necessary
with standard documentation and an animal hold for 10 days. When owners wanted to take
their animals, we requested that they present their animal to a veterinarian at the end of the 10
day “quarantine” period. The extent to which they complied was not determined.
Mental health issues were not addressed very effectively. Although there was a great need for
mental health support among the owners of animals, particularly the owners of missing
animals, we also needed support for shelter staff. People were very stressed and emotionally
affected by the overall massiveness of the displacement and “refugee” atmosphere and dealing
with suffering people on a daily basis was wearing. Lack of effective delivery could have had
several causes: We did not always have services; people did not know when and where to
access the services; not all people know when they need help; and not all people turn for such
services even if they know they need the help. In some isolated instances, the mental health
services personnel created more stress in shelter staff by regaling “war stories” from other
areas of the rescue effort and the shelter management had requests to remove them. This
relates to lack of experience among the mental health workers and maybe failure to recognize
that many people were on edge, not only animal owners displaced from New Orleans.
The main working areas of the shelter were not air-conditioned and ambient temperature
during the day in this environment approached 95-100 degrees F with 90% humidity. For heat
exhaustion, all veterinary staff were advised to drink lots of water and to take frequent breaks.
Not all followed this advice and we had several instances of people who had to stop work for a
period of time or who had some trouble recovering after they left Louisiana at the end of their
service period. Individuals who were obviously pushing themselves to a dangerous limit were
counseled but not all took the advice.
District 6 Animal Shelter Disaster Response Manual Page 66 of 188
The LSU Experience: Public health considerations
Victoria Hampshire, VMD, USPHS Veterinary Category
Disclaimer: The contents of this submission are interpretive, advisory in nature, and based on
the experiences of Victoria Hampshire, VMD during deployment to the LSU AgCenter’s Parker
Coliseum. These recommendations do not constitute an official PHS or FDA recommendation.
Introduction: Human and animal public health service concerns at an emergency animal
shelter are important to the operational success of the facility and involve core support
activities without which other more sophisticated medical and veterinary measures cannot be
reasonably expected to function. To some degree, the provision of measures intended to
reduce risks of public health overlap with other critical functions of the shelter. These critical
functions involve sanitation; the provision of potable water, basic sustenance for animals and
their caregivers; opportunities for social and environmental enrichment; opportunities for
postural adjustment in caged animals and prevention of postural injuries to humans caring for
them; reduction of opportunities for disease transmission; protection of physical and mental
health (humans and animals); proper ventilation and heating; control of vicious animal attacks;
mitigation of biohazards; appropriate training of facility personnel; and promotion of
opportunities for bettering future activities of this sort. These functions fall into two major
areas: sanitation and protection of human and animal physical and mental health.
Task I. Sanitation:
The function of sanitization is to prevent occupational disease hazards and to maintain an
orderly work place that is capable of being maintained in a cleanly manner.
The operational needs of a sanitization program are 1) control of sanitization personnel,
command and control of facilities engineers, 2) regular and routine attention to clutter and
waste removal, and 3) appropriate receptacles that are user-friendly.
Action Item 1: Request for PHS assistance from the Louisiana state veterinarian
Responsible Party: LSU Incident Commander:
Request assistance from the LSU state veterinarian in the form of a request to Homeland
Security to provide the following PHS officers who will report to the LSU incident command:
1. 3 full time PHS veterinarians experienced in biomedical research facility support
(20,000 square foot facility or bigger)
2. 2 full time PHS engineers with experience in facility engineering
3. 1 full time PHS medical officer or R.N. to manage the occupational health issues.
Action Item 2: Develop and fund contracts now for dedicated janitors to clean central areas,
remove waste, and operate the cage wash. Check contract expiration dates and renew
appropriately. Ensure that the PHS veterinary command has project officer status on the
contract.
Responsible Party: LSU Incident Commander
o
o
o
o
18 janitors needed daily
Janitors report to PHS facility veterinary staff
Equipment needs: Purchase 50 large garbage containers on wheels
Ensure large dumpster emptied daily
District 6 Animal Shelter Disaster Response Manual Page 67 of 188
o
o
The contract should ensure that the contractor supplies materials
such as sponges, disinfectants
Pressurized hoses for back loading dock cage wash
Action Item 3: Streamline and Neaten Animal Husbandry
Responsible Party: PHS Veterinarians:
 Train volunteers in the arena to fill buckets, not individual water bowls
 Instruct volunteers to bathe dogs outside in the cage wash area, not on dirt floors
 Provide oversight to contract (or volunteer if contract not possible) sanitization staff on
organization and cleaning/restocking of Rubbermaid carts and:
o The regular and routine organization of these carts with the following items:
 Pooper scooper and garbage bag for scooped bedding
 Feed and water receptacles
 Watering can for dispensing water to dangerous dogs through the cage
irons
 Several leashes
 Centralize feeding stations
 Work with volunteers to arrange storage of bulk inventory in seating areas upstairs out
of the way of traffic freeing the aisles for foot traffic
Things to do in advance:
Acquire stainless steel bucket-type watering receptacles that hang on barn stalls (therefore
cannot be tipped over)
 Acquisition of lixit-type waters for caged animals (learning period necessary but helpful
in limiting hauled water)
 Acquire large garbage carts (big Rubbermaid wheelbarrows)
The barn and arena should each have two large Rubbermaid wheelbarrows
Rubbermaid cleaning cart; about $200.00
District 6 Animal Shelter Disaster Response Manual Page 68 of 188
Rubbermaid agricultural
cart: http://www.rubbermaid.com; about $350.00
o
Suggest acquisition of portable tanks of
water so that volunteers can go down an aisle with a hose and fill bowls
mounted on the side of the barn. These 3 gallon sprayers work nicely for
portable water delivery and the long handle is nice for filling the bowls from
outside the cage or stall. Northern Tool:
http://www2.northerntool.com/product-1/200278824.htm. Price $50.00
TASK II: Protection of physical and mental health (humans and animals)
Operational Needs: Interface between LSU command, LSU veterinarians, and animal
control
Responsible Parties: PHS medical officer, PHS engineers, PHS veterinarians, LSU
social worker.
Staffing Requirements: PHS vets, engineers, medical officers, volunteer staff,
supplemental engineers from LSU or contract
Equipment Needs: Fans, PVC pipes (half-inch, 800 linear feet) for electrical cord
coverage, 800 linear feet of ¼ inch for additional plumbing or hose needs), electrical cords
(100 20-foot, 20 100-foot), coolers, 2 treatment carts, rabies poles, small tent, medical
records, bite records
 Work with facility engineers to organize, hang/distribute fans for all animal areas
 Provision/arrangement of PVC housing for electrical cords
 Establish centrally located private (in terms of location) PHS medical clinic
District 6 Animal Shelter Disaster Response Manual Page 69 of 188
 Establish location of food, drink and interface with LSU command on food/drink
supplier.
 Follow state and local requirements for recording and reporting dog and cat bite
injuries.
 Working with LSU veterinarians, establish rest periods for animals
 Consulting with LSU veterinarians, minimize non-critical treatments to SID
 Minimize walking of large and/or mildly aggressive dogs if they are already housed in a
stall.
 Create daily supply list for LSU command
 Develop and follow SOP for handling aggressive dogs
 Provide clinical care to dogs and cats in the event local and VMAT veterinary help is
insufficient.
Table I. Organization of Duties to Protect Public Health at LSU-EAS
Task
Function
Staffing
Requirements
Equipment Needs
Records,
Forms,
Checklists
Patient
Record,
University
and State Bite
Report Forms
Human Bite
Injury
Reporting
Serves to
meet
Occupational
Health
requirements
One PHS
Physician, One
PHS R.N.
Small tent, cot,
bandage supplies,
antiseptics, fresh
water source, small
desk and chair,
defibrillator
Implement
Aggressive
Dog SOP
Eliminate
intractable or
dangerous
dogs
PHS
Veterinarians
Standard Veterinary
supplies, rabies pole
Behavior
Assessment
report,
Aggressive
Dog SOP
(developed by
PHS at
Gonzales)
Provide
additional
personnel for
sanitation
services
Keep barn,
arena, and
public areas
clean, remove
trash and
debris,
sanitize floors
daily
Four full time
personnel each
in barn, arena,
and Coliseum
(total estimated
= 12
One trash receptacle
each end of each
aisle (order 50), one
large trash dumpster
container for outside
the coliseum, toilet
brushes, cleaner,
garbage bags, one
tractor with trailer
Daily
sanitation
checklist
turned in to
operations
manager
Advanced
preparation?
Information
source
Purchase or stock
supplies in
advance, request
PHS assistance
from state official
(incident
commander) to
Department of
Homeland
Security
For
additional
information
on the plan
or on how to
obtain
copies of
the National
Response
Plan, please
call 800368-6498
Relinquishing
owners must be
fully informed of
the possibility for
euthanasia if dog
is extremely
aggressive
Contract this
through local
Baton Rouge
provider
AVMA Panel
on
Euthanasia
PHS
Gonzales
Aggressive
Dog SOP.
National
Container
1-800TRASH-88
Capital
Cleaning
Contractors
http://www.c
apitalcleanin
g
District 6 Animal Shelter Disaster Response Manual Page 70 of 188
Task
Function
Staffing
Requirements
Equipment Needs
Records,
Forms,
Checklists
Advanced
preparation?
Information
source
contractors.c
om/
Provide proper
equipment to
minimize
clutter and
mechanize
husbandry
tasks
Provide relief
from heat
exhaustion
Provide
adequate
sustenance for
employees
Keep aisles
clean,
centralize
food storage,
remove
waste, deliver
water with
ease
Volunteer work
force provides
care, contract
work force
above cleans
and restocks
carts twice
daily
One Rubbermaid
cart (see picture in
text) for each aisle,
one portable water
dispenser on each
cart.
Prevent
standing
water
Hang fans,
secure
electrical
cords, plumb
additional
water
fixtures/hose
bibs
Plumbing best
done with set of
four contract
plumbers or
general workers
¼” PVC pipe and
assortments of joints,
bungee cords for
fans, extension cords
for fans, associated
tools for fitting hose
bibs, fittings for 20
hose bibs
Provide cold
water and
drinks in all
coolers,
establish 5
different
cooler sites
Local drink
contractor
Coolers, drinks
Provide
adequate
sustenance
for key work
personnel
Daily cart
sanitation and
restock
checklist
clipped to
cart
(notebook
rings or
double snaps)
Carts can be set
up and staged
Rubbermaid
and Northern
Tool
http://www.r
ubbermaid.co
m
http://www2.
northerntool.
com/product1/200278824.
htm
Develop a
contract for
general facility
services
enhancement
through LSU
engineering
services
department, buy
and stock PVC
and fittings in
advance
Home Depot
or Lowes as a
local
purchase and
store nearby
facility in
event of
emergency
Ensure that a
contract is in
place to provide
emergency
services from
food and drink
supplier
Use same
supplier
The LSU Experience: Triage
Dr. Susan Eddelstone and Dr. Heather Jans
Triage operated as a general practice. Patients were examined on admission, lab work was
performed if needed, and a diagnosis and treatment plan were formulated. Veterinarians,
assisted by technicians, performed exams and SOAPs * daily on all patients Treatments were
altered as needed. Patient rounds were conducted between shift changes. Patients needing
further diagnostic testing (radiographs, ultrasound), surgery or intensive care were transferred
to LSU-SVM. Veterinarians made a list of needed supplies and drugs and gave to triage
coordinator daily. Clean up of the area was performed by both veterinarians and technicians.
* SOAP: subjective, objective, assessment, plan; this is a standard format for veterinary recordkeeping
District 6 Animal Shelter Disaster Response Manual Page 71 of 188
Things that went well:
 A few veterinarians who were in triage for a long period of time organized the unit to be
very functional and efficient. Prior to this time, the lack of continuity and lack of a triage
coordinator prohibited a consistent operation and often caused confusion for the
veterinarians and others involved in transfers, etc.
 Patients were effectively treated and sent back to the arena or barn. Few patients were
transferred to LSU once the triage unit was in full operation.
 Veterinary students volunteering or performing duty on a disaster medicine rotation
were excellent technicians and often were taught about diseases and treatments by the
veterinarians – a great learning experience for the students and exposure to many
different veterinarians from around the country.
Things that could be improved:










Scheduling of DVMs from day 1. Need continuity with veterinarians so that procedures
are followed and the triage unit is run smoothly.
Equipment available sooner. This could be addressed with a mobile veterinary unit.
Larger supplies of drugs. Drugs, supplies and equipment initially were obtained from
LSU-SVM hospital and LSU-SVM pharmacy which was difficult due to the limited
supplies. Need to have representatives of drug companies contacted early or another
plan such as access to stored supplies and drugs on day 1.
Organization of supplies delivered to the shelter. Should be by need and not accept
anything. Too much to ship out at the end and clutters the triage and hallways.
Coordinators working 12 hour shifts 24/7 to log in, receive, and stock supplies so there
is always a current inventory and supplies are clearly organized and accessible. Many
supplies arrived in the middle of the night.
Establishing standard medical record forms early on. Forms should be clear and
simple and self-explanatory to new vets coming in. A protocol for record handling
should be developed and posted to avoid records being misplaced or lost. Misplaced
records were a problem at the shelter.
Secretarial support to assist with communications with owners.
Have student participation a regular event in either a disaster class or as part of the
medicine and surgery clinic rotations.
Better communication with LSU-SVM by having a representative come to the meetings.
Transfer of patients usually went well but occasionally was met by resistance due to
lack of understanding of funding available for the treatment and how far to go with
diagnostics and treatment without owner funding.
Volunteers working 12 hour shifts to help with bathing and shave-downs.
Innovations:
 Veterinarians had their own sources (representatives of drug companies or animal
hospitals around the country) to order supplies and drugs which allowed larger supplies
of drugs to be obtained.
 Students were assigned to the triage as part of their animal control rotation. Great
learning experience.
Sources of information that helped the unit:
 Veterinarians had equipment and supplies sent from their part of the country.
 Veterinarians brought many ideas that helped organize and run the triage much
smoother.
District 6 Animal Shelter Disaster Response Manual Page 72 of 188

Idexx supplied a CBC and chemistry panel analyzer which allowed in-house testing and
avoided the need for an outside laboratory or transfer to LSU-SVM in many cases.
Other points:
 Animals that are victims of a disaster may have disaster related illness or injury but will
also have pre-disaster problems and problems that develop during their stay at the
shelter that need to be diagnosed and treated. Many patients will require chronic
treatment and extensive diagnostics. Just treating disaster related illness is not
realistic. Relying on owners to pay for the diagnostics and treatment is also not realistic
when most only have the clothes on their back or what little funds they may have are
needed for their own shelter and care. Most animals that are in the shelter are owned
by indigent people who could not afford to evacuate in the first place.
 Investigation into planning for pre-hurricane shelters for animals is needed to prevent
the need to set up a shelter after the disaster. This may also increase the number of
people who evacuate prior to the disaster because they will have a safe place to leave
their pet.
 Emergency shelters should have pre-determined policies that clearly outline the
limitations of shelter veterinary services (whatever these may be) and provisions for
transfer to referral clinics, including financial arrangements.
 LSU-SVM Ward 1 was overwhelmed at times and personnel to run the ward initially
came from the medicine service. Once the medicine service was running again after
the storm it became difficult to run both areas. Eventually DVMs and techs from around
the country were scheduled to run the area with an LSU DVM overseeing and helping
to get things done around the hospital. There was much confusion and lack of
communication between the shelter and LSU which could be avoided by faculty
understanding their role in the shelter and having a representative attend meetings at
the shelter.
 The end of the shelter does not mean the end of patient care at LSU. What is LSU’s
role in treating patients after the shelter is closed? LSU faculty need to know their role
in keeping patients on their service until they are recovered and able to be sent to an
owner or a foster home. This should not fall back on one person to treat and send
these animals to their destinations.
THE LSU EXPERIENCE: Information technology
Mike O’Brien
What went well in your unit?
 Worked well considering the odds and the amount of data that had to be entered
 Willing to modify and change when there was found a need
 Ability to work “outside the box”
 LATER STAGES – setup of the “Animals seeking their owners” book
Did you apply any innovations?
 Everything in the shelter was innovative
o Web-based system
o Shipping printouts with image and all information
o New database that expanded to specifically meet our needs
 Web-based version
 Security systems to help eliminate improper access to the system
o Began to implement VoIP (Voice Over IP) phone systems before the arrival of
the Nextel and Verizon phone options
District 6 Animal Shelter Disaster Response Manual Page 73 of 188
How did you find out information?
 Experience: what worked and what did not. Learning from those experiences and
working to insure that the problems did not happen again.
 Word of mouth
 Going out and checking the stalls
 Reports
What could be improved?
 More efficient systems to ensure that new data is instantly entered into the database.
o Laptops at the front desk that bypass the “pencil and paper.” Electronically fill
out the intake paperwork and then print it for the owner to verify and sign.
 More efficient means of tracking triage and off-site medical patients
 If finance allows, the use of Bluetooth barcode systems and PDAs to expedite data
entry and daily census reports.
 Interconnectivity with organizations such as the AERN or Pet finder Network
The LSU Experience: Security
Dr. Paula Drone
The initial need for security was a perimeter fence around the outdoor covered livestock stalls
used to house the big dogs. The dogs became expert diggers in the dirt and sawdust ground.
The next problem was theft of dogs. Several nice pets were stolen, probably to fight. Several
smaller dogs were stolen as well. At first, little trained security could be obtained because
nearly all such groups were deployed to handle the people needs. As the National Guard was
rotated thru the LSU campus we were added to their list of assignments. This presence and
the perimeter fence as well as an ID system using armbands solved a lot of the problems. The
National Guard was then sent on to further deployment and we were able to obtain off duty
Sheriff’s deputies.
The LSU Experience: Planning
Dr. David Senior
There was very little advanced planning for the District 6 Emergency Animal Shelter at the LSU
AgCenter’s Parker Coliseum. This shelter was originally slated to be located at the LamarDixon Expo Center in Gonzalez, LA; however, when the need for a shelter for rescued animals
became apparent, the Lamar-Dixon site was chosen for this purpose and a second location
was sought for the animals of evacuees. The selection of an LSU site, close to the School of
Veterinary Medicine (SVM) and within the city of Baton Rouge, was helpful in many ways
because of the assets these entities could bring to bear. The Parker Coliseum itself proved to
be ideally suited in many ways with sufficient size to accommodate a large number of animals,
massive toilet facilities, ample drinking fountains with potable water, a maintenance crew,
janitorial service and some air-conditioned space. LSU provided reliable electrical power, IT
know-how, and telecommunications capability. The SVM provided paid veterinary expertise, a
well-stocked pharmacy, a ready source of equipment that could be loaned, a website with a
web master, paid logistic capability, a paid safety officer, a small phone bank, and paid
scheduling and accommodation capability for out-of-town veterinary staff. The city of Baton
Rouge provided the intact infrastructure of a city of 400,000 including all the associated
businesses plus seemingly endless citizen volunteers.
District 6 Animal Shelter Disaster Response Manual Page 74 of 188
The Parker Coliseum shelter existed for about 6 weeks and the planning for the shelter was
done in several phases as the life of the shelter progressed. In the first days, all responses
were in reaction to unanticipated situations and events that were thrust upon the shelter
administration without warning or precedent. After a short time SOPs began to be developed
and equipment and supplies were estimated and acquired based on a “best guess” of what
may be needed. Eventually, plans were established to execute an exit strategy for animals
and tear-down/clean up of the facility. Planning was not done by just one person. Several
members of the shelter management team were involved in this process depending on their
areas of expertise.
Phase 1: Initial setup and operation
When it became apparent that the shelter would need to accommodate a large number of
animals, the need for internal and external organization of the shelter along the lines of the
military became obvious. On Thursday, September 1, the dean of the SVM was consulted and
Dr. Martha Littlefield went over the concept of ICS. The Exxon-Mobil oil spill response team
was appealed to for assistance in training. They were unable to help but suggested we work
with David Cox, who agreed to attend one of our meetings and provide suggestions. Between
David Cox and additional individuals who were familiar with disaster response management,
an organizational platform emerged and key individuals were either assigned to or gradually
assumed the various positions.
The shelter management was requested to procure all items through the state procurement
system. During the weekend of September 3-4, the central Emergency Support Function -11
response organization appeared understandably overwhelmed, at least on the logistics side, so
the Parker Coliseum management began to acquire assets by whatever means necessary
independently. Among the greatest challenges were the rapid changes in needs as the
situation unfolded. Requests for assistance or supplies through an “official” request process
could be obsolete and inadequate within days or even hours after they were made due to the
rapidly changing nature of the disaster and our inexperience. The shelter management relied
heavily on the state veterinarian’s office for policy decisions. A daily meeting routine with the
organizational team was established, which was difficult because there was always so much to
do and management team members were reluctant to tear themselves away, even for a few
minutes.
Internal communication was difficult for at least the first half of the life of the shelter. We
needed a reliable warlike-talkie/telephone system for the entire management team. For the
first two to three weeks after Katrina passed through, the mobile phone systems in Baton
Rouge were overwhelmed and calls did not go through. We had several systems donated but
never enough units to go around to all needed people and taking the time to train people in
their use proved difficult. The animal holding areas were noisy and some systems did not have
a ring volume loud enough to be heard. After 3 weeks of frustration, the HSUS loaned the
shelter 17 Nextel phones, preprogrammed according to our management team. Once the staff
became trained in their use, internal communication became much easier.
Our lack of experience in both shelter operation and emergency management required an
infusion of institutional knowledge. An urgent appeal was made to Dr. Kelli Ferris from North
Carolina State University (NCSU), who had been involved in the response to Hurricane Floyd
and subsequent development of the State Animal Response Team (SART) in that state. Dr.
Ferris brought in a team of veterinarians and technicians and stayed for 10 days. This single
action provided tremendous maturity of operation to the management team and put the shelter
on the right track.
District 6 Animal Shelter Disaster Response Manual Page 75 of 188
For the first 10 days from opening operations, local veterinarians and veterinary technicians
willingly manned the shelter day and night but eventually this asset became strained because
they had to attend to their own now extremely busy and overfull practices. Hundreds of
veterinarians and veterinary technicians from throughout North America and sometimes
beyond contacted an email address issued by the dean of the SVM and subsequently put up
on some websites. All such messages were forwarded to the LVMA office but apparently not
processed sufficiently to exploit. A further two sources for bringing in outside veterinary and
shelter staff were sought. The faculty of NCSU and the Humane Society of the United States
(HSUS) through Dr. Eric Davis of California were approached to set up such scheduling.
Immediate capability came from Dr. Davis who credentials and schedules staff for the Rural
Area Veterinary Service (RAVS) for the HSUS so there was a ready made system for
scheduling and assignment. Dr. Davis provided the names and time of deployment to the
Dean for Students’ office at the SVM and the shelter was notified of the names of the incoming
people. The Dean for students arranged for accommodation for the HSUS organized
veterinary volunteer staff at the SVM but there was no formal reception and assignment of
such people when they arrived. Thus, many people who were supposed to come to the Parker
Coliseum shelter were siphoned off to other aspects of the rescue/shelter effort. In addition,
schools and colleges of veterinary medicine in the U.S. sent teams of veterinary staff and
veterinary students to assist in the efforts. Again, scheduling was handled by the Dean for
Students’ office at the SVM.
A major mistake was made early in the life of the shelter when local area veterinary technicians
who had not undergone pre-exposure rabies vaccination were precluded from working in the
shelter. Upon review of the incidence and prevalence of rabies in domestic pets over the last
30 years in the parishes from which the animals in the shelter were evacuated, the risks were
very low and we had inadvertently cut ourselves off from an excellent source of skilled support.
After the first 10 days of operation when the shelter had reached a mature size, it was
estimated that 7 veterinarians and 22 veterinary technicians or shelter technicians were
required to staff the shelter. We always had many more veterinarians than technicians but as it
turned out, provided everyone rolled up their sleeves and did whatever was necessary
regardless of advanced skills, the shelter always had enough manpower.
Phase 2: Maintenance
Continuity in the manpower was a major issue throughout the life of the shelter. With minimal
institutional knowledge, it was imperative that certain key individuals be retained for as long as
possible. This principle applied from the management team to the cage washers. For some
members of the management team, the decision was made to pay them, depending on their
financial circumstances. Some were reassigned from LSU and did not need further
compensation. Out-of-town veterinary volunteers were encouraged to stay at our shelter for 5
days if at all possible. This enabled them to learn the position, improve our SOPs and pass
their know-how to the next person. Some chose to “sample” the disaster experience by
spending a day here and day there and a further 2-3 days rescuing animals. Such individuals
limited their value to our shelter; however, when they were in the shelter they did good (often
menial) work under the direction of others.
Long-deployment volunteers assigned to the shelter from the International Fund for Animal
Welfare (IFAW) played a critical role in developing SOPs for our operations, particularly for
animal transport and in the development of a website to support reunification of owners and
pets. Veterinarians from the U.S. Public Health Service provided immense support with
prolonged deployment (up to 17 days) to our shelter. These individuals were procured by a
specific request by the state Incident Command Center. They were late to arrive because the
request for their assistance was delayed but once they came they were incredibly valuable.
District 6 Animal Shelter Disaster Response Manual Page 76 of 188
They were assigned to key positions throughout the shelter, sometimes according to their skill
sets, and they became progressively more valuable once they became familiar with the needs
of the shelter. Volunteers organized by the Church of Scientology also provided continuity.
They had 10-day deployment, came with their own supervision structure, tended to work very
hard, followed direction, held daily meetings, and transferred institutional knowledge from the
out-going person to the incoming one. Dr. Heather Jans, a volunteer veterinarian from
Chicago, took the night shift in our mini field hospital for 5 weeks and kept the unit organized.
This was priceless.
In attempts to obtain many resources it was common to try two or more alternatives
simultaneously hoping that at least one would come through and to go with whichever
responded first. At times this led to oversupply and confusion but at least this was better than
going without a critical resource at all.
Lack of air-conditioning in the arena was stressful for animals and staff alike. To alleviate the
problem, we determined that open wire cages would be preferable to the more closed plastic
airline transport kennels and that the multiple small to medium sized fans we had set up would
be replaced with very large single fans. Both measures would increase overall air flow and
simplify electrical wiring. With the increased air flow we developed a dust problem from the dirt
floor in the arena so we decided to lay carpet in the walkways between the rows of kennels.
To bring electrical wiring to an acceptable level of safety, plastic conduit was laid to match the
grid. To control the difficulty in animal movement when their cages were cleaned, a specific
grid with addresses was established. All of these features were incorporated into a plan for the
arena, which was gradually implemented. Large fans all blowing in the same direction were
placed at intervals to move air through the cat corridor. Ventilation in the barn area was
achieved by hanging box fans above every stall.
Most logistics issues were handled by Mr. Rick Ramsey from the School of Veterinary
Medicine. Mr. Ramsey brought massive experience in selection, procurement and use of
animal holding facilities and equipment. He came with an extensive list of contacts from
throughout the U.S. who could locate and ship needed resources. Managing things we
specifically ordered was one issue but unloading, sorting and placing in inventory the massive
quantities of unsolicited supplies took a lot of manpower that was sorely needed in other
locations. Use of the local media to solicit supplies provided tremendous assistance in the
early days of the shelter before our logistics were properly set up. However, we soon learned
that requests for supplies via a website could result in a seemingly never-ending supply of the
requested item. Such is the power of the internet.
Donated food from near and far became an issue because a) it needed to be unloaded,
stacked and stored and b) we decided very early on that we should feed a single source lowresidue “intestinal” type diet exclusively. However, overfeeding by volunteers remained a
problem throughout.
Safety was a major issue because of the very large numbers of unskilled volunteers in the
shelter and lack of proper SOPs and control of everyday operation of the shelter at the ground
level. Pressing safety issues included animal bites, electric shock, chemical toxin exposure,
biological agent exposure, and heat stress/stroke. At the request of the shelter management, a
safety officer was appointed by the SVM dean and he instilled a safety-conscious culture in the
management team. This proved frustrating for the incumbent because many of the hosts of
volunteers who did much of the shelter work were untrained and often did not follow
managerial direction. For bite risk we sectioned off aggressive animals to their own zone and
only skilled people with pre-exposure rabies vaccination were authorized to service them. All
standard reporting and animal holding after bite policies were adhered to. The U.S. PHS set
District 6 Animal Shelter Disaster Response Manual Page 77 of 188
up a first aid tent and a physician was put on-call. Children less than 16 years old were not
allowed entry to the shelter. Electrical wiring was routed via PVC conduits where possible.
Before proper electrical safety measures were implemented, one dog died from electric cord
bite. Bleach was placed in a specific locked storage cabinet and the quaternary ammonium
compound used for cage/utensil washing was mixed automatically in-line to limit the potential
for exposure to concentrate. We had limited Haz-Mat protective clothing and almost no formal
training in this area. After one episode where a truckload of dogs rescued from New Orleans
had to be decontaminated, several volunteers were vaccinated for hepatitis based on their
potential exposure. Volunteers were encouraged to drink lots of water and to take frequent
breaks; some did and some did not. Fire lanes for rapid evacuation were established in the
arena.
Operation of the reception area was confusing and a stressful task because of multiple
functions. Apart from admission and discharge of animals (establishment of the animal record
and veterinary evaluation), this area also served to provide information to the public by phone
and also in person, and sign in and organization of volunteers. It also served as a clearing
area for people wanting to adopt and foster pets in the facility. Developing a logical system
analysis of this area was sorely needed and once we separated people we could not help (I
have lost my pets, can you help me find them?) from those we could help, the area became
more workable.
Security was a major concern from several aspects. We were concerned that many of our
volunteers were women and our activities extended throughout the night. In addition, we had
needles and syringes in our veterinary facility; some (very few) scheduled drugs in a lock box
in the field hospital; and donated cash in a lock box in the Command Center.
On September 11, when the flow of animals to distant shelters through the Lamar Dixon facility
proved inadequate to handle the rate of arrival of animals extracted from New Orleans by
rescuers, that facility briefly curtailed accessions and rescuers with dogs off-loaded animals at
the Parker shelter, against the wishes of the shelter management. The Parker shelter was not
properly prepared (training and equipment) for decontamination of rescued animals, just for
owned animals.
For animals we had concerns regarding theft and escape. Early in the life of the shelter,
several “pit bull” dogs were taken from the shelter and several others were spirited out, one
being an inside job where the computer records were tampered with.
To address security issues a cyclone wire security fence (funded by donations) was set up
around the barn area to contain escapees and to limit public access. The local police forces
were approached. The LSU Campus Police could offer no support, being overwhelmed with
other demands on their time. The City of Baton Rouge police force was similarly engaged and
the campus was beyond their jurisdiction; however they offered to drive a squad car by the
front of the facility a couple of times each night to establish a “presence”. Fortunately, civil
disorder was not a problem in Baton Rouge; quite the opposite, with everyone trying to help in
any way they could. A National Guard Unit was bivouacked next to the shelter. Their
commander was approached and it was agreed that the Guard could patrol the shelter at key
entrances and around the perimeter at night. A wrist-band ID system was established.
Phase 3: Exit Strategy
Planning for the exit strategy became an issue almost as soon as the shelter was set up. The
options finally adopted were:
District 6 Animal Shelter Disaster Response Manual Page 78 of 188
1. Contact the owner(s) and have them pick up their pet(s), put them up for adoption, or foster
them into a local Baton Rouge home.
2. Conditional adoption* from permanent shelters both local (East Baton Rouge Animal Control
Center) and distant.
* The conditions of adoption were established as follows: Permanent shelters must adopt the
animals out directly and not pass the animals through to another shelter; if the original owner
were to come forward to reclaim their pet prior to January 1, 2006, the adopting owner must
relinquish the pet; all shipping back to original owners must be completed prior to January 15,
2006.
The January 1, 2006 deadline to reclaim a pet is at odds with Louisiana law, which vests
ownership with the original owner for 3 years. However, it is unrealistic to expect shelters to
hold animals for an extended period and it is unlikely that people would have so readily
adopted such pets had the prolonged absentee ownership been explained. Further, many pets
do not do well in a shelter environment. Parker shelter management originally placed almost
all emphasis on protection of the pet for the owner but as time passed, the pendulum swung to
making sure we were doing the best thing for the pet. After 6 weeks it was deemed that the
pets would be best placed with an owner in a home, any home.
Faced with the initial (fortunately incorrect) prediction that only 30-40% of owners would come
back to claim their pets, plans were developed to identify distant shelters to handle excess leftbehind animals and to establish animal transport capability. Teams working remote from the
shelter (Gainesville, FL, and Baton Rouge) scoured the internet and developed a list of three
prominent shelters from each of the largest three cities in each state in the U.S. This list of
approximately 400 shelters was screened by two local certified animal control officers and an
email request for assistance in placing animals was sent to those shelters making the cut. A
dedicated email address, katrinasark@vetmed.lsu.edu was used. Responding shelters were
then screened by ASPCA staff for integrity and capacity to handle animals. Contracts were
developed with sufficient shelters to handle the unclaimed animals.
The response to calls to the owners was dramatically successful because most had given us
cell phone numbers and regardless of their current location, they were able to discuss the
disposition of the pet they had left at Parker. Most arranged to have their pet picked up on or
around the deadline of September 30, 2005.
Arranging transportation for the 120+ animals that were transported to distant shelters proved
challenging because USDA licensed and approved animal transport units were at a premium.
A website www.lsueas.com was established and supported by IFAW to help owners find pets
that Parker had transported to a distant shelter. The website included the name, address, and
telephone number of the original owner, and the name, breed, and sex of the pet along with a
photograph. In addition, the site listed the new location of the transported pet and contact
information for the distant shelter. This website was linked on the front page of Petfinders.com
and the LSU SVM website.
Funding from the ASPCA supported initial transportation of pets to distant shelters and
subsequent reunification costs when the original owners came forward to claim their pets. An
employee of the Parker shelter was assigned to facilitate and arrange all aspects of
reunification up until January 15, 2006. Temporary offices were established to support these
functions at the SVM and in private homes through this date. Loaned mobile phones were
used throughout this final period to facilitate communication.
District 6 Animal Shelter Disaster Response Manual Page 79 of 188
Shutdown of the physical plant of the shelter on October 16 involved return of all loaned
equipment to companies and entities; cataloguing and arranging for disposition of all
purchased equipment and supplies; and general tear-down and clean up of the Parker
Coliseum. Many items were placed in “ready storage” in case of future events. Flea control in
the facility had been poor and a massive infestation of the facility began to emerge once
animals were removed, particularly in the barn area.
An “after-action” meeting was held on October 21, 2005, and the website
(www.LSUEmergencyAnimalShelter)catalogues the proceedings of this meeting.
The LSU Experience: Out of state veterinarian licensure
by the Louisiana Board of Veterinary Medicine
In a December 2005 Newsletter Article entitled “Out of State Licensees/Executive
Orders/History of Events,” the Louisiana Board of Veterinary Medicine (LBVM) details a
chronological order of events surrounding the Board’s efforts in the aftermath of the natural
disasters, Hurricanes Katrina (August 29, 2005) and Rita (September 24, 2005). The article
describes the events that occurred of which the LBVM has actual knowledge. It has been
truthfully stated that these two (2) natural disasters, occurring only weeks apart, together
created a precedent previously unknown to Louisiana and the United States.
The article describes the procedures which were in effect and required by law at the time of the
disasters. As always, laws are tested through application and subject to change as a result of
lessons learned during the continued quest for responsive excellence. It is for this reason that
current laws are under review and potentially subject to revision in the future. Accordingly, the
procedures described in the Newsletter Article may not be applicable in the future depending
on the content of the laws in effect at the time another disaster may occur.
The article in its entirety follows:
Out of State Licensees/Executive Orders/History of Events
by Louisiana Board of Veterinary Medicine
This article details a chronological order of events surrounding the Louisiana Board of
Veterinary Medicine’s (LBVM) efforts in the aftermath of the natural disasters, Hurricanes
Katrina and Rita. It is not intended to be defensive or offensive in nature, but rather an
objective history of what occurred. The LBVM’s Newsletter is the primary tool by which it
provides information regarding its activities to licensees and other interested parties.
It is an oversimplification to say these natural disasters tragically devastated certain portions of
Louisiana and left no area of our state unaffected to some degree. The LBVM would like to
thank and compliment all persons and groups who contributed to the overwhelming relief effort.
Unfortunately, some very hard lessons have been learned throughout this ordeal which will be
noted, but hopefully, never required to be used in the future. While some may be critical of the
efforts of certain parties, please keep in mind that it was, and to some degree remains, a
monumental task to resurrect order from chaos. The LBVM and its members were, and
continue to be, legally bound by oath of office and the law to enforce the Veterinary Practice
Act and its rules. The LBVM does not have the legal authority to suspend, or ignore, the law
even in a time a natural disaster.
It also may be very tempting for people to “Monday morning quarterback;”
District 6 Animal Shelter Disaster Response Manual Page 80 of 188
however, unless a person was actually involved in the mechanics of obtaining an executive
order suspending the license requirement of the law, AND fully understands the complex
issues which arose, second guessing and unfounded criticisms are really a waste of energy
and time. Hopefully, any incidents of this counterproductive activity will be minimal.
The items listed below are those that the LBVM has actual knowledge of regarding the events
which occurred.
On August 26, 2005, Governor Blanco signed Proclamation 48 KBB 2005 in anticipation of
impending Hurricane Katrina. Proclamation 48 KBB 2005 addressed a state of emergency, but
did not suspend the laws and rules governing state regulatory boards.
On Monday, August 29, 2005, Hurricane Katrina hit the Greater New Orleans and surrounding
areas causing massive devastation. The LBVM office and government offices were closed by
order of the Governor through Tuesday, August 30, 2005. The LBVM office resumed business
on Wednesday, August 31, 2005.
On Thursday, September 1, 2005, at approximately noon, the LBVM office was closed by order
of the police due to a suspected riot at the Baton Rouge River Cent Complex. The LBVM
employees were escorted to their cars by armed security.
On Friday, September 2, 2005, the Governor signed Executive Order KBB 05-26 suspending
the laws for “medical professionals” allowing out of state medical professionals to assist with
the relief effort.
The LBVM office remained closed due to the riot threat through Monday, September 5, 2005,
which was Labor Day. On Tuesday, September 6, 2005, the offices, including LBVM, in the
area near the Baton Rouge River City Complex were allowed open by the police. The LBVM
learned of EO KBB 05-26 and took immediate steps to confirm with the Governor whether or
not out of state “veterinarians” were included in the term “medical professionals.” LBVM was
advised in writing by the Governor’s office on Wednesday, September 7, 2005, that
veterinarians were not included in EO KBB 05-26.
The LBVM took immediate steps to contact the State veterinarian regarding this issue. The
State veterinarian was included in Incident Command System and coordinating the relief efforts
with FEMA in Baton Rouge. The LBVM learned that the State veterinarian’s office was under
the impression that EO KBB 05-26 covered veterinarians.
On September 8, 2005, the Board of Veterinary Medicine, along with the State veterinarian,
began coordinating efforts to request the Governor to issue an executive order suspending the
legal requirement for out of state veterinarians to contribute to the relief effort without the need
for a Louisiana license to practice. The LBVM deferred to the State veterinarian on the need
for out of state veterinarians since that office was coordinating the relief efforts at Command
Incident System.
On Friday, September 9, 2005, the LBVM submitted a proposed executive order to the
Governor through her executive counsel addressing the issue. On Monday, September 12,
2005, the Governor signed Executive Order KBB 05-35 (effective September 9 -September 25,
2005) lawfully accomplishing this objective. EO KBB 05-35 was officially posted for notice on
the Governor’s website the evening of September 12, 2005.
On September 13, 2005, the LBVM implemented EO KBB 05-35, and the Registration
Application and informational documentation were posted on the LBVM’s website for access
and registration. In addition, the LBVM submitted the pertinent information to interested parties
District 6 Animal Shelter Disaster Response Manual Page 81 of 188
by email/fax and requested the State veterinarian to submit any listing or information regarding
out of state veterinarians desiring to register the LBVM and participate in the relief effort. (The
Registration Application and informational documentation were previously prepared by the
LBVM in anticipation of the Governor executing the proposed executive order.)
On Monday, September 19, 2005, the LBVM emailed Deputy Executive Counsel Watson
inquiring as to the Governor’s protocol for renewal of the Executive Order EO KBB 05-35
beyond its termination date of September 25, 2005, if necessary. The LBVM again deferred to
the State veterinarian regarding the need for renewal at ground zero of the relief effort.
On Tuesday, September 20, 2005, Deputy Executive Counsel Watson emailed the LBVM with
notice that the current executive order would not automatically renew and that a new request
from the LBVM and State veterinarian would be required. Deputy Executive Counsel Watson’s
email was immediately forwarded by the LBVM to the State veterinarian with the request to
confirm the need for renewal to the Governor’s executive counsel for consideration by the
Governor prior to the expiration of EO KBB 05-35 on September 25, 2005. The State
veterinarian confirmed the need for the extension of the executive order for three (3) additional
weeks by email on September 20, 2005. The matter was properly before the Governor for
consideration well before the September 25 termination date of the current executive order.
On Thursday, September 22, 2005, Governor Blanco signed EO KBB 05-43 extending the
terms and effect of EO KBB 05-35 through October 25, 2005. There was no gap in the
substantive application of the executive orders regarding out of state veterinarians who met the
qualifications and properly registered with the LBVM.
On Saturday, September 24, 2005, Hurricane Rita hit the southwest coast of Louisiana causing
massive devastation to the coastal parishes. The LBVM office was closed from Friday,
September 23, 2005 through Sunday, September 25, 2005 due to impending Hurricane Rita.
The information memo and registration application were officially updated on the LBVM’s
website on Monday, September 26, 2005.
On September 30, 2005, approximately 125 out of state veterinarians had registered with the
LBVM pursuant to the executive orders. Some were believed to be operating through
assignments from the State veterinarian and FEMA, and others at the relief effort at the LSU
School of Veterinary Medicine Emergency Animal Shelter at the LSU AgCenter’s Parker
Coliseum in Baton Rouge.
On September 30, 2005, LSU-Sum’s website posted notice that the LSU AgCenter’s Parker
Coliseum Emergency Animal Shelter will no longer accept animals after September 30, 2005,
and will close operations on October 15, 2005. LSU AgCenter’s Parker Coliseum
Emergency Animal Shelter was a shelter for owned pets that were brought there by the owners
or by veterinarians evacuating pets. The shelter at Lamar-Dixon in Gonzales, Louisiana was a
shelter for rescued animals and is believed to have ceased operations on a timeline similar to
the LSU AgCenter’s Parker Coliseum Emergency Animal Shelter.
EO KBB 05-43 terminated automatically at midnight on October 25, 2005. The LBVM
maintained communication with the Governor, through her Deputy Executive Counsel, and the
State veterinarian’s office regarding the need for renewal prior to the effective time of the
termination. The LBVM again deferred to the State veterinarian regarding the need for renewal
at ground zero of the relief effort. It was determined that there was no need to renew the
executive order past the deadline based on current information. Both the LSU AgCenter’s
Parker Coliseum Emergency Animal Shelter and the Lamar-Dixon shelter were closed prior to
the October 25, 2005 deadline.
District 6 Animal Shelter Disaster Response Manual Page 82 of 188
Accordingly, on October 25, 2005, the LBVM posted notice on its website that EO KBB 05-43
would terminate at midnight. It also mailed/emailed the notice to all out of state veterinarians
who registered with the LBVM and all interested parties regarding the effect and time of the
termination.
It is the LBVM’s understanding that subsequent to the termination of EO
KBB 05-43 there are shelters which are still operating through private and/or LVMA efforts.
Such shelters are obviously legally operating if the provisions of the law and LBVM’s rules
regarding the requirements for maintaining a Louisiana veterinary license and the practice of
veterinary medicine are being followed. Unfortunately, the LBVM has received limited
information regarding operations which may exist in violation of the law and LBVM’s rules.
Every effort has been made to cease these illegal operations which to date has been largely
successful. The LBVM will continue to discharge its duty regarding this issue and will follow up
on all complaints received regarding any alleged illegal activity.
It is also the LBVM’s understanding that assistance from Louisiana licensed veterinarians may
be needed in the closing relief efforts. As you may be aware, many Louisiana licensed
veterinarians were displaced by the hurricanes and may be in need of temporary (or
permanent) employment or participation in work relief. If interested, the appropriate entities to
contact are the LA Veterinary Medical Association, or the LA State veterinarian’s office for
more information.
In closing, the LBVM wishes to again thank everyone (veterinarians, support staff, private
individuals, associations, educational institutions, and governmental entities and officials, as
well as animal humane groups and concerned persons in general) that assisted in the relief
efforts of Hurricanes Katrina and Rita. Thank you for your love and concern for the animals
affected by these disasters.
The LSU Experience: Veterinarian and veterinary technicians
scheduling and assignment
Dr. David Senior
Things that went well.
The veterinary staff felt very involved and very much part of a team. Most of the time we were
able to overlap staff so one taught the next and institutional knowledge was passed on. This is
vital.
Early on before outside veterinary staff could arrive the local people pulled the full weight of the
manpower needs. They did this at an amazing level.
What should be avoided:
Don’t turn away veterinary staff because they have not had pre-exposure rabies vaccination.
What could be improved?
Manpower requirements: Initially the needs were not clear to me. We did not know how big it
was to get. More thought and better predictions early on may have made life a bit more
comfortable. It is better to be wrong on the high side.
District 6 Animal Shelter Disaster Response Manual Page 83 of 188
Scheduling: I was unable to handle the hundreds of emails coming in daily from vets and techs
offering service and assistance. Scheduling these must be done remote from the shelter and
maybe even remote from the disaster. This could be done on a website that automatically
develops a spreadsheet of available veterinarians. HSUS has such a program already for their
RAVS program and this was used to some extent. Local scheduling to the various units was a
full time job.
Assignment: Vets and techs were side-tracked to other units (sampling). There must be a
central reception station for all professional staff and from there they will be assigned to various
locations for set periods of time. People coming in must be informed of this before they come.
Accommodation for volunteers: This was set up at the vet school after a bit and this needs to
be addressed ahead of time or at least ASAP after the disaster. People should be assigned to
develop these systems.
Communication: The lack of good communication equipment to allow easy local and offsite
communication was a constant problem for me. We needed a full complement of functioning
phones or walkie-talkies to allow communication between the various areas of the shelter. We
needed a full time communications person producing easy-to-read lists of all relevant phone
numbers. The phone numbers changed a lot and it was hard to keep up. Early on when the
cell phones were not working this was really a bad situation. Satellite phones may be useful
here.
Information: The state phone numbers in the central Incident Command Post were virtually
non-functional through much of the first 4 weeks. Contacting Dr. Martha Littlefield (the State
Veterinarian) by cell phone was about the only way to get answers regarding policy. Better
communications systems for key personnel must be improved. Contacting Lamar-Dixon (the
emergency shelter for non-owned animals) and knowing who to talk to was hard. Attendance
at the daily State response meetings was difficult because of traffic. Maybe a land-line
teleconference system would have helped so we would not have had to leave the shelter.
Command Center: This was too crowded with too many functions carried out there. The
building lent itself to our task in many special ways but the amount of available space for
office/meeting/IT/telephone answering/eating, etc. was not ideal. Consideration should be
made for the various functions that will have to be performed when choosing the location of an
animal shelter pro-actively.
The LSU Experience: Volunteers
Andrea Flores
We went through several iterations of the Volunteer Coordinator. Katrina hit on Monday, but
the animals did not really begin pouring in until about Thursday. It was at this point that people
began to organize themselves. We had two people, a couple who took the reigns and really
put forth a great deal of effort at getting the preliminary system organized. They set up the
intake and pet release system. Various other people helped with this as well. However, it was
not until Monday of Labor Day that we really began to get organized.
That first weekend, which happened to be Labor Day, we were swarmed with volunteers. We
had more volunteers than we knew what to do with. We were still in the developmental stages
of setting the place up and even having a command chain. It was not until that Monday that we
were able to actually have some sort of organizational chart, albeit crude. However, we knew
District 6 Animal Shelter Disaster Response Manual Page 84 of 188
that after that weekend we were going to be significantly short handed due to people going
back to work or trying to get their lives back together. But for that weekend, we had more help
than we needed. It was at this point that we realized that children had to be supervised and
that there were many people who came “shopping” and/or sight-seeing. Because of all of this,
we felt it was essential that we had a consistent, trained volunteer coordinator.
At this point, we had two people in that role. They both did the best that they could, but neither
one of them were able to devote the entire time to it. One was in the process of buying a
house and was gone for much of the time. After some time, she stated that she was unable to
continue in that role. The other person was able to devote a lot of time to the assignment for
the first three weeks, but she, too, had to leave as she was trying to set her home and work
back up in Metairie. We were able to recruit a very qualified person from USPHS. However,
even she was unable to handle the entire task. She was also named safety supervisor.
This changing of volunteer coordinators really was a hindrance in the long run. What was
absolutely essential was consistency. By changing the people in this role, we were unable to
maintain this consistency. Added to it was the fact that they were really doing the work of 3 or
4 people at the same time. It was expected that the volunteer coordinator do the following:





Recruit and call all volunteers
Train all incoming volunteers in the safety aspect
Give all volunteers tours of the facility
Give all volunteers necessary safety information
Answer any questions from volunteers as well as the information desk, incoming
desk, releasing desk
 Any other items related to the front desk.
Because volunteers were not consistent, it was difficult to recruit them, keep them, train them
and in general depend on them. Many examples exist in which a volunteer was given a
specific task and a few minutes later he or she was no longer there. Most people who showed
up wanted to work with the animals only. However, we were truly blessed to be able to have
enough volunteers to handle the main areas, namely the animal husbandry.
The LSU Experience: Partners and support organizations
Dr. David Senior
MAJOR SUPPORT FROM PARTNER ORGANIZATIONS
A. Governmental
United States Public Health Service (USPHS)
Provided:
1. Long-term staff support in key managerial positions
2. Pharmaceutical inventory control
3. Systems analysis of the reception area
4. Public health issues
first aid tent
public health advice
United States Department of Agriculture (USDA)
Provided:
1. Shipping expertise
District 6 Animal Shelter Disaster Response Manual Page 85 of 188
preparation
rules governing transportation regulations
containers
vehicle regulations
2. Material and personnel assistance with staging of animal shipments
United States National Guard
Provided:
1. Security for the perimeter of the shelter
Louisiana Department of Agriculture and Forestry (LDAF)
Provided:
1. Policy on operations
2. Advice
3. Frequent updates to clarify the situation
4. Contact information for resources at other shelters/locations
5. Warnings regarding possible sudden new influxes of animals
B: Non-Governmental
International Fund for Animal Welfare (IFAW)
Provided:
1. Extremely rapid early assessment and major funding in support of the shelter
2. Long-term staff support to assist in
general shipping know-how
development of shipping SOPs
systems analysis of the reception area
operation of the inquiry section of the reception area
general managerial duties
organizational analysis using special software
post-action analysis
3. Material and personnel assistance with staging of animal shipments
4. Remote development of www.lsueas.com website to facilitate reunifications
Humane Society of the United States (HSUS)
Provided:
1. Rapid early assessment
2. Major funding in support of the shelter
American Society for the Prevention of Cruelty to Animals (ASPCA)
Provided:
1. Rapid evaluation of distant shelters for suitability to take Parker animals
2. Major funding to support shipping of animals to remote shelters and for reunification
American Kennel Council (AKC)
Provided:
1. Major funding to support shelter improvements
District 6 Animal Shelter Disaster Response Manual Page 86 of 188
The LSU Experience: Supplies and inventory
Rick Ramsay
The shelter began with no supplies, no inventory and no staff. The supplies and inventory
section was overwhelmed with supply requests, arranging purchases, and processing both
solicited and unsolicited donations.
What went well ?
We were able to meet the needs of the facility within a reasonable timeframe and with minimal
staff.
What could be improved?
 A consistent, stable work force with the same key people each day
 A better exit strategy with an identified workforce to break down the facility and
return/distribute
 Remaining supplies – better directives as to where supplies and equipment should go
 More control over supplies and equipment to reduce pilfering; this would be
accomplished by
– establishment of controlled warehouse
– requiring the state to become more involved in operations
Other do’s and dont’s
 Do not accept small item loans from multiple individuals that have to be returned at a
later date – kennels, caging, fans, etc. This became a logistic nightmare
 Control unsolicited donations of supplies and equipment. All donations should be
handled by the procurement officer
 In lieu of requests to donate supplies, ask for monetary contributions
 Determine the types of supplies, caging, feed, etc. required by the facility and
concentrate on obtaining those in the form of donations or purchase during the early
stages of the shelter or ideally before the shelter must open
Did you apply any innovations?
 Without established guidelines, most things we did could be considered innovations,
from laying carpet on the floors of the coliseum to establishing caging rows to using
color coded cage cards to constructing raised kennels for caging fractious animals to
bringing in c-cans for supply storage, etc.
How / where did you find out information that helped the unit’s operation?
 Dr. Kelly Ferris and her group at North Carolina State University were an invaluable
source of information in the early stages
 Compmed list serve
Other points?
 Dust became a problem and required watering aisles twice a day
 We were very lucky as we only had 1 rain day for the entire period
District 6 Animal Shelter Disaster Response Manual Page 87 of 188
The LSU Experience: Finances
Dr. Becky Adcock
We were totally unprepared for the quantity of donations and for the enormous expenses
associated with operating a shelter of this magnitude, yet we were able to collect contributions
totaling more than $250,000 and financially support the operation of this facility through the end
of 2005, with a projected surplus.
In week 1, we made arrangements with Louisiana State University (LSU) to set up a University
operating expense account at the School of Veterinary Medicine (SVM) and received
permission from the university to use an LSU LaCarte VISA card to pay for expenses. We also
set up a charge account at the LSU School of Veterinary Medicine pharmacy to purchase
drugs and vaccines.
In week 2, we received permission from the Walter J. Ernst Foundation (WJE) at the Louisiana
Veterinary Medical Association (LVMA) to set up a shelter operating checking account using
the Foundation’s 501-C-3 charitable status. Using $80,000 from WJE and cash contributions
from the community, we set up a checking account. We subsequently collected more than
$75,000 from individual contributors.
In week 3, we created payroll information sheets and began paying key personnel working full
time in the shelter.
We required the financial support and cooperation of the LVMA, LSU, LSU SVM, and LSU Ag
Center to make this operation function successfully.
Using a charitable entity to use for setting up our account was very helpful, but slowed the
process. It also made us more aware of having to justify expenses and assuring that charitable
contributions were used as intended by the donor.
We should have better organized our donation areas at reception:
 train volunteers and staff full time (neat appearance, pleasant personality)
 provide better signs and materials to facilitate donations
 separate money donation area from main intake & from supply donations-be prepared
with forms to document contributions and to acknowledge gifts.
We should have better managed our major equipment purchases and donations. When the
shelter closed, we were left with office and communications equipment for which a donor could
not be identified.
District 6 Animal Shelter Disaster Response Manual Page 88 of 188
Appendices
Forms, Protocols, and Standard Operating Procedures
LSU School of Veterinary Medicine Emergency Animal Shelter at the LSU
AgCenter’s Parker Coliseum
Introduction
The documents listed in this section were created at the LSU-EAS. Some documents have
been modified to make them more general; others remain specific to the LSU-EAS but may
serve as useful guidelines. These documents may be copied and altered as needed for other
emergency situations.
List of documents in this section (control + left click to follow link):
Operations
Admission Form
Admission SOP
Rescued Pet Admission Form
Contact Information for Owner Seeking Lost Pet
Phone Confirmation for Owner Allowing Pick Up of Pet by Another Party
Assumption of Risk Form
Owner Log–in Form
Animal Health
Interim Guidelines for Animal Health and Control of Disease Transmission in Pet
Shelters
Animal Care Sheet
Medication Log
Dog and Cat Vaccine and Endo- and Ectoparasite Control SOP
Bite Protocol
Release Form for Bite Quarantine Animal
Animal Adoption and Fostering
Policy on Local Adoption
Animal Adoption Information Sheet
How to Find a Foster Home
Questions for Fosters and Owners
Owner–Foster Contract
Planning
Orientation for Volunteering Veterinarians and Technicians
Veterinary Staff Job Descriptions
Responsibilities of Volunteer Veterinarians
Information Technology
Organization of Data Entry
File Cabinet Organization
Folder Organization
Naming Digital Files
Sample Animal Information Sheet
District 6 Animal Shelter Disaster Response Manual Page 89 of 188
Animal Shipping
Shelter Agreement
Contingent Adoption / Foster Care Agreement
Exit Protocol
Exit Stations
Pre-Shipment Release Form
Animal Records Copying Instructions
Records Checklist for Animal Shipping
Special Needs Flyer
Instructions and Emergency Contacts for Drivers
Biosecurity for Your Newly Fostered / Adopted Animal
Checklist for Domestic Commercial Airline Shipments of Companion
Animals
Trailer Loading Diagrams
Volunteers
Template For E-Mail To Solicit Volunteers (In Area)
Templates For E-Mail Responses To Requests to Foster, Volunteer, or
Donate Supplies
Volunteer Sign-in Log
Miscellaneous
Media Contacts Poster
District 6 Animal Shelter Disaster Response Manual Page 90 of 188
Animal Shelter Admission Form
OWNER INFORMATION
DATE:
Owner’s Name _____________________________
Address __________________________ City____________ State____ Zip________
Home Phone (____)_______________ Work Phone (____)_____________________
Cell Phone (____)_______________ Pager
(____)_____________________
E-mail Address ___________________ Place of Employment ___________________
Driver’s License # _________________ Social Security # ______________________
How can you be contacted while your pets are here?
____________________________________________________________________
Where you will be staying while away from your home address?
Relation ___________________________________________
Address __________________________ City____________ State____ Zip________
Home Phone (____)_______________ Work Phone (____)_____________________
Cell Phone (____)_______________ Pager
(____)_____________________
How long will your pets be staying in the shelter? _____________________________
Current Veterinarian ____________________________ Phone _________________
Veterinary Clinic _______________________________
Address _____________________________________________________________
PET INFORMATION
PET 1
Cage Number
Impound Number
Name
Breed
Date of Birth
Color
Sex
Spayed/Neutered
Is this pet on any medication?
Is this pet on a special diet?
Any allergies/illnesses?
Identifying marks, tattoos, etc.
Microchipped?
PET’S MEDICAL HISTORY
Rabies vaccine (date)
DHLPP vaccine
Kennel Cough vaccine
Lyme Disease vaccine
Fecal Sample
Heartworm test
FVRCP vaccine
Feline Leukemia vaccine
FIP vaccine
Feline Leukemia test
MEDICAL TREATMENT RELEASE
PET 2
PET 3
District 6 Animal Shelter Disaster Response Manual Page 91 of 188
If your pet(s) become(s) ill, we will provide emergency triage veterinary care regarding your
pet’s symptoms, treatment options and estimate of costs. If the emergency proves serious
enough to require transport to a veterinary hospital, however, please indicate your wishes
should your pet(s) require further treatment to relieve immediate discomfort or to resolve an
important medical condition:
____
Please perform whatever services the doctor deems necessary for the best care of my
pet until someone can be reached – this includes only non-elective treatments and
necessary diagnostics.
____
I authorize up to $______
____
Do not administer any medical treatment until specific authorization is given unless the
shelter is unable to reach me in a timely fashion. In such a case, I do hereby grant and
authorize the shelter to treat or manage my animal(s) as judged appropriate by medical
staff, as dictated by medical necessity.
____ I am unable to provide monetary support.
THIS SHELTER IS CLOSING ON SEPTEMBER 30. I understand that by Sept. 30th, 2005 I
must pick up my pets(s) or notify the shelter that I want to foster or adopt out my pet(s).
I have read and understand this agreement and certify that I am the owner/agent of the above
listed animal(s).
_______________________
Sign here owner/agent for pet(s)
_____________
Date
District 6 Animal Shelter Disaster Response Manual Page 92 of 188
Animal Admission SOP for Vaccines, Physical Exam, and
Microchipping
After completion of paperwork at the front desk:
1. Bring the animal to the arena chipping station
2. A veterinarian completes a physical examination
3. The animal will be checked for a chip
4. Give the animal all vaccinations:

Dogs: Distemper etc., Rabies, Bordatella

Cats: FeVRCP, Rabies
5. Provide endoparasite and ectoparasite control
6. Complete the rabies vaccination certificate
7. Place the rabies tag and certificate in the record
8. Chip any animals that have not yet been chipped. If the animal is chipped, record the
chip information. Microchip stickers should be distributed as below:

1 goes on the data entry sheet

1 is put on the impound ticket as a record that goes with the animal. [If the
animal is already chipped, write the chip number on the impound ticket]

2 are cut out and placed inside the “Home Again” envelope to go with the
animal.
9. Fill out the form
10. Make sure all paperwork is in the animal’s packet:

Animal’s information

Care sheet

Microchip information

Rabies vaccination information and tag
District 6 Animal Shelter Disaster Response Manual Page 93 of 188
Rescued Pet Admission Form
RESCUER INFORMATION
Rescuer’s Name
_____________________________
Address __________________________ City____________ State____ Zip________
Home Phone (____)_______________ Work Phone (____)_____________________
Cell Phone
(____)_______________ Pager
(____)_____________________
Where was the animal found? ____________________________________________
Nearest street intersection ___________________________ City ________________
Was any food, water or medication offered to the animal?
yes/no _______ what kind? _______________________
PET INFORMATION
PET 1
Cage Number
Impound Number
Name
Breed
Color
Sex
Spayed/Neutered
Identifying marks, tattoos, etc.
Microchipped?
PET 2
PET 3
District 6 Animal Shelter Disaster Response Manual Page 94 of 188
Contact Information for Owner Seeking Lost Pet
INFORMATION THAT IS NEEDED FROM OWNERS LOOKING FOR THEIR ANIMALS:
OWNER’S NAME : ___________________________________________
ADDRESS: __________________________________________________
CITY:__________________________STATE___________ZIP__________
PHONE #____________________________________________________
TYPE OF ANIMAL:_____________________________________________
BREED OF ANIMAL:___________________________________________
COLOR OF ANIMAL:____________________________________________
SEX OF ANIMAL: MALE______
FEMALE_______
PET’S NAME: :________________________________________________
DETAILED DESCRIPTION OF PET (Detailed description of pet includes, for example, if cat is
declawed, if cat or dog is spayed or neutered, if pet has collar and color of collar, if the pet has
been tattooed or microchipped, etc.):
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________
WHERE WAS PET LEFT: HOUSE_________CLINIC_________
OTHER____________________
ADDRESS PET WAS RESCUED FROM________________________________
__________________________________________________________________
District 6 Animal Shelter Disaster Response Manual Page 95 of 188
Phone Confirmation for Owner Allowing Pick-up of
Pet by Another Party
This is to be done if impound slip is present or not.
If impound slip is not present, fill out the appropriate form as well.
Owner Information
Party picking up pet
First Name
Last Name
Phone Number
Drivers License Number
PET INFORMATION- Owner must be able to verify to database
Pet’s Name
Address in Database
Description of Pet
Comments:
Impound Number
Kennel Number
Confirmation:
Witness One
Print Name
Signature
Witness Two
District 6 Animal Shelter Disaster Response Manual Page 96 of 188
Assumption of Risk
We want to welcome you, and thank you. However, we must be clear that this is a disaster
relief operation, and certain dangers exist that you should be aware of before assisting with this
operation.
Risks of entering this facility include being bitten by an animal, scratched by an animal, falling,
and other obvious and not so obvious dangers. Many animals have been traumatized, some
are sick, all are unpredictable, and may either bite or injure you or cause you to fall or hurt
yourself. Please be careful with dehydration, overheating, lifting heavy objects, and
unauthorized personnel.
By entering these premises, and or by signing up as a volunteer, owner, veterinarian or other,
you are therefore agreeing to voluntarily assume all risks of injury and or death, and waive
any and all claims that you may have of any kind whatsoever against the owner of the
animal who caused such harm, LSU, LSU AgCenter’s Parker Coliseum, LSU Veterinary
School, Walter Ernst Foundation, or any other entity, organization or individual who is assisting
with the disaster relief operation here at the LSU AgCenter’s Parker Coliseum.
Please understand that if you are injured for any reason while assisting with this operation, that
you shall be solely responsible for your own injuries, medical expenses or any other
losses of any kind whatsoever. If you do not have your own health insurance, you are not
allowed to participate in this operation.
If you are not willing to agree to the full assumption of risk for any and all injuries, please do not
enter this facility, or participate in any way in disaster relief operations associated with this
facility.
WARNING ! Please be extremely careful and be on guard against all dangers ! !
I understand that my participation is strictly voluntary and I freely chose to participate.
Please print and sign your name on the signature line.
_______________________________________________
Signature
__________________
Date
_______________________________________________
Witness
__________________
Date
District 6 Animal Shelter Disaster Response Manual Page 97 of 188
Owner Log In
Date
Name
Time
In
Time
Out
Assignment
Checking out?
District 6 Animal Shelter Disaster Response Manual Page 98 of 188
Interim Guidelines for Animal Health and
Control of Disease Transmission in Pet Shelters
These interim guidelines have been developed by consultation between the American
Veterinary Medical Association and the U.S. Centers for Disease Control and Prevention and
are advisory in nature. They are intended to provide guidance for the care of animals entering
shelters and for persons working with or handling the animals in response to Hurricane Katrina.
The guidance reflects information available as of September 2005 and may be updated as
more information becomes available.
Animals arriving at shelters as a result of Hurricane Katrina need special care. Because they
have been exposed to contaminated flood waters and have not had access to safe food and
fresh water, many are stressed and dehydrated and some may be injured and/or ill. Stressed
animals may or may not show signs of illness and may also exhibit behavioral disorders.
Following some simple animal management and disease control guidelines can help improve
animal health and reduce the risk of disease transmission and injury between animals and
people.
What follows are some recommendations for pets arriving at animal shelters.
Animal Health History, Examinations and Identification
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Each animal should be examined at a triage site. Particular attention should be paid to
hydration status, cuts and abrasions, paw health (e.g. pads and claws, area between toes),
ear health (e.g. redness, discharge), oral injuries (may have occurred if animal was
foraging for food), vomiting and/or diarrhea, respiratory disease, and evidence of parasite
infestation.
Animals should be bathed upon entry, particularly if they may have been in contact with
contaminated flood water. Dawn™ dish soap can remove petroleum and some other toxic
chemicals. The bather should wear protective clothing (e.g. rain suits or ponchos), gloves,
and a face shield or goggles with a surgical mask to avoid mucous membrane contact with
droplets and splashes that may contain toxic materials.
Intake personnel should ask whether the pet has been in the custody of the owner since
the beginning of the evacuation and should inquire about the animal’s health and
vaccination history, paying particular attention to any current medical needs or chronic
health problems (e.g. diabetes, which would signal a need for insulin injections). In
addition, owners should be questioned about the animal’s usual temperament (e.g. whether
the animal can safely be housed with others of the same species, might it be aggressive
toward caretakers).
A health record for each individual animal should be created and updated as needed.
Identification information for the animal should correspond to that for the owner, so that
animals and their owners can be reunited. Owned animals should be clearly marked as
“owned” and not “abandoned” to reduce the risk of mix-ups. Photographs should be taken,
if possible. A collar (leather or nylon, not a choke chain) containing readily legible
identification information should be placed on all animals. Ideally, all animals should be
microchipped.
Cages should be clearly labeled so that newly arriving personnel are easily apprised of the
health status and temperament of sheltered animals.
Animals arriving without owners should be scanned for microchip identification. Microchips
are most often placed between the shoulder blades, but earlier models were prone to
migration, so animals should be scanned from the shoulder blade down to the ventral
District 6 Animal Shelter Disaster Response Manual Page 99 of 188
chest. All scanners are not capable of reading all microchips, so if multiple types of
scanners are available, scan with each type before declaring an animal to be microchipfree. Animals without microchips should be checked for other forms of identification such
as an identification tag or a tattoo (for dogs this may be the AKC registration number) and
this information should be used to trace the animal, if possible.
Animal Health Management and Prevention and Treatment of Zoonotic and
Nosocomial Diseases
Intestinal Parasitism
 Dogs should be treated prophylactically for internal parasites including Giardia,
roundworms, hookworms, and whipworms.
 Exposure to mosquitoes in flood-ravaged areas presents an increased risk of heartworm
disease. If possible, dogs should be tested for heartworms and appropriate preventatives
or treatment administered.
External Parasitism
 Dogs and cats should be examined for flea or tick infestation, and treated appropriately.
 Preventive flea and tick treatments should be considered for all dogs and cats housed in
shelters.
Vaccinations
While the American Veterinary Medical Association normally recommends that vaccination
programs be customized to individual animals, in disaster situations vaccination status may be
difficult, if not impossible, to determine. For this reason, administration of “core” vaccines to
animals upon admission to shelters is considered appropriate. Vaccines take some time to
become effective and will not address pre-existing exposures, so personnel are cautioned to
be alert for clinical signs of disease.
 A rabies vaccination should be administered to dogs, cats and ferrets. This is especially
important for dogs and cats housed in group settings. Personnel should be aware that
rabies vaccines may take as long as 28 days to become protective.
 Additional core vaccinations for dogs include distemper, hepatitis, parvovirus and
parainfluenza.
 Additional core vaccinations for cats include feline viral rhinotracheitis, panleukopenia and
calicivirus. Feline leukemia vaccine should be considered for young kittens that will be
housed in close proximity to other cats.
 Vaccination (intranasal) against Bordetella bronchisepta should be considered for all dogs
and cats to reduce the incidence of kennel cough.
Comment from Dr. Susan Eddelstone (LSU-SVM): To my knowledge, giving cats Bordetella
bronchiseptica nasal vaccine is not an acceptable practice and I would not recommend doing
this in a shelter. There are no good studies to show efficacy, side effects, etc. and it is very,
very difficult to do given the temperament of the cat and the tiny nose. The vaccine usually
ends up going all over the person giving it.

Because leptospirosis risk is higher in flood-ravaged areas and because the disease is
zoonotic, vaccination should be considered. Personnel are cautioned that leptospirosis
vaccines are serovar-specific, and that the potential for adverse reactions may be higher
than for some other vaccines.
Diarrheal Disease
 Animals presenting with (or developing) diarrhea should be separated from healthy animals
(see “Facilities Management”).
District 6 Animal Shelter Disaster Response Manual Page 100 of 188
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Nosocomial agents of concern that may be transmitted by feces include parvovirus,
Giardia, and intestinal parasites.
Zoonotic agents of concern for small animals include Cryptosporidia, Campylobacter and
Salmonella, which are highly infectious and have been associated with outbreaks in
shelters and veterinary clinics.
Behavioral Concerns
 Fear, panic, separation anxiety, noise and storm phobias, and other behavioral disorders
are common problems in displaced animals. Animals that have never had these problems
may develop them and pre-existing problems are likely to worsen.
 Providing housed animals with fresh food and water on a regular basis and establishing
other familiar routines will assist animals in adjusting to their new environment. Food and
water should be provided at multiple smaller and dispersed stations, rather than a few large
clumped stations, to minimize fear, competition and fighting among unfamiliar animals.
 Animals without a prior history of aggression may snap, bite, growl or hiss as a result of
fear or uncertainty. Shelter personnel should approach rescued animals calmly, but
cautiously. Only experienced personnel should handle animals that exhibit significant
behavioral disorders.
 Behavioral exercises and behavioral medications may be administered short- or long-term,
as required, to help animals recover. Shelters are encouraged to seek assistance from
qualified animal and veterinary behaviorists who can assist them in meeting these needs.
Euthanasia
 Animals that are irreversibly ill or exhibiting intractable signs of aggression should be
humanely euthanized.
 Animals that have been previously associated with transmission of monkeypox (e.g. prairie
dogs, African rodents) are under legal restrictions for movement, except to a veterinarian
for care. If one of these high-risk species is presented for veterinary care at a shelter, they
must be kept isolated from other animals and housed in individual cages. If this cannot be
accomplished, these animals must be humanely euthanized.
Personal Protection for Caretakers
 Wash hands with soap and water
o Before and after handling each animal
o After coming into contact with animal saliva, urine, feces or blood
o After cleaning cages
o Before eating meals, taking breaks, smoking or leaving the shelter
o Before and after using the restroom
 Wear gloves when handling sick or wounded animals.
 Wear gloves when cleaning cages.
 Consider use of goggles or face protection if splashes from contaminated surfaces may
occur.
 Bring a change of clothes to wear home at the end of the day
 Bag and thoroughly clean clothes worn at the shelter
 Do not allow rescued animals to “kiss” you or lick your face
 Do not eat in animal care areas
 Whenever possible, caretakers should have completed a 3-dose prophylactic vaccination
series for rabies
 No open-toed shoes.
Avoiding Bites and Scratches
 Use caution when approaching any animal that may be sick, wounded or stressed.
District 6 Animal Shelter Disaster Response Manual Page 101 of 188
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If available use thick gloves, restraints or sedation to handle aggressive animals.
If bitten or scratched, thoroughly wash wound with soap and water and seek medical care.
Because the exposure histories of these animals are unknown, bites from dogs, cats and
ferrets may be considered a risk for rabies, even if the animal appears healthy and has
been vaccinated. Therefore, personnel who are bitten should be evaluated for rabies risk.
Dogs, cats and ferrets that bite a person may be quarantined for 10 days and observed for
signs of rabies. If an animal develops signs of rabies or dies during the 10-day period
following the bite, it should be tested for rabies.
Facility Management
Separation of Animals
 Animals should not be housed or permitted in food or break areas.
 Separate newly arriving animals from animals that have been housed one week or longer.
 Animals of different species should not be housed together (e.g. do not place a ferret and a
rabbit in the same cage).
 Avoid caging animals from different households together. If animals of the same species
come into the shelter together and the owner requests that they be caged together, this
should be allowed as it may decrease an animal’s stress if it is housed with a companion.
This should not be done if the owner indicates the animals do not get along with one
another.
 If animals of unknown origin must be housed together, care should be taken to not mix
genders for un-neutered animals.
 Routinely monitor animals for signs of illness. Separate sick animals from healthy animals,
especially animals with diarrhea or signs of upper respiratory disease. If a separate room
or area is not available, animals with diarrhea or signs of respiratory disease should be
housed in bottom cages.
 People assigned to care for sick animals should care for those animals only, and should
not move between sick and healthy animals.
 Limit contact of young children, the elderly, pregnant women and immuno-compromised
people with rescue animals, particularly animals that are ill.
Cleaning and Disposal
 Thoroughly clean and disinfect cages between animals.
 Remove and dispose of animal waste in a timely manner.
 Double bag and remove dead animals shortly after death. A log of animals that have died
or have been humanely euthanized should be kept. This log should include animal
identification and/or descriptive information for each animal.
 Identify an area separate from the shelter for carcass storage and disposal.
 Arrange for waste removal from the pet shelter.
 Pet shelters should have adequate lighting, water and wastewater disposal.
Environmental Security
 If at all possible, devise strategies to prevent wild rodents from mixing with shelter animals.
 Keep food supplies away from wild rodents.
A Note on the Human-Animal Bond and the Well-Being of Pets and Owners
Separation of pets and owners is a difficult issue. Media coverage of hurricane Katrina is
replete with examples of people who refused to be evacuated from affected areas without
some assurance that their pets would be saved and cared for as well. When people have lost
everything, their pets can be an important source of emotional support. This is particularly true
District 6 Animal Shelter Disaster Response Manual Page 102 of 188
for those without family or a strong human social network. Removal of this last remnant of
normality and comfort can be psychologically traumatic.
Despite the importance of the owner-pet relationship, limited availability of suitable housing, as
well as animal and public health and safety concerns, will make housing pets in shelters or
foster homes not only necessary, but in the best interest of most pets and their owners. Foster
homes are an alternative that can provide some semblance of routine and reduce crowding
and stress in shelters that might otherwise predispose animals to injury and disease.
For additional information about rescue efforts, animal health and welfare, particular diseases
or conditions, or infection control, please call these organizations or visit their websites:
Louisiana SPCA – Laura Maloney 225-413-8813
East Baton Rouge Animal Control – Hilton Cole 225-774-7700
LSU School of Veterinary Medicine – Dr. Becky Adcock 225-578-9900
Louisiana Veterinary Medical Association – 1-800-524-2996 or 225-928-5862
CDC Healthy Pets Healthy People – www.cdc.gov/healthypets
American Veterinary Medical Association – www.avma.org
Veterinary Medical Assistance Teams – www.vmat.org
Association of Shelter Veterinarians – www.sheltervet.org
American College of Veterinary Behaviorists – www.veterinarybehaviorists.org
The Center for Food Security and Public Health – www.cfsph.iastate.edu/brm
District 6 Animal Shelter Disaster Response Manual Page 103 of 188
Animal Care Sheet
Animal Name:
Animal ID:
Date
*F = Feed
Time
F
W
W = Water
Medications and doses:
A:
B:
C:
D:
Notes:
Care*
E
WE
E = Eat
UR
BM
WE = Walked
Checked By
Owner Volunteer
U = Urine
A
Medications
B
C
D
BM = Bowel Movement
District 6 Animal Shelter Disaster Response Manual Page 104 of 188
Medication Log
Animal Name ____________
Animal ID #_____________
Cage #_________________
Date
Medication
Dose
AM
PM
Initials
District 6 Animal Shelter Disaster Response Manual Page 105 of 188
Dog and Cat Vaccination, Endo- and Ectoparasite Control
Standard Operating Procedure
Purpose: The purpose of this SOP is to prepare rescued dogs and cats with vaccines,
deworming, and topical flea and tick prophylaxis prior to shipping in and out of the State of
Louisiana.
Scope: All dogs and cats rescued or held for evacuees and displaced victims of Hurricane
Katrina. Owned animals and those in which ownership is uncertain will be covered.
Responsibility: LSU Incident Commander and subordinate staff as well as those staff working
under the supervision and oversight of the LSU veterinary staff.
Period of Coverage: September 15, 2005 through October 1, 2005
Location: Dogs: Causeway between Parker Coliseum and Arena; Livestock Show Arena,
LSU. Cats: Rear entrance to Coliseum, reception area
Time: 12-5PM with spillover of 9-11PM
Personnel:
Two teams of the following composition:
 One veterinarian
 One paper clerk
 8 animal runners who are also experienced dog and cat handlers (veterinary
technicians)
Equipment:
 2 flatbeds for transporting difficult dogs if necessary
 2 transport carts for cats
 3 bins for vaccines; one for rabies, one for dhlpp and one for fvrcp
 6 leashes
 2 treatment carts
 2 tables
 4 sharps containers
 8 boxes 3ml syringes with 22g needles
 2 rabies poles
 2 sets of muzzles
 2 bottles Dormitor
 disposable exam gloves
 2 packages 4x4 guaze
 300 large dog doses Frontline or Frontline Plus or Advantage (any combination of) or
Revolution. This equals 50 6-packs or 100 3-packs
 300 medium dog doses of Frontline; 50 6- packs or 100 3-packs
 200 small dog doses of Frontline; 40 6 packs of 20 3-packs
 700 1ml doses DHLPP
 300 doses FVRCP
 700 1-ml doses intranasal or SQ bordattella vaccine
 1000 1-ml doses imrab or rabvac
 2 1 qt bottles Strongid oral suspension
District 6 Animal Shelter Disaster Response Manual Page 106 of 188
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2 18 g long catheters by which strongid will be suched by syringe out of the large quart
size containers and easily dosed
1000 microchips
2 microchip readers
2 walk on scales
2 calculators
Procedure:
In the morning of the procedure day, teams will assemble and draw up bins of vaccines; 3 bins
per treatment cart (one for rabies, one for DHLPP, one for FVRCP).
The teams will assemble first side by side 8 feet apart; one table and one treatment cart in the
rear entrance to the coliseum. Runners will work in two teams; buddy system; 2 buddy teams
per station; one team capturing or transporting animals to the stations and one returning.
Cats will be transported several carriers per cart to the vaccination station in the same carrier
that has been weighed so that the cat can be weighed in the carrier before dosing. Runners will
extract the cat from the carrier and help restrain it. The veterinarian will administer rabies,
FVRCP vaccines, apply the microchip, and dose the Strongid accordingly.
Topical ectoparasiticide (either Frontline, Revolution, or Advantage depending on supply) will
be applied. The cat will be returned by the runner to its regular cage.
The clerk will prepare the rabies certificate and document the record of vaccination in the LSU
computerized emergency pet rescue database as well as on the hard record.
Dogs will be transported in their cage on a flatbed if they are behaviorally challenged.
Otherwise the runner will walk the dog to the vaccination station. Dogs will be weighed. The
veterinarian will vaccinate with DHLPP and rabies, administer topical ectoparasiticide, and the
Strongid. The clerk will document the vaccination in the computerized and hard record
accordingly. The runner team will return the dog to its normal holding location.
District 6 Animal Shelter Disaster Response Manual Page 107 of 188
Animal Bite Protocol
Animal bites MUST be reported to the Animal Control Officer on duty immediately.
The animal and person involved in the incident have to be identified.
Determine the rabies vaccination status of the person who has been bitten.
Direct the person bitten to a first aid facility: The Student Health Center on campus or their
choice of physician. (Inform the physician that you were bitten in an environment where
Clostridium tetani prevalence might be unusually high – horse arena and barns).
Label the animal’s cage with the date of the bite and who was bitten.
Notify the owner of the incident if they are available.
The animal must remain under observation for 10 days (as determined by Animal Control).
District 6 Animal Shelter Disaster Response Manual Page 108 of 188
Release Form For Bite Quarantine Animal
District 6 Animal Emergency Shelter at LSU Parker Coliseum and
East Baton Rouge City Parish Animal Control Center
Owner Name: ______________________________________
Owner Driver’s License No.: __________________________
Dog Name: ______________________________________
Impound Number: _________________________________
Date of Intake: ____________________________________
Date of Bite Incident: _______________________________
Bite Investigation File Number: _______________________
I understand that my pet was placed into official quarantine for Rabies Observation owing to a
bite incident report. The Animal Emergency Shelter has been authorized to release the animal
to owner supervised quarantine, which must cover a total of 10 days from the time of the bite
incident. The conditions of release to owner quarantine follow.
I, _______________________________, hereby agree to have my pet, _________________,
examined by a licensed veterinarian 10 days post bite incident (date = 10 days post bite or 10 days
post intake if bite date not recorded). I also agree to have the examining veterinarian sign this form
below to confirm veterinary examination to allow release from bite quarantine.
Signed: ____________________________________
Witness: ___________________________________
Dated: _____________________________________
Post Quarantine Veterinary Examiner:
Name: _____________________________________
Address: ___________________________________
Practice: ___________________________________
Signed: ____________________________________
EXAMINING VETERINARIAN PLEASE FAX THIS FORM TO ANIMAL CONTROL CENTER, EBR
CITY PARISH.
TELEPHONE: 225-774-7700
FAX 225-774-7876
District 6 Animal Shelter Disaster Response Manual Page 109 of 188
Policy on Local Adoption
Animals whose owners have given away their pets to the shelter are available for immediate
adoption locally.
Animals whose owners dropped them off to the shelter and have failed to pick them up
prior to October 1, 2005 will NOT be available for local adoption.
These animals will be transported to distant shelters where they can be properly prepared for
adoption and subsequently tracked through to December 31, 2005 in case the previous owner
comes forward to claim their pet.
Contracts with distant shelters call for these permanent agencies to:
1. Prior to adopting them out, they will spay/neuter the animals they receive from the Parker
Coliseum in accordance with their own local policies.
2. Track the ownership of the animals they adopt out until December 31, 2005. This is
because if the original owner comes forward to claim their pet prior to this date, the new owner
must relinquish their pet to the original owner. Full animal details and a photograph will be
posted on petfinder.com and a separate Parker Coliseum web site so that original owners may
track the movement of their pets and free transportation back to the original owner will be
provided.
The LSU Emergency Animal Shelter at Parker Coliseum cannot spay/neuter animals
locally prior to adoption in accordance with the policies of the East Baton Rouge Animal
Control Center.
The LSU Emergency Animal Shelter at Parker Coliseum will cease to exist after October
15, 2005 and therefore cannot properly track the ownership of pets that are adopted out
locally.
District 6 Animal Shelter Disaster Response Manual Page 110 of 188
ANIMAL ADOPTION INFORMATION SHEET
We really appreciate your concern for the animals at our shelter. We love these animals too
and truly want what is best for them. We also need to do the right thing by the owners who
have placed their pets in our care. This means after September 30 we must place these
animals into the hands of carefully selected care-takers who we absolutely know can
continue to keep them legally available to their rightful owners. This is why no adoptions to
the general public can be made from this shelter.
We are taking applications for private adoptions only from shelter volunteers who have
worked at least 3 4-hour shifts.
ALL OF THESE ADOPTIONS WILL BE PROVISIONAL
Our adoption contract will stipulate:
1) The volunteer will continue to attempt to contact the rightful owner at least through
December 31, 2005.
2) The animal will be surrendered to any rightful owner who wishes to claim the
animal.
3) Our animals may not be neutered before December 31, 2005.
IMPORTANT FOR OUR VOLUNTEERS TO NOTE --- THERE IS NO GUARANTEE THAT
ANY APPLICATION FOR A SPECIFIC ANIMAL ADOPTION WILL BE HONORED! Karla Clark
will be contacting our volunteer applicants as such adoptions become approved.
OUR MISSION IS TO CARE FOR OUR SHELTERED PETS AND THEIR RIGHTFUL
OWNERS ALL OTHER CONCERNS ARE SECONDARY TO THIS
WE APPRECIATE YOUR UNDERSTANDING
District 6 Animal Shelter Disaster Response Manual Page 111 of 188
How to Find a Foster Home
INSTRUCTIONS
FOR OUR OWNERS
You will need to have web access. If you do not have access to a computer where you are
staying, all of the public libraries in East Baton Rouge Parish can provide access and you can
get access at the Middleton Library on the LSU Campus.
On the Web go to www.petfinder.com
Click on HURRICANE KATRINA ALERTS
Click on FOSTER MATCH
Click on SHOW ME PEOPLE OFFERING FOSTER HOME
Fill in the form with your details. Be as specific as possible. For location, use the city where
your pet is currently located (Baton Rouge, LA for animals currently at our shelter.)
Hit SEARCH
You will get a list of foster volunteers. Scroll through the listings until you find a few that match
your needs. Some have phone numbers listed. Some have email contacts that you can use if
you are on your own computer and have an email address.
You are responsible for making your own foster arrangements. Because we are closing the
shelter September 30 and will have no physical presence at our shelter after October 15 the
EMERGENCY ANIMAL SHELTER will be unable to take responsibility for any difficulties you
may encounter with the foster arrangements you make, so please take the time to find a really
good match for each of your pets!
District 6 Animal Shelter Disaster Response Manual Page 112 of 188
Questions for Potential Fosters to ask Owners
What is the health status of your pet? Does it have any chronic health problems? e.g.
epilepsy, diabetes, ear infections, etc.
Are there any people or other animals your pet doesn’t get along with?
What times does your pet usually get walked and fed?
Does your pet live indoors or outdoors? Has it ever stayed in a crate?
What is your expectation for me to provide for the animal financially? ( Some owners may be in
dire straights, at least temporarily, so try to be flexible, but clear about your ability to provide for
their pet).
Where can I contact you?
Questions for Owners to ask Potential Fosters
Who will be the primary responsible party for my pet?
How often will my animal be left unattended and for how long?
Who else lives in the home and who are the frequent visitors? (For example, if you have a
Chihuahua who doesn’t like children, be sure that even if there are none living in the home that
there aren’t any that visit frequently or that the foster understands to keep the child and the
Chihuahua separated).
Do you have other pets? Will they be housed together?
Where will my pet be housed? Inside? Outside? Fenced yard ? Unfenced yard? Crated?
For how long?
Inform fosters of any health issues or other specific needs such as dietary, behavior related,
etc.
How much notice will you provide give if you can no longer care for my pet? (We suggest at
least 48 hrs.)
If you have pets, who is your veterinarian?
District 6 Animal Shelter Disaster Response Manual Page 113 of 188
Owner– Foster Contract
The owner agrees to the following financial arrangements to offset the costs incurred by
the foster guardian for the care of the pet, unless the foster guardian agrees to be responsible
for all or a portion of these expenses to further aid the owner in their time of need.
If the pet needs veterinary care, the foster guardian must contact the owner for approval unless
the pet is in a life threatening situation. The owner agrees to pay all veterinary costs unless the
need for veterinary care is a direct result of negligence on the part of the foster guardian’s
actions / or lack thereof.
The owner agrees to provide monies or supplies necessary for the housing, grooming, feeding
or other provisions for the care of the pet (i.e. crate, leash/collar, food, bowls, shampoo, etc.)
The owner agrees that if the need for foster care extends beyond the time period agreed upon
in this contract the foster guardian will be contacted at least 48 hours before the time specified
in this contract and an amendment must be agreed upon at that time.
The owner agrees that if the pet is left unclaimed from the foster for 7 days beyond the time
agreed upon in this contract that the animal can be legally considered abandoned and the
foster may care for the pet in whatever way they may choose, i.e. claiming ownership for
themselves, finding a new home, or relinquishing to a shelter or animal control facility.
The owner agrees to inform the foster guardian of any changes in address or other contact
information immediately.
The foster guardian will contact the owner before incurring any expenses not here-to-fore
agreed upon, and will be diligent in keeping receipts and records of expenses incurred.
The foster guardian agrees to allow the owner visitation with their pet at the following
scheduled times or with prior notice if an unscheduled visitation is desired.
___________________________________________________________________________
___________________________________________________________________________
__________________________________________________________________
The foster guardian agrees to follow all specific instruction, within reason, by the owner for the
care and feeding of the animal, i.e. pet housed inside, administration of medications, special
dietary needs, etc.
Specific instructions for the care of this pet:
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
District 6 Animal Shelter Disaster Response Manual Page 114 of 188
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
____________________
I, ____________________, as owner of the animal(s) described below, hereby temporarily
release said animal(s) to the custody of ____________________, foster guardian, for a term of
________________days, beginning ______________, 2005 and ending _______________,
2005.
I, ____________________, the foster guardian of the animal(s) described below, agree to
house and care for the pet as agreed to in this contract and with the love and the consideration
I would give my own pets.
Animal name: _____________________Owner name: _________________________
Microchip #: __________________________
Description:
S / N / Intact
F/M
Age:_____
Species: Cat / Dog / Other ____________
Breed:___________________________ Color: ______________________________
Distinguishing markings:
___________________________________________________________________________
_____________________________________________________
Owner contact info.:
Name:__________________________________________________________________
Address:________________________________________________________________
Phone:__________________ Phone:__________________ Email:________________
Contact info. of someone not living with owner who knows how to contact the owner:
Name:_________________________________________________________________
Address:_______________________________________________________________
Phone:__________________ Phone:__________________Email:_________________
Foster guardian contact info.:
Name:__________________________________________________________________
Address:________________________________________________________________
Phone:__________________Phone:___________________Email:_________________
District 6 Animal Shelter Disaster Response Manual Page 115 of 188
Orientation for Volunteering Veterinarians and Veterinary
Technicians
Please enter onto the spreadsheet the volunteers’ names, e-mail addresses, cell phone
numbers, veterinarian or technician, last complete day they will be on the job.
1. Welcome and thanks for coming.
2. This is a shelter, not a veterinary clinic for the public.
3. History of the shelter
Associated with the Red Cross shelter
Maximum occupancy was 1,270; Current occupancy is ……..
4. Current status of the shelter
Accessions will cease on September 30, 2005, 8:00 p.m.
Owners must claim animals prior to September 30, 2005 or they will be considered
“abandoned”.
Abandoned animals will be transported to distant shelters for processing and
conditional adoption
The conditions for adoption call for the new owner to relinquish the pet should the
original owner come forward prior to December 31, 2005. Free transportation back to
the original owner will be available.
5. Bites – be very careful. We have had many and they continue.
6. Describe the various sections of the shelter layout: cats, isolation cats, arena, “will bite”
dogs, quarantine, barn, and triage.
7. Name the person in charge of each section.
8. Determine if each person has special skills.
9. Take a couple of days before making suggestions for change.
10. Always suggest changes to the area supervisor before implementation.
11. Assign each person to a particular area and make an entry on the spreadsheet to show the
coverage.
12. Tell the person who to report to.
13. Give a tour?
14. Thank them again for coming.
District 6 Animal Shelter Disaster Response Manual Page 116 of 188
Veterinary Staff Job Description
Arena (Includes Quarantine and Aggressive Animal Areas):
Observe all animals twice each day for problems.
Maintain log of animals requiring special care.
Treat and record treatments of all animals.
Write prescriptions for needed medicines.
Direct feeding/watering/exercise/cage cleaning/any special needs.
Barn:
Observe all animals twice each day for problems.
Maintain log of animals requiring special care.
Treat and record treatments of all animals.
Write prescriptions for needed medicines.
Direct feeding/watering/exercise/cage cleaning/any special needs.
Cats:
Observe all animals twice each day for problems.
Maintain log of animals requiring special care.
Treat and record treatments of all animals.
Write prescriptions for needed medicines.
Direct feeding/watering/cage cleaning/any special needs.
Discharge:
Counsel owners regarding special needs.
Chipping:
Scan for pre-existing microchips.
Place microchip.
Administer heartworm (young dog), flea, wormers.
Vaccinate: DA2LP.CPV (dogs); FVRCP (cats) and Rabies vaccination.
Complete medical record.
Complete Rabies Vaccination certificate.
Attach rabies vaccination certificate and tag to cage.
Triage:
Perform complete physical examination daily as required.
Treat and record treatments of all animals.
Write prescriptions for needed medicines.
Direct feeding/watering/cage cleaning/any special needs.
District 6 Animal Shelter Disaster Response Manual Page 117 of 188
Responsibilities of Volunteer Veterinarians
Receiving Station
Observe all animals closely as they arrive with their owners and handlers and are checked
in. You will find that most animals arrive happy, healthy and alert although often a bit stressed
and nervous.
Talk to the owners about their impression on how the animal is doing and any previous health
issues. Determine the vaccination status and if there are any special needs.
Use your own judgment on such patients but realistically most of these will not require a full
physical examination, which will only further stress them.
Things we are finding of most concern are as follows:
1. Indications of heat stress
2. Evidence of bite wounds and other injuries
3. Animals with major wounds or illnesses
Triage:
1. Overly aggressive animals: These animals are not admitted and referred to EBR Animal
Control.
2. Animals with major illness are sent for veterinary care at a local hospital. The School of
Veterinary Medicine has made special arrangements to handle an increased case load.
A list of local veterinary practices is available.
3. Body temperature: In the heat of the day we are seeing 103.8 as a matter of course in
otherwise healthy but excited animals. If the rectal temperature is > 103.8 – send to the
Triage Area or observation; otherwise just admit the animal to the facility.
4. Contagious disease: If you suspect contagious disease such as upper respiratory
disease, the animal should be admitted to quarantine.
Have technicians apply flea control products and vaccinations if the history suggests they are
needed.
Records: Establish a medical record sheet to record relevant abnormal findings and
medications given.
Remember: This is an animal shelter, not an animal hospital, so we cannot take care of sick
animals.
The wonderful technicians will look after everything else!!
District 6 Animal Shelter Disaster Response Manual Page 118 of 188
Organization of Data Entry
Skip segments when no records or updates are available.
1. New Records brought from Intake
 New Owner
 Enter Owner’s information
o Initial Intake Form
 Create Owner’s Folder
 New Animal (repeat as necessary)
 Enter individual animal information
o Initial Animal Information (impound form)
 Create Animal Folders (one per animal)
2. Animal Check-out records
 Modify status
 Released to owner
 Transported
 Conditional Adoption
 Euthanized
 Theft
 Modify date
o Initial Check-out form
3. Modify records based on “Section Stall Change form”
 Dog Section(s)
 Cat Section(s)
 Triage
o Initial individual lines when complete
4. Modify records based on “Section Triage Check-in/out” form
 Dog Section(s)
 Cat Section(s)
o Initial individual lines when complete
5. Verify records based on “Section Intake Form”
 Dog Section(s)
 Cat Section(s)
 Triage
o Initial individual lines when complete
6. Verify “Section Release Form”
 Dog Section(s)
 Cat Section(s)
 Triage
o Initial individual lines when complete
7. Enter information based on Owner Check-in form
o Initial individual lines when complete
8. Enter information based on Volunteer Check-in form
o Initial individual lines when complete
District 6 Animal Shelter Disaster Response Manual Page 119 of 188
File Cabinet Organization





All files are listed alphabetically by last name of owner.
Each animal has its own file.
If the owner has multiple pets, they will be organized by impound number.*
Rescued Animals are listed under last name “Rescue” and then by impound number.*
Sample File Tags:
o Owned:
1234
Smith, Bob
Address
Phone #
o Transported:
1234
Smith, Bob
Transported to:
Other Facility
10-1-2005
o Conditional Adoption:
1234
Smith, Bob
Conditional Adoption:
Doe, Jane
10-1-2005
* Impound # 5000 and 05000 will be filed in sequence. Ex: 5000, 05001, 5002, 05003
District 6 Animal Shelter Disaster Response Manual Page 120 of 188
Folder Organization
Skip any documents not found in packet. Reassemble them later if found.
Owner Folder:
1. Sheet Feed (150 dpi 8-Bit Grey)
a. Original Sign-in Paperwork
b. Original Impound Ticket, beige
c. Animal Info Sheet
Animal Folder:
1. Sheet Feed (150 dpi 8-Bit Grey)
a. Adopter/Transport Information
b. Impound Ticket, white
c. Shipping Docket
d. Pre-shipment Release Form
e. Special Needs Form
2. Flatbed (150 dpi Color)
a. Polaroid
3. Sheet Feed (150 dpi 8-Bit Grey)
a. Original SOAP
b. Med Sheets
c. Feed Sheets
d. Cage Card
e. Rabies Certificate
f. Extra Documents
Adoption Contracts:
1. Sheet Feed (150 dpi 8-Bit Grey)
a. Adoption Contract
b. Animal Info Sheet
District 6 Animal Shelter Disaster Response Manual Page 121 of 188
Naming Digital Files
When saving digital files, attention needs to be paid to the convention used in naming. When
new volunteers come in, they need to know several things about a file: 1) what it is, 2) a brief
description of its contents, 3) when it was made and possibly 4) who made it, if not contained in
the file itself.
1) What it is: This should be a set of key words that can help one limit their search. Some
examples used at the LSU AgCenter’s Parker Coliseum:
ADMINISTRATION: This includes any information that is specific to the administrative workings
of the shelter. These documents may include sensitive material like phone numbers and
records.
CENSUS: Any census information that is gathered and saved, including reports.
DB: All Database backups.
FORM: Forms that will need to be duplicated during the operation of the shelter, e.g. animal
care sheets, animal intake forms, change of address forms, etc.
HANDOUT: Handouts that will need to be duplicated during the operation of the shelter, e.g.
Microchip information, “How to search Pet finder”, Assumption of Risk, etc.
LABEL: Labels, like nametags, that will need to be duplicated during the operation of the
shelter.
LETTER: Any letters including “thank you” and media driven documentation.
MAP: Maps that may be needed during the operation of the shelter.
OPERATIONS: Documents specific to the operations of the shelter. These may include
directions for transport, animal husbandry, or bite report.
REPORT: All reports that are generated during the life of the shelter. These may include bite
reports, record of transport to given facilities, or volunteer status.
REQUEST: Any documented requests that are sent out. Similar to the letter section, but these
are more specifically sent in specific request of an item.
SIGN: Copies of Signs that may need to be duplicated during the operation of the shelter.
SITREP: Situation Reports (SITREP), although similar to reports, are more specific to the
operation of the shelter and are often sought after by administrative bodies. Due to their
specific nature, we often skipped the description and simply named the file SITREP-date.
District 6 Animal Shelter Disaster Response Manual Page 122 of 188
SOP: These Standard Operating Procedures or SOPs were some of the most sought after
documents during our shelter. With the constant rotation of volunteer labor, training becomes
a full-time job.
2) A brief description of its contents: This description needs to remain brief yet descriptive.
Something as simple as “Thank you Letter” is too concise, but you do not want to include a
paragraph.
3) When it was made: This needs to be in an agreed upon form. MM-DD-YYYY and YYYYMM-DD are the two most common conventions. One option is to use a roman numeral in
place of the month to help insure that there is no added confusion. Some material, like a
database backup, might also benefit from a timestamp. It was found that using “military time”
helped to alleviate extra confusion.
4) Who made it: Not a practice that was implemented at LSU-EAS, but could easily have
come into play.
LSU Experience: During the life of LSU-EAS, this convention was often not used making it
slow to decipher documents in the aftermath. It is actually from this trouble that the suggestion
for a convention was made. The decision for the date convention was a little different than
stated above in that the month was replaced by a roman numeral. This helps alleviate any
confusion in which dating convention is being used. October 10, 2010 would be instantly
understood in any format, as x-10-2010, 2010-x-10, or 2010-10-x.
Some examples of filenames:
DB – Animal Records – 2005-ix-28_1534
FORM – Animal Intake – 2005-ix-17
SOP – Canine Care – 2005-x-3
SITREP – 2005-ix-05
District 6 Animal Shelter Disaster Response Manual Page 123 of 188
Sample Animal Information Sheet
District 6 Animal Shelter Disaster Response Manual Page 124 of 188
SHELTER AGREEMENT
Between Louisiana State University Emergency Animal Shelter at LSU AgCenter’s Parker
Coliseum and The Companion Animal Shelter or Rescue Accepting Pets with Identified
Owners
This Agreement between Louisiana State University (LSU) Emergency Animal Shelter at LSU
AgCenter’s Parker Coliseum, and
______________________________________________________________________
(Name/Location of Shelter)
______________________________________________________________________
Addressing the safe and humane pickup and transportation, sheltering and subsequent adoption of pets
with identified owners, who were displaced by Hurricanes Katrina and Rita. The receiving shelter must
agree to the following requirements:
1. The safe and humane pickup, transportation, and shelter of a minimum of 20 animals.
2. Arrange the pickup between October 3 and 10, 2005.
3. Cover all transportation expenses. Vehicle must meet animal transport standards described in
Attachment I (for more detail please see: http://www.aphis.usda.gov/ac/cfr/9cfr3.html; see
sections 3.13;3.14; 3.15;3.16;3.17 and 3.18 ). Transport providers, which are receiving
payment, are required by law to comply with the same standards. If the International Fund for
Animal Welfare (IFAW) or LSU transports the animals, this Clause is null as IFAW will ensure
compliance.
4. Notify LSU, in writing, of date and time of arrival at destination shelter and a description of the
condition of animals in the shipment. Send information to the attention of Dr. Paula Drone by
fax (225-578-4101) or e-mail (emergencyanimalshelter@gmail.com).
5. Arrange all adoptions directly, and will not transfer the animals to a second shelter for
subsequent adoption.
6. Allow adoptions only to individuals who fully understand that animals they have adopted may be
claimed by their original owners through December 31, 2005.
7. The animals you are receiving are considered abandoned by the State of Louisiana and
therefore un-owned. However, as a courtesy to displaced owners who may still be attempting to
locate the animal we are requesting: a) contingent adoptions; or b) shelters hold Katrina
animals until December 31st.
8. Agrees to not utilize animals from Louisiana State University Emergency Animal Shelter at LSU
AgCenter’s Parker Coliseum for research or for educational purposes by a primary or secondary
entity.
9. Ensure that the adopting individual reads and signs the contingent adoption / foster care
agreement provided by LSU stipulating conditions of adoption and their obligation to relinquish
animal to original owner if claimed before January 1, 2006. A copy of the agreement will
accompany each animal shipped. (See Attachment II)
10. Maintain records of the adopting household through December 31, 2005, and longer if
necessary.
11. Facilitate the communication between the original owner and the new adopting household
should the original owner come forward to reclaim their pet before January 1, 2006.
12. Update the Petfinder.com website with information regarding all animals sheltered and
subsequently adopted.
13. Attempt to place animals from the same household together when possible.
14. Provide adequate veterinary care in the event of illness or humane euthanasia (as defined by
the American Veterinary Medical Association) if deemed necessary due to illness or injury. A
licensed veterinarian shall make this decision and perform the euthanasia.
15. Facilitate reunification of pets with their original owner. *
* Information to follow regarding agencies that may assist with this effort.
District 6 Animal Shelter Disaster Response Manual Page 125 of 188
SHELTER ACCEPTANCE:
AGREED upon this __________ day of the month of __________________________, 2005.
Signed ________________________________________________________________
Printed Name __________________________________________________________
Title
________________________________________________________________
Organization ________________________________________________________________
Mailing address
_______________________________________________________________
E-mail Address
____________________________________________________
Office Phone _________________________ FAX _________________________
Cell Phone
_________________________
Shelter after-hours contact name & number:
________________________________________________________________
Transporter’s name and cell phone
____________________________________________________
LSU ACCEPTANCE:
AGREED upon this __________ day of the month of __________________________, 2005.
Signed ________________________________________________________________
Paula Drone, DVM
Director Region 6 Emergency Animal Shelter
OR OTHER LSU REPRESENTATIVE
Signed ________________________________________________________________
Printed Name __________________________________________________________
District 6 Animal Shelter Disaster Response Manual Page 126 of 188
Attachment I Animal Transportation Guidelines
The primary enclosure:
 Should be strong enough to securely contain the animal. The animal should not be
able to reach outside the enclosure in a way that could result in injury to itself, to its
handlers, or to other persons or animals nearby.
 Should have no sharp points or missing pieces in wall, floor, etc. that could result in
injury.
 Should be large enough so that the animal has enough space to turn about normally
while standing, to stand and sit erect, and to lie in a natural position. The animal should
not have to crouch when sitting or standing
 Should have a solid, leak-proof bottom or a removable, leak-proof collection tray under
a slatted or mesh floor.
 Unless the dogs and cats are on raised slatted floors or raised floors made of mesh, the
transport enclosure must contain enough previously unused litter to absorb and cover
excreta. The litter must be of a suitably absorbent material that is safe and nontoxic to
the dogs and cats.
 The dog or cat must be able to be easily and quickly removed from the enclosure in an
emergency.
 The kennel should have handles or handholds on its exterior, and enable the enclosure
to be lifted without tilting it, and ensure that anyone handling the enclosure will not
come into contact with the animal.
The transport vehicle:
 Minimum temperature requirements: Must not fall below 45 deg. F nor rise above 85
deg. F for a period of more than 4 hours.
 Must adequately protect the animals from exposure to the elements.
 Any paint, preservative, treatment or other chemical or material used in or on the
enclosure must be nontoxic to the animals and not harmful to their health or well-being.
 Proper ventilation must be provided to the animals. Airflow to animals should not be
blocked.
 During surface transportation (ground and water), animals must be observed once
every 4 hours. (Sufficient air flow, temperature, etc., and to observe for illness, injury,
or distress). If indicated, veterinary care must be provided for the animals in an
appropriately timely manner.
 Horse trailers are not acceptable per the state veterinarian of Louisiana.
District 6 Animal Shelter Disaster Response Manual Page 127 of 188
CONTINGENT ADOPTION / FOSTER CARE AGREEMENT
Between _________________________________________
[Shelter or rescue name]
and
Contingent Adopter/Fosterer Accepting Animals with Identified Owners
This Agreement made on the _____________ of ___________________, 2005, between
_____________________________________________________________, (Hereinafter
known as “Adopter”) and the ___________________________________ (insert shelter or
rescue name) regarding the companion animal herein described. The signature of the Adopter
below signifies that the Adopter, has read, understands, and agrees to the following:
1. I understand that this agreement is legal and binding under the laws of the State of
Louisiana.
Initials_________
2. I understand that this animal is a displaced animal from the New Orleans, LA area as a
result of Hurricanes Katrina or Rita, and has a known owner.
Initials_________
3. Out of compassion for the former owner of the animal I am adopting, I agree to relinquish
ownership if the former owner is identified before January 1, 2006 and takes possession
of the animal by January 15th, 2006. The animal’s information will be posted on
appropriate websites and remain so until December 31 2005.
Initials_________
4. I agree to provide for the physical and emotional needs of this animal while it is in my
care, including covering all medical costs (if any).
Initials _________
5. I agree to return this animal to ________________________________________ (shelter
or rescue named above) if I find I am no longer willing or able to provide a suitable home.
Initials __________
6. I understand that District 6 Animal Emergency Shelter at Louisiana State University
will not accept the return of this animal.
Initials _________
7. I agree to comply with all state and local laws pertaining to the care of the animal,
including, but not limited to, those requiring vaccinations, registration, and confinement
District 6 Animal Shelter Disaster Response Manual Page 128 of 188
(leash laws).
Initials _________
8. I understand that a District 6 Animal Emergency Shelter veterinarian has examined the
animal prior to placement. I also understand that this animal may have as yet
undetected illnesses or behavioral problems. District 6 Animal Emergency Shelter
cannot guarantee the health, disposition, or character of this animal.
Initials _________
9. I therefore agree to hold harmless any volunteers, representatives, or agents of District 6
Animal
Emergency
Shelter
at
Louisiana
State
University
or
________________________________ (shelter or rescue named above), from loss,
damages, injuries or other casualty to any persons, animals or property caused by the
placement of this animal in my care.
Initials ________
10. I agree to communicate with the Shelter if there are any changes in my contact info (i.e.address, phone) before December 31, 2005.
Initials ___________
11. I agree not to make any cosmetic changes to this animal until after the adoption is final
(de-claw, de-bark, tail-dock, ear-crop, etc.)
Initials ___________
12. I agree to spay or neuter this animal. Because this is an owned animal, I agree to wait
until after January 1st, 2006 to have the surgery performed. I agree that under NO
conditions will the animal be allowed to be bred, regardless of sex.
Initials___________
__________________________________________ (shelter or rescue named above)
recommends that you have a veterinarian evaluate this animal as soon as possible to check for
heartworm
and
initiate
preventative
treatment;
flea/tick
prevention.
_______________________________ (shelter or rescue named above) recommends that the
animal is checked for an identification microchip and register and provide one if the animal
does not have one.
Thank you very much for caring for this hurricane victim in its time of need!
District 6 Animal Shelter Disaster Response Manual Page 129 of 188
____________________________________ (shelter or rescue named above) agrees to the
conditional adoption / fostering of this animal by the Adopter and hereby transfers possession
of the animals to the Adopter.
___________________________________
Print Name
___________________________________
_________________________________
Driver’s License # / State
Address
_________________________________
Phone
___________________________________
State/Zip
_________________________________
Phone
___________________________________
Adopter’s Signature
_________________________________
Email
___________________________________
Shelter Representative Signature
_________________________________
Witness Signature
___________________________________
Shelter Representative Printed Name
ANIMAL DESCRIPTION AND VETERINARY CARE RECORD
Impound #: ___________________________ Cage #: _________________________
Animal Name: _____________________
Species: Dog or Cat or Other:________________ Breed:_________________________
Color:___________________________ Sex: M / F Age:_________ Intact / Neutered
Veterinary instructions:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
District 6 Animal Shelter Disaster Response Manual Page 130 of 188
IMPORTANT INFORMATION FOR FOSTER FAMILIES
We really appreciate your concern for the animals that were the unfortunate victims of Hurricane
Katrina. Both the Louisiana State University Emergency Animal Center and your local
shelter/rescue facility are grateful that you have agreed to foster/adopt one of these pets. We
all love these animals too and truly want what is best for them. We also need to do the right
thing by trying our best to return these pets to their rightful owners.
Please take a moment to read:

Both LSU and your local shelter thank you for your willingness to provide a loving, stable
environment for a pet which has been through a very difficult time.

Pets from the Emergency Animal Shelter at LSU were either brought in by owners who
themselves were evacuated or were rescued animals with identification. In some cases
owners may be unaware of where their pets have been sheltered and may be
desperately seeking them.

Many pet owners lost everything in the hurricane and have told us that their pets are all
that they have left. It is taking a long time for many to relocate and establish a new
home. We appreciate your willingness to work with owners who may contact you.
December 31, 2005, has been designated as the last date when owners may reclaim
their pets.

LSU continues to make extensive efforts to contact owners of pets. A lack of response
does not mean they do not want their animals back. As displaced owners become
settled, they may be better able to actively seek to reclaim their pet.

The LSU shelter was a temporary shelter created to meet emergency needs. The pets
could not remain there indefinitely and we felt that loving foster/adoptive homes would
be in their best interest.

Petfinder.com is assisting owners in the search for their pets. Pet finder is refining its
data sort capability to make it more user-friendly and, hopefully, this will make it easier
for owners who are still looking to locate their pets.

Remember, this animal has been through a traumatic situation and may experience
some transitional or long-term effects. It has been separated from its family and
environment. It has been sheltered with strange animals and cared for by many new
people. It may have traveled many miles to reach your shelter. Please be patient with
the pet and give it time to adjust to your home. Your veterinarian can advise you about
any concerns you have regarding your pet’s adjustment or behavior.

Please remember, this is an owned animal and continue to use the pet's name if that
name is known.
District 6 Animal Shelter Disaster Response Manual Page 131 of 188
Exit Protocol
1. Identify staging areas (separate areas for small dogs, large dogs, and cats) to conduct exit
physicals, complete paperwork and load animals. Make sure that transport vehicles can access
the designated loading areas and that the area can be secured if an animal gets loose.
2. Assemble equipment for exit physicals and schedule veterinarians and technicians
 exam table
 manual restraint equipment (leashes, muzzles, towels, gloves, etc.)
 chemical restraint supplies (syringes, needles, dosage chart, acepromazine,
butorphanol, etc.)
 veterinary equipment (stethoscope, thermometer, etc.)
 other drugs (Capstar, Front-line, etc.)
 microchips and chip reader
 vaccines
3. Prepare inventory of shipping kennels
 organize sky kennels by size, inventory, and clean
 apply Live Animal stickers
 place 2 inches of shavings in dog kennels and cardboard shavings in cat kennels
 affix water bottles
4. Select animals
 cross check against owned animals with late pick up dates
 cross reference to check animals from same household / ship to same shelter
 attach a color coded tag to the kennel with the shipping date and destination
 for cat shipment, it is helpful to arrange the cats being shipped together and in order of
loading and away from cats not being shipped in the same load
5. Request individual animal printouts from IT
 if a digital photograph is not already part of the profile, this should be done now
6. Prepare a group health certificate for the destination facility with an attached animal
inventory list (it is unlikely there will be time to fill out individual health certificates for each
animal).
7. Conduct the final health exam, verify microchip, and complete exit paperwork 48 h prior to
shipping. Use an enclosed space if possible to protect against escapes. Using a quiet room for
the cats can be helpful. Preparing a sample records packet as a reference or including a
checklist in each packet may be helpful. Copying records is very time consuming and at least 2
people should be designated to prepare the shipping portfolios. Verify shipping packet
(portfolio) contains the following documents:
1. Exit physical exam form
2. Medical records if applicable – copy
3. Special needs form – facing out
4. Vaccination certificate
5. Individual animal computer print out – facing out
6. Rabies certificate and tag
7. Adoption contract (for family)
8. Biosecurity info
9. Microchip tag and registration form
District 6 Animal Shelter Disaster Response Manual Page 132 of 188
10. Daily care records if they contain vaccination, behavior, or other relevant
information.
Place these documents in a ziploc freezer bag and attach to kennel or cage (with cable ties).
Transfer the documents to the shipping kennel as the animal is loaded.
(By this point, there were 2 sets of documents. One set stayed in a Ziploc bag attached to the
shelter crate and the other set was loaded into a portfolio, with all portfolios together to be
checked during the loading process. The shelter crate record stayed on the shelter crate until
afterwards when we removed it and placed it in the shelter’s file).
8. On the day of shipping
 Move the designated number of crates to the shipping area and FILL WATER BOTTLES
 Double check the list against animals with delayed pick up dates
9. Follow exit stations procedures (below)
District 6 Animal Shelter Disaster Response Manual Page 133 of 188
EXIT STATIONS – DOGS
# Function
1 Direct walkers to appropriate animals.
People
1
Supplies
To-go list
2 Check microchip; make sure records match
2
If correct, attach shipping collar; send dog to station 3
If incorrect, return dog to kennel
Match transport # and give portfolio to walker
2 chip readers
record portfolios
3 Walk and water dogs
4
leashes, water, bowls
4 Administer Capstar
Verify microchip
2
Capstar
vet or tech Pill pockets
Pill guns
2 chip readers
5 Write transport # on Sky Kennel with magic marker
Record to driver
Put dog in kennel
2
6 Load kennel into truck
2
Volunteers to fill water bowls
Walkers
Fork lift operator
Hole punch
Markers
1
4 or more
1
Leashes
EXIT STATIONS – CATS
# Function
1 Take cat out of kennel
Check microchip and photo
Check records
If incorrect, return to kennel
Write transport # on collar and attach to cat
Give Capstar if necessary *
Place in sky kennel
People Supplies
2
2 chip readers
Boxes of portfolios
Collars
Scissors
Pen
Capstar
Pill pockets
Pill guns
2 Confirm that profile is correct cat
3 Write transport # on Sky Kennel with magic marker 2
Attach folder with zip tie
4 Load kennel into truck
Hole punch
Zip ties
Markers
2
* We did not Capstar the cats because we didn’t want to stress them further and we did
not have a big flea problem with them.
District 6 Animal Shelter Disaster Response Manual Page 134 of 188
Pre-Shipment Release Form
Transport #____________________
Impound #___________________
Microchip #____________________
______Canine
______Feline
______Other______________________
Currently being treated for:________________________________________________
______________________________________________________________________
______________________________________________________________________
Medications with animal:__________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
It is my professional opinion that this animal is suitable for transport.
___________________________________________ _______________________
Signature of Veterinarian
Date
______________________________________________________________________
Printed Name
District 6 Animal Shelter Disaster Response Manual Page 135 of 188
Animal Records Copying Instructions
Most original forms will return to the original cage/stall and will remain at the shelter
Copies go in portfolio and eventually will accompany animal to destination
Portfolio stays at copy machine (temporarily)
List of copies to be made for portfolio
 all medical records (if any)
 all daily care records
 rabies certificate and any other vaccination certificates
 special needs form
 transport release form
 animal intake form
 state vaccination form
Add these forms to each portfolio
 adoption contract (non-specific)
 biosecurity form (non-specific)
 animal photo profile sheet (this is specific to the animal)
 transfer microchip registration packet to portfolio
Record Checklists for Animal Shipping
Transport Portfolio Checklist (for receiving shelter)










Animal photo profile form (original)
Transport release form (copy)
Medical records (if any) (copy)
Rabies certificate (yellow & pink copies)
State vaccination form (copy)
Special needs animal form (copy)
Daily care charts (copy)
Adoption form (copy)
Biosecurity info (copy)
Microchip registration packet (original)
Emergency Shelter Record Checklist







Transport release form (original)
Medical records (if any) (original)
Rabies certificate (white original)
State vaccination form (copy)
Special needs animal form (original)
Daily care charts (original)
Add copy of microchip registration
District 6 Animal Shelter Disaster Response Manual Page 136 of 188
Special Needs Animal
IMPOUND #_________________________
PLEASE READ ANIMAL’S FILE ASAP
_____DIET
_____HISTORY
_____BEHAVIOR/HANDLING
_____MEDICAL
NOTES:
District 6 Animal Shelter Disaster Response Manual Page 137 of 188
Instructions and Emergency Contacts for Drivers
In case of emergency, please contact:
Sending facility contact
Name:
Office phone:
Cell phone:
Receiving facility contact
Name:
Office phone:
Cell phone:
Care of the animals: Observe for any signs of distress or injury and report
it to the person or persons above. Evaluate visually every 4 hours.
Animals must be fed at least once every 24 hours and watered every 12
hours.
Please don’t remove dogs from the carriers unless there is an urgent need.
Be sure that you are in an enclosed area so the dog will not escape.
District 6 Animal Shelter Disaster Response Manual Page 138 of 188
Biosecurity for Your Newly Fostered or Adopted Animal
Many animals from the Hurricane Katrina area have been through tremendous stress. The
veterinarians who have examined your animal(s) have performed the best physical examination
that can be done under the circumstances. A record accompanying each animal should detail
what was done at the shelter.
Please remember that practicing good biosecurity at your home will be especially important
during the next 2-3 weeks.
Isolate this animal from other animals for at least two (2) weeks. This allows the animal to rest
and recuperate from travel. If the animal is incubating a disease, the disease may present itself
during this time. If you suspect the animal is sick, report this to your local veterinarian.
If you have other animals, their care should be done first (watering, feeding, clean-up). Care
(watering, feeding, clean-up) of your newly adopted animal should be done last. Do not allow
your newly adopted animal to share watering and feeding bowls or troughs with other animals
during the first three (3) weeks.
Make sure to properly clean feeding and watering bowls and troughs. Properly clean or dispose
of all materials used in interactions with your new animal. Often, diseases are carried on
clothing, bedding and shoes to other areas. These items should be thoroughly cleaned as well
to prevent the transmission of disease to other animals.
District 6 Animal Shelter Disaster Response Manual Page 139 of 188
Checklist for Domestic Commercial Airline Shipments of Companion
Animals
International Fund for Animal Welfare (IFAW / www.IFAW.org)
Booking a Flight
 Identify which airlines fly between the departure destination and arrival destination by
contacting a travel agent or utilizing an Internet ticketing agency such as Orbitz.com.
 View the animal transport requirements on the applicable airlines website or contact the
airlines directly regarding their transport requirements. This will help to determine which
species the airline will transport in the cabin or as cargo, restrictions on size, breed, the
number of animals per flight, age, and other pertinent information. Accompanied
animals under about 20 pounds may be able to travel under the passenger seat of larger
aircraft. Accompanied animals greater than 20 pounds, taller than the space under the
passenger seat, or unaccompanied animals will need to be checked as cargo. The
airline can advise as to whether the animal can travel in the cabin. Some useful web
links and phone numbers of major airlines:
Airline
Continental
Deltad Delta
American
US Air
United
Northwest
Web Link
http://www.continental.com/travel/policies/
animals/default.asp
http://www.delta.com/planning_reservatio
ns/special_travel_needs/pet_travel_inform
ation/index.jsp
http://www.aa.com/content/travelInformati
on/specialAssistance/travelingWithPets.jht
ml;jsessionid=3PGLMYRMELAC5EAJJM
VU1DUQBFFS4VMD?anchorEvent=false
http://www.usairways.com/customers/trav
el_policies/pets/
http://www.united.com/page/article/0,6722
,51255,00.html
http://www.nwa.com/services/shipping/car
go/products/ppet.shtml
America
West
http://www.americawest.com/awa/content/
travelplanning/travelpolicies/pets.aspx
Southwest
DOES NOT ACCEPT ANIMALS IN THE
CABIN OR AS CARGO
Contact Numbers
800-575-3335
Traveling with a passenger:
800-221-1212
Traveling as cargo:
888-736-3738
Traveling with a passenger:
800-433-7300
Traveling as cargo:
800-CARGOAA
Traveling with a passenger:
1-800-428-4322
US Air DOES NOT ship
unaccompanied pets
1-800-UNITED-1
Information / requirements:
888-NWA-4PET
Traveling with a passenger:
800-225-2525
Traveling as cargo:
800-NWCARGO
Traveling with a passenger:
800-2FLY-AWA
America West does not allow
animals to travel in cargo
District 6 Animal Shelter Disaster Response Manual Page 140 of 188
Other useful sites:
Independent Pet and Animal Transportation Association International (IPATA):
www.ipata.com for pet shippers and suppliers.
International Air Transport Association (IATA):
http://www.iata.org/whatwedo/live_animals/shippingpet.htm for air transport
requirements.
Dogfriendly.com:
http://www.dogfriendly.com/ for information about animal friendly travel
Companion Air:
http://www.companionair.com/ will soon be the first pet friendly airline
 If you have not already, confirm the airline’s specific procedures by contacting the
airlines by phone. Confirm that the animal will be allowed on the designated flights (i.e.
the plane will be large enough for the appropriate carrier; there are not too many other
animals already on that flight, etc.). For animals flying as cargo, early morning or late
evening flights may be preferable in areas or during times of year with extreme
temperatures.
 Book the flight with the airline.
 Confirm the flight departure and arrival times with the receiver.
Paperwork
 Since a state health certificate is only valid for 10 days, you must ensure that this is
completed within 10 days of departure by a vet licensed by the departure state. This
may entail booking a vet appointment in advance and making the veterinarian’s office
aware that the client will need a health certificate.
 A copy of the animal’s rabies certificate will need to accompany the animal. If the animal
does not have an up to date rabies vaccination this can be completed at the same
appointment for the health certificate.
 Any documentation from the departing facility/individual or receiving facility/individual.
Documentation may include a signed form from the owner giving permission to ship, a
statement of release or acceptance at a shelter or boarding facility, etc. This is not
needed by the airline but may be needed for the departing or receiving facilities or
individuals.
 Prepare some sort of temporary collar such as an “Identiband” or piece of thin paper that
has some basic information on it (i.e. animal’s first and last name and phone number) in
case the animal’s permanent collar must come off for safety prior to transport.
Crate / Container
 A suitable crate must be purchased for the animal. Crates for shipment of animals in
cargo must be rigid and are likely to be plastic with a metal door that is easy to lock and
unlock. Doors with hinges on the side are best with the door opening to the outside.
The carrier must allow for suitable air ventilation. Crates that can be disassembled
should ideally be secured with screws; crates that are secured with snaps should be
reinforced with heavy-duty cable ties. Carriers should have handles that allow easy
transport without having to touch any part of the animal. Animals flying underneath a
passenger seat should travel in a specially designed ventilated bag often called a
“sherpa bag.” Suitable crates and carriers can be purchased at most larger pet stores,
some department stores with pet supplies (i.e. Wal-Mart), and over the Internet.
District 6 Animal Shelter Disaster Response Manual Page 141 of 188
 If the animal is under 4 months of age, it may travel in the same carrier as another










animal under 4 months of age as long as they are compatible animals of the same
species.
The crate must be big enough to allow the animal to sit, stand, lie down, and turn around
easily. When the animal is sitting, there should be at least an inch of space between the
animal’s head and the top of the crate. If the animal has to crouch with its head bent in a
sitting or standing position then the crate is too small. Err on the side of a larger crate
especially over longer distances.
The crate must be lined with absorbent bedding. For cats, quarter inch dehydrated corn
cob pellets are optimal for absorbency and comfort. Recycled newspaper or cardboard
specifically designed for kitty litter or bedding is also useful (i.e.- “yesterday’s news”).
For dogs, the above is acceptable or wood shavings. Another option is crates with wire
racks that keep the animal separate from the floor and are big enough to prevent the
animal’s feet from going through the slats. Some pet stores may also sell special
absorbent dog beds for travel crates, but these should not be used with animals that are
likely to destroy them as they may be a choking hazard. Towels should also be avoided
as they are non-absorbent and may be a choking hazard.
Federal regulations require that there be two dishes inside the crate, one for food and
one for water. Non-tippable water dishes that hook onto the crate door (such as bird
dishes) are useful as are specially designed water “drinkers” (like a hamster water
bottle). If drinkers are used it is ideal to ensure the animal knows how to use them first.
A reluctant animal can typically be trained to use the drinker by placing some milk in it.
Bowls should be the appropriat size for the animal.
“LIVE ANIMAL: Handle with care” stickers should be put on the outside of the crate
without covering any ventilation holes. “THIS WAY UP” stickers should be placed on at
least three sides of the container. These can often be obtained when checking the
animal in for the flight, but it is good to affix them in advance.
A copy of the animal’s health certificate and rabies vaccination should be firmly secured
to the crate, ideally in a plastic folder or ziploc bag. The airway bill obtained at the
airport will also need to be attached to the crate so it is a good idea to leave the
document pouch or envelope accessible.
A simple sheet with the animal’s name, description, identifiers such as rabies tag
number or microchip number, emergency contact numbers for both the shipper and the
receiver, and a photograph (when possible) should be firmly secured to the outside of
the crate.
The name, time, and route of administration of any medication must be documented on
the paperwork traveling with the animal. Tranquilization is strongly discouraged
especially for unaccompanied pets.
Some food should be taped to the outside of the crate with feeding instructions in case
transport is delayed.
If the animal is good at opening the crate door, releasable cable ties can be used to
firmly secure the door. These can be purchased at most hardware stores such as Home
Depot. The ties should be clearly labeled as “releasable” so that a human can pull them
off without cutting them in an emergency.
If possible, allow the animal to become accustomed to the crate before the trip by putting
favorite toys in it, tossing food in it and encouraging the animal to go in, and/or feeding it
in the crate. For animals that are not used to crates this should initially be done without
closing the door and gradually progress to locking the door for short periods of time.
Travel to/from the Airport
 Arrange for access to a vehicle large enough to deliver the animal to the airport.
 Arrange for any necessary assistance to physically get the animal in and out of the
vehicle and into the airport terminal.
District 6 Animal Shelter Disaster Response Manual Page 142 of 188
 Confirm the crate size and estimated total weight with the receiver.
 Confirm that the receiver will be able to physically get the animal through the airport
terminal and in and out of the vehicle.
 Confirm that the receiver has a large enough vehicle to pick up the animal from the
airport or can make alternate plans.
 If there will be any travel by taxi or car service, inform the service in advance that the
shipper/receiver will be traveling with an animal, the size of the crate, and the size and
weight of animal and crate.
Day of Travel
 If there are any changes in the animal’s health between receiving its health certificate
and the day of travel the trip should be delayed.
 The animal should be kept out of its crate for as long as possible and given ample time
to walk around and relieve itself.
 The animal must be offered food and water at least 4 hours prior to transport.
 Bring water with you to the airport for filling the water bowls.
 “Rescue Remedy” or another herbal product may be added to the animal’s water to calm
them.
 Tranquilization is strongly discouraged particularly for unaccompanied pets.
 If the temperature exceeds 85 degrees Fahrenheit at any point on the animal’s trip
(including layovers) the trip may be delayed or cancelled. Plan accordingly.
 IATA recommends arriving at the airport 2-4 hours before the flight.
 After arriving at the airport check in at either the ticket counter or cargo ticket counter,
where available, depending on how the animal is being transported. There will be an
“airway bill” to complete with the shipper and receiver information. Payment is typically
made at this time.
 The person checking the animal may request that any collars be removed. These can
typically be attached directly to the crate bars if the animal is not a chewer.
 Fill the animal’s water bowl(s) or bottle(s).
 If needed, secure the door with releasable cable ties.
 If the animal is unaccompanied, leave the airport only after the flight has taken off.
 If the animal is unaccompanied, call the receiver to confirm the arrival time.
 The receiver should call the shipper with confirmation of safe arrival of the animal if the
animal was not accompanied.
District 6 Animal Shelter Disaster Response Manual Page 143 of 188
Creating a load plan
On the right is a sample truck or
trailer loading plan. This can be
prepared in PowerPoint or Word. It
is important to have both the
internal dimensions of the truck or
trailer and the external dimensions
of available animal carriers or wire
cages.
Be sure to ask about and allow for
any internal protuberances in the
truck, such as wheel wells.
To plan a load, first determine the
size and mix of the animals to be
shipped. Match these with
appropriate carrier sizes. Then
create a scale, such as 1 inch = 6
inches, or whatever is convenient
for the load.
Using Page Set-up in PowerPoint,
size the slide for the proportions
needed to accommodate an outline
of the truck.
Using the Drawing toolbar, draw a
simple rectangle with the internal
dimensions, as determined by your
scale, of the truck.
Then using your scale, create one
box each sized for the various
carrier sizes to be used. Then
simply duplicate these and begin
arranging them to see if your truck
can accommodate the planned
shipment, and to determine if you
have a sufficient supply of the
respective carriers.
Be aware of loading regulations
(See Animal Transport Regulations
(Additional Documents). Note
especially the need for aisle space
so animals can be viewed during
transport.
District 6 Animal Shelter Disaster Response Manual Page 144 of 188
Template for Email to Solicit Volunteers (in Area)
The LSU Regional Emergency Animal Shelter is currently asking for volunteers to provide direct
care to animals in the shelter as well as to perform various non-animal care jobs at the site. We
are also seeking experienced DVMs, veterinary technicians, animal handlers, animal control
officers and administrative staff that can make their own arrangements for lodging and can stay
for an extended period of time. We are asking volunteers to work in shifts. Shifts are from:
8:00 am to 12:00 pm (noon)
5:00 pm to 9:00 pm.
If you are interested in volunteering and can provide assistance, please contact us at
lsupetvol@gmail.com. We are also accepting monetary donations. You may donate money
directly at the facility or you may mail a check to:
Dr. Becky Adcock
Dean’s Office
School of Veterinary Medicine
LSU
Baton Rouge, LA 70803-8410
Please make your checks payable to: Walter J. Ernst, Jr., Veterinary Medical Foundation.
Please note that this facility DOES NOT allow children under the age of 16 years to enter the
facility or provide volunteer services. Also, please note that we need all types of assistance at
the facility. The Volunteer Coordinator or the facility staff may request that volunteers perform
jobs at the site that may not involve direct care of the animals. You will be instructed upon
arrival at the facility as to what volunteer job you will perform on a particular day.
Thank you for your time.
Sincerely,
Volunteer Coordinator
LSU Regional Emergency Animal Shelter
District 6 Animal Shelter Disaster Response Manual Page 145 of 188
Templates for Email Responses to Requests to Foster, Volunteer, or
Donate Supplies
E-mail Response for Foster Requests
Thank you for offering to provide foster care at the LSU Regional Emergency Animal Shelter.
We are requesting that persons interested in fostering pets register at www.petfinders.com. We
are also asking owners and potential families to coordinate through this website in order to
make arrangements for the pets.
Sincerely,
Volunteer Coordinator
LSU Regional Emergency Animal Shelter
Email Response for Volunteer Requests (In Area)
Thank you for offering to volunteer at the LSU Regional Emergency Animal Shelter. We
currently are asking volunteers to work in shifts. Shifts are from:
8:00 am to 12:00 pm (noon)
5:00 pm to 9:00 pm.
Please bring a photo id (driver’s license preferred). Due to security at the facility, we ask that
volunteers be patient while facility staff screens you for entry into the facility. Please note that
this facility DOES NOT allow children under the age of 16 years to enter the facility or provide
volunteer services. Also, please note that we need all types of assistance at the facility. The
Volunteer Coordinator or the facility staff may request that volunteers perform jobs at the site
that may not involve direct care of the animals. You will be instructed upon arrival at the facility
as to what volunteer job you will perform on a particular day.
On Saturday, September 24, 2005, and Monday, September 26, 2005, the LSU Regional
Emergency Animal Shelter will be open only from 8 to 12. We will re-open the following day at
8:00 am. Please park legally as campus police will be ticketing and towing.
Sincerely,
Volunteer Coordinator
LSU Regional Emergency Animal Shelter
Email Response for Volunteer Requests (Out of Area)
Thank you for offering to volunteer at the LSU Regional Emergency Animal Shelter. We have
received a number of offers for volunteer services from within the area. We are interested in
scheduling the following: Out-of-state experienced DVMs, veterinary technicians, animal
handlers, animal control officers and administrative staff that can make their own arrangements
for lodging and can stay for an extended period of time. For those out of state volunteers who
do not have lodging and transportation, we will keep your contact information as a potential
volunteer for our facility at a future date. Please note that there are other animal shelters in
Louisiana and other affected states that may need volunteer assistance. We recommend that
you contact them directly for further information about availability or need.
District 6 Animal Shelter Disaster Response Manual Page 146 of 188
Sincerely,
Volunteer Coordinator
LSU Regional Emergency Animal Shelter
Email Response for Voluntary Donations of Food, Pet Supplies, etc.
Thank you for offering to donate money, food and supplies to the LSU Regional Emergency
Animal Shelter. We accept monetary donations at the facility or you can mail a check to:
Dr. Becky Adcock
Dean’s Office
School of Veterinary Medicine
LSU
Baton Rouge, LA 70803-8410
Please make your checks payable to: Walter J. Ernst, Jr., Veterinary Medical Foundation.
We have received of donations and currently have a sufficient supply of needed materials to
address pet care at this facility. We will notify the public in the near future if this facility requires
additional donations. Please note that there are other animal shelters in Louisiana and other
affected states that may need emergency donations and supplies. We urge you to contact them
directly for further information about their need or for general information on making donations.
Sincerely,
Volunteer Coordinator
LSU Regional Emergency Animal Shelter
District 6 Animal Shelter Disaster Response Manual Page 147 of 188
Volunteer Sign-in Log
Date: __________________
Shift: __________________
Area: __________________
Name
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
Phone
E-mail
District 6 Animal Shelter Disaster Response Manual Page 148 of 188
Media Contacts Poster
Insert photos of media contact persons
Media must be accompanied by either Ginger Guttner,
Public Relations Coordinator for the LSU School
of Veterinary Medicine, or Dr. Becky Adcock,
Director of Public Programs at the
LSU School of Veterinary Medicine.
Photographs and filming are allowed, but only if
the media person is escorted by one of the
two above media contacts.
Media who want to tour the facility
must contact Ginger Guttner to obtain access.
Contact Info: Ginger Guttner
(225) 578-9922 - office
(225) ###-#### - cell
Dr. Becky Adcock
(225) ###-#### - cell
District 6 Animal Shelter Disaster Response Manual Page 149 of 188
Flow Diagrams and Organizational Charts
Introduction
The flow diagrams and charts listed in this section were created at the
LSU-EAS. Some documents have been modified to make them more
general; others remain specific to the LSU-EAS but may serve as useful
guidelines. These documents may be copied and altered as needed for
other emergency situations.
List of documents in this section (control + left click to follow link):
Incident Command Center Organizational Chart
Operations Organizational Chart
Volunteer Organizational Chart
Front Desk Flow Chart
Deployment of Remote Veterinary Volunteers
Animal Information Flow
Safety Office Flow Chart
District 6 Animal Shelter Disaster Response Manual Page 150 of 188
Incident Commander Organizational
Chart
Incident Commander
Command Center Coordinator
IT
Web Master
Finances/ Admin Section
Operation Section
Public Information Officer
Safety Officer
Volunteer Coordinator
Planning Section
Veterinary Volunteers
Logistics Section
Supplies and Inventory
Facilities
Liaison Officer
Support Agencies
District 6 Animal Shelter Disaster Response Manual Page 151 of 188
Operations Organization Chart
Operations Manager
Front Desk Manager
Admissions/ Releases
Volunteer Check In/Out
Coordinate Vet Exams
Owner Check In/Out
Information Desk
Runners
Exit “Store”
Shipping Manager
Shelter Placement
Transportation
Exit Physicals and Records
Veterinary Services Manager
Admissions Physicals
Animal Health
Triage
Transfer to Vet Facility
Animal Manager – see next chart
District 6 Animal Shelter Disaster Response Manual Page 152 of 188
Operations
Manager
Animal
Manager
Cat Manager
Exotics
Manager
Dog Manager
General
Population
Supervisor
Morning And
Evening
Animal Health
Morning /
Evening
Supervisor
Large / Small
Desk/ Volunteer/
Records
Management
Fractious Cats
AM/PM
Supervisor
Animal Health
Husbandry
Volunteers
Animal Health
Husbandry
Quarantine/
Isolation
Animal
Health
AM / PM
Supervisor
Husbandry
Volunteers
Morning /
Evening
Supervisor
Desk/
Volunteer/
Records
Management
Animal Health
Animal Health
Husbandry By
Vets / Vet Techs
Husbandry
Volunteers
Desk/ Volunteer/
Records
Management
Kennel
Washing
Quarantine/
Isolation
Animal Health
Husbandry By
Vets / Vet Techs
Qualified
Husbandry
Volunteers
Grooming
District 6 Animal Shelter Disaster Response Manual Page 153 of 188
Volunteer Organizational Chart
Volunteer Coordinator
Volunteer
Recruitment
Local
Non-Local
Screening
Volunteer Training
SOP Education
Policy Training
Volunteer
Management
Volunteer
Well-being
Volunteer Placement
District 6 Animal Shelter Disaster Response Manual Page 154 of 188
Front Desk Flow Chart
District 6 Animal Shelter Disaster Response Manual Page 155 of 188
Deployment of Remote Veterinary Volunteers
REMOTE LOCATION
DISASTER AREA
VOLUNTEERS
All websites and auto responses
direct inquiries to one website
REQUESTS FOR VET STAFF
Defined numbers over set dates
WEB SITE FOR
SCHEDULING
Automatically produces a spreadsheet
LOCAL PEOPLE NOTIFIED
Name, Arr. and Dep. Dates, vet or tech,
cell phone, e-mail, address, etc
on spreadsheet sent to disaster
VOLUNTEERS CONTACTED
AND DEPLOYED TO AREA
Need information regarding how
to get there and accommodations,
what to bring, where to check in, etc.
LOCAL CHECK IN
Orientation regarding setup, accommodations,
assignment location, when to report and to whom
VOLUNTEERS TO LOCAL SHELTER
Orientation and assignment
District 6 Animal Shelter Disaster Response Manual Page 156 of 188
Animal Information Flow
District 6 Animal Shelter Disaster Response Manual Page 157 of 188
Safety Officer Flow
Safety
Officer
Facility
Manager
Off-site
Safety Dept.
Security
Liaison
Volunteer
Services
Incident
Commander
EAS Safety Operational Flowchart
District 6 Animal Shelter Disaster Response Manual Page 158 of 188
Additional documents
List of documents in this section (control + left click to follow link):
Animal Transport Regulations (Animal Welfare Act)
State Offices and Agencies of Emergency Management
State Veterinary Associations
Online sources for other useful documents:
A list of animal shelters can be found at the following websites:
www.aspca.org/findashelter
www.petfinder.com
Animal Welfare Act and other USDA Animal Care publications:
http://www.aphis.usda.gov/ac/publications.html
The Animal Care Regulations Part 3 Standards are of particular importance:
http://www.aphis.usda.gov/ac/publications/AWR/PART3.HTML
District 6 Animal Shelter Disaster Response Manual Page 159 of 188
Animal Transportation Regulations (Animal Welfare Act)
http://www.aphis.usda.gov/ac/publications/AWR/PART3.HTML
TITLE 9--ANIMALS AND ANIMAL PRODUCTS
CHAPTER I--ANIMAL AND PLANT HEALTH INSPECTION SERVICE, DEPARTMENT OF
AGRICULTURE
PART 3_STANDARDS--Table of Contents
Subpart A_Specifications for the Humane Handling, Care, Treatment, and
Transportation of Dogs and Cats \1\
Sec. 3.13
Consignments to carriers and intermediate handlers.
(a) Carriers and intermediate handlers must not accept a dog or cat
for transport in commerce more than 4 hours before the scheduled
departure time of the primary conveyance on which the animal is to be
transported. However, a carrier or intermediate handler may agree with
anyone consigning a dog or cat to extend this time by up to 2 hours.
(b) Carriers and intermediate handlers must not accept a dog or cat
for transport in commerce unless they are provided with the name,
address, and telephone number of the consignee.
(c) Carriers and intermediate handlers must not accept a dog or cat
for transport in commerce unless the consignor certifies in writing to
the carrier or intermediate handler that the dog or cat was offered food
and water during the 4 hours before delivery to the carrier or
intermediate handler. The certification must be securely attached to the
outside of the primary enclosure in a manner that makes it easily
noticed and read. Instructions for no food or water are not acceptable
unless directed by the attending veterinarian. Instructions must be in
compliance with Sec. 3.16 of this subpart. The certification must
include the following information for each dog and cat:
(1) The consignor's name and address;
(2) The tag number or tattoo assigned to each dog or cat under
Sec. Sec. 2.38 and 2.50 of this chapter;
(3) The time and date the animal was last fed and watered and the
specific instructions for the next feeding(s) and watering(s) for a 24hour period; and
(4) The consignor's signature and the date and time the
certification was signed.
(d) Carriers and intermediate handlers must not accept a dog or cat
for transport in commerce in a primary enclosure unless the primary
enclosure meets the requirements of Sec. 3.14 of this subpart. A
carrier or intermediate handler must not accept a dog or cat for
transport if the primary enclosure is obviously defective or damaged and
[[Page 55]]
cannot reasonably be expected to safely and comfortably contain the dog
or cat without causing suffering or injury.
(e) Carriers and intermediate handlers must not accept a dog or cat
for transport in commerce unless their animal holding area meets the
minimum temperature requirements provided in Sec. Sec. 3.18 and 3.19 of
this subpart, or unless the consignor provides them with a certificate
signed by a veterinarian and dated no more than 10 days before delivery
of the animal to the carrier or intermediate handler for transport in
commerce, certifying that the animal is acclimated to temperatures lower
District 6 Animal Shelter Disaster Response Manual Page 160 of 188
than those required in Sec. Sec. 3.18 and 3.19 of this subpart. Even if
the carrier or intermediate handler receives this certification, the
temperatures the dog or cat is exposed to while in a terminal facility
must not be lower than 45 [deg]F (2.2 [deg]C) for more than 4
consecutive hours when dogs or cats are present, as set forth in Sec.
3.18, nor lower than 45 [deg]F (2.2 [deg]C) for more than 45 minutes, as
set forth in Sec. 3.19, when moving dogs or cats to or from terminal
facilities or primary conveyances. A copy of the certification must
accompany the dog or cat to its destination and must include the
following information:
(1) The consignor's name and address;
(2) The tag number or tattoo assigned to each dog or cat under
Sec. Sec. 2.38 and 2.50 of this chapter;
(3) A statement by a veterinarian, dated no more than 10 days before
delivery, that to the best of his or her knowledge, each of the dogs or
cats contained in the primary enclosure is acclimated to air
temperatures lower than 50 [deg]F (10 [deg]C); but not lower than a
minimum temperature, specified on a certificate, that the attending
veterinarian has determined is based on generally accepted temperature
standards for the age, condition, and breed of the dog or cat; and
(4) The signature of the veterinarian and the date the certification
was signed.
(f) When a primary enclosure containing a dog or cat has arrived at
the animal holding area at a terminal facility after transport, the
carrier or intermediate handler must attempt to notify the consignee
upon arrival and at least once in every 6-hour period thereafter. The
time, date, and method of all attempted notifications and the actual
notification of the consignee, and the name of the person who notifies
or attempts to notify the consignee must be written either on the
carrier's or intermediate handler's copy of the shipping document or on
the copy that accompanies the primary enclosure. If the consignee cannot
be notified within 24 hours after the dog or cat has arrived at the
terminal facility, the carrier or intermediate handler must return the
animal to the consignor or to whomever the consignor designates. If the
consignee is notified of the arrival and does not accept delivery of the
dog or cat within 48 hours after arrival of the dog or cat, the carrier
or intermediate handler must return the animal to the consignor or to
whomever the consignor designates. The carrier or intermediate handler
must continue to provide proper care, feeding, and housing to the dog or
cat, and maintain the dog or cat in accordance with generally accepted
professional and husbandry practices until the consignee accepts
delivery of the dog or cat or until it is returned to the consignor or
to whomever the consignor designates. The carrier or intermediate
handler must obligate the consignor to reimburse the carrier or
intermediate handler for the cost of return transportation and care.
(Approved by the Office of Management and Budget under control number
0579-0093)
Sec. 3.14
Primary enclosures used to transport live dogs and cats.
Any person subject to the Animal Welfare regulations (9 CFR parts 1,
2, and 3) must not transport or deliver for transport in commerce a dog
or cat unless the following requirements are met:
(a) Construction of primary enclosures. The dog or cat must be
contained in a primary enclosure such as a compartment, transport cage,
carton, or crate. Primary enclosures used to transport dogs and cats
must be constructed so that:
District 6 Animal Shelter Disaster Response Manual Page 161 of 188
[[Page 56]]
(1) The primary enclosure is strong enough to contain the dogs and
cats securely and comfortably and to withstand the normal rigors of
transportation;
(2) The interior of the primary enclosure has no sharp points or
edges and no protrusions that could injure the animal contained in it;
(3) The dog or cat is at all times securely contained within the
enclosure and cannot put any part of its body outside the enclosure in a
way that could result in injury to itself, to handlers, or to persons or
animals nearby;
(4) The dog or cat can be easily and quickly removed from the
enclosure in an emergency;
(5) Unless the enclosure is permanently affixed to the conveyance,
adequate devices such as handles or handholds are provided on its
exterior, and enable the enclosure to be lifted without tilting it, and
ensure that anyone handling the enclosure will not come into physical
contact with the animal contained inside;
(6) Unless the enclosure is permanently affixed to the conveyance,
it is clearly marked on top and on one or more sides with the words
``Live Animals,'' in letters at least 1 inch (2.5 cm.) high, and with
arrows or other markings to indicate the correct upright position of the
primary enclosure;
(7) Any material, treatment, paint, preservative, or other chemical
used in or on the enclosure is nontoxic to the animal and not harmful to
the health or well-being of the animal;
(8) Proper ventilation is provided to the animal in accordance with
paragraph (c) of this section; and
(9) The primary enclosure has a solid, leak-proof bottom or a
removable, leak-proof collection tray under a slatted or mesh floor that
prevents seepage of waste products, such as excreta and body fluids,
outside of the enclosure. If a slatted or mesh floor is used in the
enclosure, it must be designed and constructed so that the animal cannot
put any part of its body between the slats or through the holes in the
mesh. Unless the dogs and cats are on raised slatted floors or raised
floors made of mesh, the primary enclosure must contain enough
previously unused litter to absorb and cover excreta. The litter must be
of a suitably absorbent material that is safe and nontoxic to the dogs
and cats.
(b) Cleaning of primary enclosures. A primary enclosure used to hold
or transport dogs or cats in commerce must be cleaned and sanitized
before each use in accordance with the methods provided in Sec.
3.11(b)(3) of this subpart. If the dogs or cats are in transit for more
than 24 hours, the enclosures must be cleaned and any litter replaced,
or other methods, such as moving the animals to another enclosure, must
be utilized to prevent the soiling of the dogs or cats by body wastes.
If it becomes necessary to remove the dog or cat from the enclosure in
order to clean, or to move the dog or cat to another enclosure, this
procedure must be completed in a way that safeguards the dog or cat from
injury and prevents escape.
(c) Ventilation. (1) Unless the primary enclosure is permanently
affixed to the conveyance, there must be:
(i) Ventilation openings located on two opposing walls of the
primary enclosure and the openings must be at least 16 percent of the
surface area of each such wall, and the total combined surface area of
the ventilation openings must be at least 14 percent of the total
combined surface area of all the walls of the primary enclosure; or
(ii) Ventilation openings on three walls of the primary enclosure,
and the openings on each of the two opposing walls must be at least 8
percent of the total surface area of the two walls, and the ventilation
District 6 Animal Shelter Disaster Response Manual Page 162 of 188
openings on the third wall of the primary enclosure must be at least 50
percent of the total surface area of that wall, and the total combined
surface area of the ventilation openings must be at least 14 percent of
the total combined surface area of all the walls of the primary
enclosure; or
(iii) Ventilation openings located on all four walls of the primary
enclosure and the ventilation openings on each of the four walls must be
at least 8 percent of the total surface area of each such wall, and the
total combined surface area of the openings must be at least 14 percent
of total combined surface area of all the walls of the primary
enclosure; and
[[Page 57]]
(iv) At least one-third of the ventilation area must be located on
the upper half of the primary enclosure.
(2) Unless the primary enclosure is permanently affixed to the
conveyance, projecting rims or similar devices must be located on the
exterior of each enclosure wall having a ventilation opening, in order
to prevent obstruction of the openings. The projecting rims or similar
devices must be large enough to provide a minimum air circulation space
of 0.75 in. (1.9 cm) between the primary enclosure and anything the
enclosure is placed against.
(3) If a primary enclosure is permanently affixed to the primary
conveyance so that there is only a front ventilation opening for the
enclosure, the primary enclosure must be affixed to the primary
conveyance in such a way that the front ventilation opening cannot be
blocked, and the front ventilation opening must open directly to an
unobstructed aisle or passageway inside the conveyance. The ventilation
opening must be at least 90 percent of the total area of the front wall
of the enclosure, and must be covered with bars, wire mesh, or smooth
expanded metal having air spaces.
(d) Compatibility. (1) Live dogs or cats transported in the same
primary enclosure must be of the same species and be maintained in
compatible groups, except that dogs and cats that are private pets, are
of comparable size, and are compatible, may be transported in the same
primary enclosure.
(2) Puppies or kittens 4 months of age or less may not be
transported in the same primary enclosure with adult dogs or cats other
than their dams.
(3) Dogs or cats that are overly aggressive or exhibit a vicious
disposition must be transported individually in a primary enclosure.
(4) Any female dog or cat in heat (estrus) may not be transported in
the same primary enclosure with any male dog or cat.
(e) Space and placement. (1) Primary enclosures used to transport
live dogs and cats must be large enough to ensure that each animal
contained in the primary enclosure has enough space to turn about
normally while standing, to stand and sit erect, and to lie in a natural
position.
(2) Primary enclosures used to transport dogs and cats must be
positioned in the primary conveyance so as to provide protection from
the elements.
(f) Transportation by air. (1) No more than one live dog or cat, 6
months of age or older, may be transported in the same primary enclosure
when shipped via air carrier.
(2) No more than one live puppy, 8 weeks to 6 months of age, and
weighing over 20 lbs (9 kg), may be transported in a primary enclosure
when shipped via air carrier.
(3) No more than two live puppies or kittens, 8 weeks to 6 months of
age, that are of comparable size, and weighing 20 lbs (9 kg) or less
District 6 Animal Shelter Disaster Response Manual Page 163 of 188
each, may be transported in the same primary enclosure when shipped via
air carrier.
(4) Weaned live puppies or kittens less than 8 weeks of age and of
comparable size, or puppies or kittens that are less than 8 weeks of age
that are littermates and are accompanied by their dam, may be
transported in the same primary enclosure when shipped to research
facilities, including Federal research facilities.
(g) Transportation by surface vehicle or privately owned aircraft.
(1) No more than four live dogs or cats, 8 weeks of age or older, that
are of comparable size, may be transported in the same primary enclosure
when shipped by surface vehicle (including ground and water
transportation) or privately owned aircraft, and only if all other
requirements of this section are met.
(2) Weaned live puppies or kittens less than 8 weeks of age and of
comparable size, or puppies or kittens that are less than 8 weeks of age
that are littermates and are accompanied by their dam, may be
transported in the same primary enclosure when shipped to research
facilities, including Federal research facilities, and only if all other
requirements in this section are met.
(h) Accompanying documents and records. Shipping documents that must
accompany shipments of dogs and cats may be held by the operator of the
primary conveyance, for surface transportation only, or must be securely
attached in a readily accessible manner to the outside of any primary
enclosure that is part of the shipment, in a manner that allows them to
be detached for
[[Page 58]]
examination and securely reattached, such as in a pocket or sleeve.
Instructions for administration of drugs, medication, and other special
care must be attached to each primary enclosure in a manner that makes
them easy to notice, to detach for examination, and to reattach
securely. Food and water instructions must be attached in accordance
with Sec. 3.13(c).
(Approved by the Office of Management and Budget under control number
0579-0093)
[56 FR 6486, Feb. 15, 1991, as amended at 63 FR 3023, Jan. 21, 1998]
Sec. 3.15
Primary conveyances (motor vehicle, rail, air, and marine).
(a) The animal cargo space of primary conveyances used to transport
dogs and cats must be designed, constructed, and maintained in a manner
that at all times protects the health and well-being of the animals
transported in them, ensures their safety and comfort, and prevents the
entry of engine exhaust from the primary conveyance during
transportation.
(b) The animal cargo space must have a supply of air that is
sufficient for the normal breathing of all the animals being transported
in it.
(c) Each primary enclosure containing dogs or cats must be
positioned in the animal cargo space in a manner that provides
protection from the elements and that allows each dog or cat enough air
for normal breathing.
(d) During air transportation, dogs and cats must be held in cargo
areas that are heated or cooled as necessary to maintain an ambient
temperature and humidity that ensures the health and well-being of the
dogs or cats. The cargo areas must be pressurized when the primary
conveyance used for air transportation is not on the ground, unless
District 6 Animal Shelter Disaster Response Manual Page 164 of 188
flying under 8,000 ft. Dogs and cats must have adequate air for
breathing at all times when being transported.
(e) During surface transportation, auxiliary ventilation, such as
fans, blowers or air conditioning, must be used in any animal cargo
space containing live dogs or cats when the ambient temperature within
the animal cargo space reaches 85 [deg]F (29.5 [deg]C). Moreover, the
ambient temperature may not exceed 85 [deg]F (29.5 [deg]C) for a period
of more than 4 hours; nor fall below 45 [deg]F (7.2 [deg]C) for a period
of more than 4 hours. The preceding requirements are in addition to, not
in place of, all other requirements pertaining to climatic conditions in
parts 2 and 3 of this chapter.
(f) Primary enclosures must be positioned in the primary conveyance
in a manner that allows the dogs and cats to be quickly and easily
removed from the primary conveyance in an emergency.
(g) The interior of the animal cargo space must be kept clean.
(h) Live dogs and cats may not be transported with any material,
substance (e.g., dry ice) or device in a manner that may reasonably be
expected to harm the dogs and cats or cause inhumane conditions.
[56 FR 6486, Feb. 15, 1991, as amended at 63 FR 10498, 10499, Mar. 4,
1998]
Sec. 3.16
Food and water requirements.
(a) Each dog and cat that is 16 weeks of age or more must be offered
food at least once every 24 hours. Puppies and kittens less than 16
weeks of age must be offered food at least once every 12 hours. Each dog
and cat must be offered potable water at least once every 12 hours.
These time periods apply to dealers, exhibitors, research facilities.
including Federal research facilities, who transport dogs and cats in
their own primary conveyance, starting from the time the dog or cat was
last offered food and potable water before transportation was begun.
These time periods apply to carriers and intermediate handlers starting
from the date and time stated on the certificate provided under Sec.
3.13(c) of this subpart. Each dog and cat must be offered food and
potable water within 4 hours before being transported in commerce.
Consignors who are subject to the Animal Welfare regulations (9 CFR
parts 1, 2, and 3) must certify that each dog and cat was offered food
and potable water within the 4 hours preceding delivery of the dog or
cat to a carrier or intermediate handler for transportation in commerce,
and must certify the date and time the food and potable water was
offered, in accordance with Sec. 3.13(c) of this subpart.
[[Page 59]]
(b) Any dealer, research facility, including a Federal research
facility, or exhibitor offering any dog or cat to a carrier or
intermediate handler for transportation in commerce must securely attach
to the outside of the primary enclosure used for transporting the dog or
cat, written instructions for the in-transit food and water requirements
for a 24-hour period for the dogs and cats contained in the enclosure.
The instructions must be attached in a manner that makes them easily
noticed and read.
(c) Food and water receptacles must be securely attached inside the
primary enclosure and placed so that the receptacles can be filled from
outside the enclosure without opening the door. Food and water
containers must be designed, constructed, and installed so that a dog or
cat cannot leave the primary enclosure through the food or water
opening.
District 6 Animal Shelter Disaster Response Manual Page 165 of 188
(Approved by the Office of Management and Budget under control number
0579-0093)
Sec. 3.17
Care in transit.
(a) Surface transportation (ground and water). Any person subject to
the Animal Welfare regulations transporting dogs or cats in commerce
must ensure that the operator of the conveyance, or a person
accompanying the operator, observes the dogs or cats as often as
circumstances allow, but not less than once every 4 hours, to make sure
they have sufficient air for normal breathing, that the ambient
temperature is within the limits provided in Sec. 3.15(e), and that all
applicable standards of this subpart are being complied with. The
regulated person must ensure that the operator or person accompanying
the operator determines whether any of the dogs or cats are in obvious
physical distress and obtains any veterinary care needed for the dogs or
cats at the closest available veterinary facility.
(b) Air transportation. During air transportation of dogs or cats,
it is the responsibility of the carrier to observe the dogs or cats as
frequently as circumstances allow, but not less than once every 4 hours
if the animal cargo area is accessible during flight. If the animal
cargo area is not accessible during flight, the carrier must observe the
dogs or cats whenever they are loaded and unloaded and whenever the
animal cargo space is otherwise accessible to make sure they have
sufficient air for normal breathing, that the animal cargo area meets
the heating and cooling requirements of Sec. 3.15(d), and that all
other applicable standards of this subpart are being complied with. The
carrier must determine whether any of the dogs or cats are in obvious
physical distress, and arrange for any needed veterinary care as soon as
possible.
(c) If a dog or cat is obviously ill, injured, or in physical
distress, it must not be transported in commerce, except to receive
veterinary care for the condition.
(d) Except during the cleaning of primary enclosures, as required in
Sec. 3.14(b) of this subpart, during transportation in commerce a dog
or cat must not be removed from its primary enclosure, unless it is
placed in another primary enclosure or facility that meets the
requirements of Sec. 3.6 or Sec. 3.14 of this subpart.
(e) The transportation regulations contained in this subpart must be
complied with until a consignee takes physical delivery of the dog or
cat if the animal is consigned for transportation, or until the animal
is returned to the consignor.
Sec. 3.18
Terminal facilities.
(a) Placement. Any person subject to the Animal Welfare regulations
(9 CFR parts 1, 2, and 3) must not commingle shipments of dogs or cats
with inanimate cargo in animal holding areas of terminal facilities.
(b) Cleaning, sanitization, and pest control. All animal holding
areas of terminal facilities must be cleaned and sanitized in a manner
prescribed in Sec. 3.11(b)(3) of this subpart, as often as necessary to
prevent an accumulation of debris or excreta and to minimize vermin
infestation and disease hazards. Terminal facilities must follow an
effective program in all animal holding areas for the control of
insects, ectoparasites, and birds and mammals that are pests to dogs and
cats.
(c) Ventilation. Ventilation must be provided in any animal holding
area in a terminal facility containing dogs or
[[Page 60]]
District 6 Animal Shelter Disaster Response Manual Page 166 of 188
cats, by means of windows, doors, vents, or air conditioning. The air
must be circulated by fans, blowers, or air conditioning so as to
minimize drafts, odors, and moisture condensation. Auxiliary
ventilation, such as exhaust fans, vents, fans, blowers, or air
conditioning must be used in any animal holding area containing dogs and
cats, when the ambient temperature is 85 [deg]F (29.5 [deg]C) or higher
(d) Temperature. The ambient temperature in an animal holding area
containing dogs or cats must not fall below 45 [deg]F (7.2 [deg]C) or
rise above 85 [deg]F (29.5 [deg]C) for more than four consecutive hours
at any time dogs or cats are present. The ambient temperature must be
measured in the animal holding area by the carrier, intermediate
handler, or a person transporting dogs or cats who is subject to the
Animal Welfare regulations (9 CFR parts 1, 2, and 3), outside any
primary enclosure containing a dog or cat at a point not more than 3
feet (0.91 m) away from an outside wall of the primary enclosure, and
approximately midway up the side of the enclosure. The preceding
requirements are in addition to, not in place of, all other requirements
pertaining to climatic conditions in parts 2 and 3 of this chapter.
(e) Shelter. Any person subject to the Animal Welfare regulations (9
CFR parts 1, 2, and 3) holding a live dog or cat in an animal holding
area of a terminal facility must provide the following:
(1) Shelter from sunlight and extreme heat. Shade must be provided
that is sufficient to protect the dog or cat from the direct rays of the
sun.
(2) Shelter from rain or snow. Sufficient protection must be
provided to allow the dogs and cats to remain dry during rain, snow, and
other precipitation.
(f) Duration. The length of time any person subject to the Animal
Welfare regulations (9 CFR parts 1, 2, and 3) can hold dogs and cats in
animal holding areas of terminal facilities upon arrival is the same as
that provided in Sec. 3.13(f) of this subpart.
[56 FR 6486, Feb. 15, 1991, as amended at 63 FR 10499, Mar. 4, 1998]
Sec. 3.19
Handling.
(a) Any person subject to the Animal Welfare regulations (9 CFR
parts 1, 2, and 3) who moves (including loading and unloading) dogs or
cats within, to, or from the animal holding area of a terminal facility
or a primary conveyance must do so as quickly and efficiently as
possible and must provide the following during movement of the dog or
cat:
(1) Shelter from sunlight and extreme heat. Sufficient shade must be
provided to protect the dog or cat from the direct rays of the sun. The
dog or cat must not be exposed to an ambient air temperature above 85
[deg]F (29.5 [deg]C) for a period of more than 45 minutes while being
moved to or from a primary conveyance or a terminal facility. The
temperature must be measured in the manner provided in Sec. 3.18(d) of
this subpart. The preceding requirements are in addition to, not in
place of, all other requirements pertaining to climatic conditions in
parts 2 and 3 of this chapter.
(2) Shelter from rain and snow. Sufficient protection must be
provided to allow the dogs and cats to remain dry during rain, snow, and
other precipitation.
(3) Shelter from cold temperatures. Transporting devices on which
live dogs or cats are placed to move them must be covered to protect the
animals when the outdoor temperature falls below 50 [deg]F (10 [deg]C).
The dogs or cats must not be exposed to an ambient temperature below 45
District 6 Animal Shelter Disaster Response Manual Page 167 of 188
[deg]F (7.2 [deg]C) for a period of more than 45 minutes, unless they
are accompanied by a certificate of acclimation to lower temperatures as
provided in Sec. 3.13(e). The temperature must be measured in the
manner provided in Sec. 3.18(d) of this subpart. The preceding
requirements are in addition to, not in place of, all other requirements
pertaining to climatic conditions in parts 2 and 3 of this chapter.
(b) Any person handling a primary enclosure containing a dog or cat
must use care and must avoid causing physical harm or distress to the
dog or cat.
(1) A primary enclosure containing a live dog or cat must not be
placed on unattended conveyor belts, or on elevated conveyor belts, such
as baggage
[[Page 61]]
claim conveyor belts and inclined conveyor ramps that lead to baggage
claim areas, at any time; except that a primary enclosure may be placed
on inclined conveyor ramps used to load and unload aircraft if an
attendant is present at each end of the conveyor belt.
(2) A primary enclosure containing a dog or cat must not be tossed,
dropped, or needlessly tilted, and must not be stacked in a manner that
may reasonably be expected to result in its falling. It must be handled
and positioned in the manner that written instructions and arrows on the
outside of the primary enclosure indicate.
(c) This section applies to movement of a dog or cat from primary
conveyance to primary conveyance, within a primary conveyance or
terminal facility, and to or from a terminal facility or a primary
conveyance.
(Approved by the Office of Management and Budget under control number
0579-0093)
[56 FR 6486, Feb. 15, 1991, as amended at 63 FR 10499, Mar. 4, 1998]
District 6 Animal Shelter Disaster Response Manual Page 168 of 188
State Offices and Agencies of Emergency Management
The following list is current as of March 2006. Consult the FEMA website for updated
information: http://www.fema.gov/fema/statedr.shtm#l
Alabama Emergency Management
Agency
5898 County Road 41
P.O. Drawer 2160
Clanton, Alabama 35046-2160
(205) 280-2200
(205) 280-2495 FAX
http://www.ema.alabama.gov/
Alaska Division of Emergency Services
P.O. Box 5750
Fort Richardson, Alaska 99505-5750
(907) 428-7000
(907) 428-7009 FAX
http://www.ak-prepared.com
American Samoa Territorial Emergency
Management Coordination
(TEMCO)
American Samoa Government
P.O. Box 1086
Pago Pago, American Samoa 96799
(011)(684) 699-6415
(011)(684) 699-6414 FAX
Arizona Division of Emergency
Management
5636 E. McDowell Rd
Phoenix, Arizona 85008
(602) 244-0504 or 1-800-411-2336
www.azdema.gov
Arkansas Department of Emergency
Management
P.O. Box 758
Conway, Arkansas 72033
(501) 730-9750
(501) 730-9754 FAX
http://www.adem.state.ar.us/
California Governor's Office of
Emergency Services
P.O. Box 419047
Rancho Cordova, CA 95741-9047
(916) 845-8510
(916) 845-8511 FAX
http://www.oes.ca.gov/
Colorado Office of Emergency
Management
Division of Local Government
Department of Local Affairs
9195 East Mineral Avenue
Suite 200
Centennial , Colorado 80112
(720) 852-6600
(720) 852-6750 Fax
www.dola.state.co.us/oem/oemindex.htm
Connecticut Office of Emergency
Management
Military Department
360 Broad Street
Hartford, Connecticut 06105
(860) 566-3180
(860) 247-0664 FAX
http://www.mil.state.ct.us/OEM.htm
Delaware Emergency Management
Agency
165 Brick Store Landing Road
Smyrna, Delaware 19977
(302) 659-3362
(302) 659-6855 FAX
http://www.state.de.us/dema/index.htm
District of Columbia Emergency
Management Agency
2000 14th Street, NW, 8th Floor
Washington, D.C. 20009
(202) 727-6161
(202) 673-2290 FAX
http://www.dcema.dc.gov
District 6 Animal Shelter Disaster Response Manual Page 169 of 188
Florida Division of Emergency
Management
2555 Shumard Oak Blvd.
Tallahassee, Florida 32399-2100
(850) 413-9969
(850) 488-1016 FAX
www.floridadisaster.org
Illinois Emergency Management Agency
110 East Adams Street
Springfield, Illinois 62701
(217) 782-2700
(217) 524-7967 FAX
http://www.state.il.us/iema
Georgia Emergency Management Agency
P.O. Box 18055
Atlanta, Georgia 30316-0055
(404) 635-7000
(404) 635-7205 FAX
http://www.State.Ga.US/GEMA/
Indiana State Emergency Management
Agency
302 West Washington Street
Room E-208 A
Indianapolis, Indiana 46204-2767
(317) 232-3986
(317) 232-3895 FAX
http://www.ai.org/sema/index.html
Office of Civil Defense
Government of Guam
P.O. Box 2877
Hagatna, Guam 96932
(011)(671) 475-9600
(011)(671) 477-3727 FAX
http://ns.gov.gu/
Guam Homeland Security/Office of Civil
Defense
221B Chalan Palasyo
Agana Heights, Guam 96910
Tel:(671)475-9600
Fax:(671)477-3727
http://www.guamhs.org
Hawaii State Civil Defense
3949 Diamond Head Road
Honolulu, Hawaii 96816-4495
(808) 733-4300
(808) 733-4287 FAX
http://www.scd.hawaii.gov
Idaho Bureau of Disaster Services
4040 Guard Street, Bldg. 600
Boise, Idaho 83705-5004
(208) 334-3460
(208) 334-2322 FAX
http://www2.state.id.us/bds/
Iowa Homeland Security & Emergency
Management Division
Department of Public Defense
Hoover Office Building
Des Moines, Iowa 50319
(515) 281-3231
(515) 281-7539 FAX
www.Iowahomelandsecurity.org.
Kansas Division of Emergency
Management
2800 S.W. Topeka Boulevard
Topeka, Kansas 66611-1287
(785) 274-1401
(785) 274-1426 FAX
http://www.ink.org/public/kdem/
Kentucky Emergency Management
EOC Building
100 Minuteman Parkway Bldg. 100
Frankfort, Kentucky 40601-6168
(502) 607-1682
(502) 607-1614 FAX
http://kyem.dma.ky.gov
Louisiana Office of Emergency
Preparedness
7667 Independence Blvd.
Baton Rouge, Louisiana 70806
(225) 925-7500
(225) 925-7501 FAX
http://www.ohsep.louisiana.gov
District 6 Animal Shelter Disaster Response Manual Page 170 of 188
Maine Emergency Management Agency
45 Commerce Drive, Suite #2
#72 State House Station
Augusta, Maine 04333-0072
207-624-4400
207-287-3180 (FAX)
http://www.state.me.us/mema/memahom
e.htm
CNMI Emergency Management Office
Office of the Governor
Commonwealth of the Northern Mariana
Islands
P.O. Box 10007
Saipan, Mariana Islands 96950
(670) 322-9529
(670) 322-7743 FAX
http://www.cnmiemo.org/
National Disaster Management Office
Office of the Chief Secretary
P.O. Box 15
Majuro, Republic of the Marshall Islands
96960-0015
(011)(692) 625-5181
(011)(692) 625-6896 FAX
Maryland Emergency Management
Agency
Camp Fretterd Military Reservation
5401 Rue Saint Lo Drive
Reistertown, Maryland 21136
(410) 517-3600
(877) 636-2872 Toll-Free
(410) 517-3610 FAX
http://www.mema.state.md.us/
Massachusetts Emergency Management
Agency
400 Worcester Road
Framingham, Massachusetts 01702-5399
(508) 820-2000
(508) 820-2030 FAX
http://www.state.ma.us/mema
Michigan Division of Emergency
Management
4000 Collins Road
P.O. Box 30636
Lansing, Michigan 48909-8136
(517) 333-5042
(517) 333-4987 FAX
http://www.michigan.gov/msp/1,1607,7123-1593_3507---,00.html
National Disaster Control Officer
Federated States of Micronesia
P.O. Box PS-53
Kolonia, Pohnpei - Micronesia 96941
(011)(691) 320-8815
(001)(691) 320-2785 FAX
Minnesota Homeland Security and
Emergency Management
Department of Public Safety
Suite 223
444 Cedar Street
St. Paul, Minnesota 55101-6223
(651) 296-2233
(651) 296-0459 FAX
http://www.hsem.state.mn.us/
Mississippi Emergency Management
Agency
P.O. Box 4501 - Fondren Station
Jackson, Mississippi 39296-4501
(601) 352-9100
(800) 442-6362 Toll Free
(601) 352-8314 FAX
http://www.www.msema.org
http://www.msema.org/mitigate/mssafero
ominit.htm
Missouri Emergency Management
Agency
P.O. Box 116
2302 Militia Drive
Jefferson City, Missouri 65102
(573) 526-9100
(573) 634-7966 FAX
sema.dps.mo.gov
District 6 Animal Shelter Disaster Response Manual Page 171 of 188
Montana Division of Disaster &
Emergency Services
1100 North Main
P.O. Box 4789
Helena, Montana 59604-4789
(406) 841-3911
(406) 444-3965 FAX
http://www.state.mt.us/dma/des/index.sht
ml
Nebraska Emergency Management
Agency
1300 Military Road
Lincoln, Nebraska 68508-1090
(402) 471-7410
(402) 471-7433 FAX
http://www.nebema.org
Nevada Division of Emergency
Management
2525 South Carson Street
Carson City, Nevada 89711
(775) 687-4240
(775) 687-6788 FAX
http://dem.state.nv.us/
Governor's Office of Emergency
Management
State Office Park South
107 Pleasant Street
Concord, New Hampshire 03301
(603) 271-2231
(603) 225-7341 FAX
http://www.nhoem.state.nh.us/
New Jersey Office of Emergency
Management
Emergency Management Bureau
P.O. Box 7068
West Trenton, New Jersey 08628-0068
(609) 538-6050 Monday-Friday
(609) 882-2000 ext 6311 (24/7)
(609) 538-0345 FAX
http://www.state.nj.us/oem/county/
New Mexico Department of Public Safety
Office of Emergency Management
P.O. Box 1628
13 Bataan Boulevard
Santa Fe, New Mexico 87505
(505) 476-9600
(505) 476-9635 Emergency
(505) 476-9695 FAX
http://www.dps.nm.org/emergency/index.
htm
Emergency Management Bureau
Department of Public Safety
P.O. Box 1628
13 Bataan Boulevard
Santa Fe, New Mexico 87505
(505) 476-9606
(505) 476-9650
http://www.dps.nm.org/emc.htm
New York State Emergency Management
Office
1220 Washington Avenue
Building 22, Suite 101
Albany, New York 12226-2251
(518) 457-2222
(518) 457-9995 FAX
http://www.nysemo.state.ny.us/
North Carolina Division of Emergency
Management
4713 Mail Service Center
Raleigh, NC 27699-4713
(919) 733-3867
(919) 733-5406 FAX
http://www.dem.dcc.state.nc.us/
North Dakota Division of Emergency
Management
P.O. Box 5511
Bismarck, North Dakota 58506-5511
(701) 328-8100
(701) 328-8181 FAX
http://www.state.nd.us/dem
District 6 Animal Shelter Disaster Response Manual Page 172 of 188
Ohio Emergency Management Agency
2855 W. Dublin Granville Road
Columbus, Ohio 43235-2206
(614) 889-7150
(614) 889-7183 FAX
http://www.state.oh.us/odps/division/ema/
Office of Civil Emergency Management
Will Rogers Sequoia Tunnel 2401 N.
Lincoln
Oklahoma City, Oklahoma 73152
(405) 521-2481
(405) 521-4053 FAX
http://www.odcem.state.ok.us/
Oregon Emergency Management
Department of State Police
PO Box 14370
Salem, Oregon 97309-5062
(503) 378-2911
(503) 373-7833 FAX
http://egov.oregon.gov/OOHS/OEM
Palau NEMO Coordinator
Office of the President
P.O. Box 100
Koror, Republic of Palau 96940
(011)(680) 488-2422
(011)(680) 488-3312
Pennsylvania Emergency Management
Agency
2605 Interstate Drive
Harrisburg PA 17110-9463
(717) 651-2001
(717) 651-2040 FAX
http://www.pema.state.pa.us/
Puerto Rico Emergency Management
Agency
P.O. Box 966597
San Juan, Puerto Rico 00906-6597
(787) 724-0124
(787) 725-4244 FAX
Rhode Island Emergency Management
Agency
645 New London Ave
Cranston, Rhode Island 02920-3003
(401) 946-9996
(401) 944-1891 FAX
http://www.riema.ri.gov
South Carolina Emergency Management
Division
2779 Fish Hatchery Road
West Columbia South Carolina 29172
(803) 737-8500
(803) 737-8570 FAX
http://www.scemd.org/
South Dakota Division of Emergency
Management
118 West Capitol
Pierre, South Dakota 57501
(605) 773-3231
(605) 773-3580 FAX
http://www.state.sd.us/dps/sddem/home.h
tm
Tennessee Emergency Management
Agency
3041 Sidco Drive
Nashville, Tennessee 37204-1502
(615) 741-4332
(615) 242-9635 FAX
http://www.tnema.org
Texas Division of Emergency
Management
5805 N. Lamar
Austin, Texas 78752
(512) 424-2138
(512) 424-2444 or 7160 FAX
http://www.txdps.state.tx.us/dem/
Utah Division of Emergency Services and
Homeland Security
1110 State Office Building
P.O. Box 141710
Salt Lake City, Utah 84114-1710
(801) 538-3400
(801) 538-3770 FAX
http://www.des.utah.gov
District 6 Animal Shelter Disaster Response Manual Page 173 of 188
Vermont Emergency Management
Agency
Department of Public Safety
Waterbury State Complex
103 South Main Street
Waterbury, Vermont 05671-2101
(802) 244-8721
(802) 244-8655 FAX
http://www.dps.state.vt.us/
Virgin Islands Territorial Emergency
Management - VITEMA
2-C Contant, A-Q Building
Virgin Islands 00820
(340) 774-2244
(340) 774-1491
Virginia Department of Emergency
Management
10501 Trade Court
Richmond, VA 23236-3713
(804) 897-6502
(804) 897-6506
http://www.vdem.state.va.us
State of Washington Emergency
Management Division
Building 20, M/S: TA-20
Camp Murray, Washington 98430-5122
(253) 512-7000
(253) 512-7200 FAX
http://www.emd.wa.gov/
West Virginia Office of Emergency
Services
Building 1, Room EB-80 1900 Kanawha
Boulevard, East
Charleston, West Virginia 25305-0360
(304) 558-5380
(304) 344-4538 FAX
http://www.wvdhsem.gov
Wisconsin Emergency Management
2400 Wright Street
P.O. Box 7865
Madison, Wisconsin 53707-7865
(608) 242-3232
(608) 242-3247 FAX
http://emergencymanagement.wi.gov/
Wyoming Office of Homeland Security
122 W. 25th Street
Cheyenne, Wyoming 82002
(307) 777-4900
(307) 635-6017 FAX
http://wyohomelandsecurity.state.wy.us
LSU Emergency Animal Shelter Disaster Response Manual Page 174 of 188
State Veterinary Medical Associations
The following list of State VMAs is provided by the American Veterinary Medical
Association and is current as of May 2006.
http://www.avma.org/careforanimals/animatedjourneys/aboutvets/membership.asp#2
Alabama Veterinary Medical Association
Charles F. Franz, DVM, Executive Director
East Office Center - One East
500 Eastern Blvd., Suite 301 Montgomery,
AL 36117
Mailing Address:
PO Box 3514
Montgomery, AL 36109
Phone: 334-395-0086
Fax: 334-270-3399
E-mail: charles@franzmgt.com
Web site: www.alvma.com
Alaska State Veterinary Medical
Association
Vicki Smith, Executive Director
346 West 4th St.
Kuna, ID 83634
Phone: 208-922-9431
Fax: 208-922-9435
E-mail: asvma@ak.net or
msvicki1@mindspring.com
Arizona Veterinary Medical Association
Ms. Emily Kane, Executive Director
100 W. Coolidge St.
Phoenix, AZ 85013
Phone: 602-242-7936
Fax: 602-249-3828
E-mail: office@azvma.org
Web site: www.azvma.org
Arkansas Veterinary Medical Association
Ms. Maggie Milligan, Executive Director
415 N. McKinley, Suite 501
Little Rock, AR 72205
Phone: 501-221-1477
Fax: 501-664-4436
E-mail: arkansasvma@comcast.net
Web site: www.arkvetmed.org
California Veterinary Medical
Association
Ms. Valerie Fenstermaker, Executive
Director
1400 River Park Drive, Suite 100
Sacramento, CA 95815-4505
Phone: 800-655-2862 ext. 32
Fax: 916-646-9156
E-mail: vfenstermaker@cvma.net
Web site: www.cvma.net
Colorado Veterinary Medical Association
(CVMA) &
Denver Area Veterinary Medical Society
(DAVMS)
Mr. Ralph Johnson, Executive Director
789 Sherman St Ste 550
Denver, CO 80203
Phone: 303-318-0447
Fax: 303-318-0450
E-mail: ralphjohnson@colovma.com or
info@colovma.com
Web site: www.colovma.org
Connecticut Veterinary Medical
Association
Mr. Simon Flynn, Executive Director
100 Roscommon Dr, Suite 320
Middletown, CT 06457
Phone: 860-635-7770
Fax: 860-635-6400
E-mail: info@ctvet.org
Web site: www.ctvet.org
Delaware Veterinary Medical Association
Ms. Lynn Appel, Executive Director
937 Monroe Terrace
LSU Emergency Animal Shelter Disaster Response Manual Page 175 of 188
Dover, DE 19904
Phone: 302-674-8581
Fax: 302-674-8581
E-mail: pelymje@comcast.net
Web site: www.devma.org
District of Columbia Veterinary Medical
Association
Kimberly Topper, Executive Director
514 Championship
Harleysville, PA 19438
Phone: 301-252-9904
Fax: 301-827-6801
E-mail: topperk@comcast.net
Web site: http://www.yipe.com/DCVMA/index.html
Florida Veterinary Medical Association
Mr. Donald N. Schaefer, Executive Director
7131 Lake Ellenor Drive
Orlando, FL 32809-5738
Phone: 407-851-3862
Fax: 407-240-3710
E-mail: fvma@bellsouth.net
Web site: www.fvma.org
Georgia Veterinary Medical Association
Ms. Beth Monte, Executive Director
2814 Spring Road, Suite 217
Atlanta, GA 30339
Phone: 678-309-9800
Fax: 678-309-3361
E-mail: BethMonte@GVMA.net
Web site: www.gvma.net
Hawaii Veterinary Medical Association
Dr. Eric Ako, Executive Vice President
4400 Kalanianaole Hwy, Suite 6
Honolulu, HI 96821
Phone: 808-733-8828
Fax: 808-733-8829
E-mail: himenesDVM@aol.com
Web site: www.hawaiivma.org
Idaho Veterinary Medical Association
Ms. Vicki Smith, Executive Director
346 West 4th Street
Kuna, ID 83634
Phone: 208-922-9431
Fax: 208-922-9435
E-mail: msvicki1@mindspring.com
Web site: www.ivma.org
Illinois State Veterinary Medical
Association
Mr. Peter Weber, CAE, Executive Director
133 S. Fourth St., Suite 202
Springfield, IL 62701
Phone: 217-523-8387
Fax: 217-523-7981
E-mail: info@isvma.org or peter@isvma.org
Web Site: www.isvma.org
Indiana Veterinary Medical Association
Ms. Lisa Perius, Executive Director
201 S. Capitol Avenue, Suite 405
Indianapolis, IN 46225
Phone: 317-974-0888
Fax: 317-974-0985
E-mail: lisa@invma.org
Web site: www.invma.org
Iowa Veterinary Medical Association
Dr. Tom Johnson, Executive Director
1605 N. Ankeny Blvd., Suite 110
Ankeny, IA 50021
Phone: 515-965-9237
Fax: 515-965-9239
E-mail: ivma@netins.net
Web site: www.iowavma.org
LSU Emergency Animal Shelter Disaster Response Manual Page 176 of 188
Kansas Veterinary Medical Association
Mr. Gary Reser, CAE, Executive Vice
President
816 SW Tyler, Suite 200
Topeka, KS 66612-1635
Phone: 785-233-4141
Fax: 785-233-2534
E-mail: kvma@sbcglobal.net
Web site: www.ksvma.org
Kentucky Veterinary Medical Association
Ms. Louise Cook, Executive Director
801 Consummer Ln
Frankfort, KY 40601
Mailing Address:
P.O. Box 4067
Frankfort, KY 40604-4067
Phone: 502-226-KVMA (5862)
Fax: 502-226-6177
E-mail: kvma@aol.com
Web site: http://www.kvma.org
Louisiana Veterinary Medical
Association
Mr. Bland O'Connor, Executive Director
8550 United Plaza Blvd., Suite 1001
Baton Rouge, LA 70809
Phone: 225-928-5862
Fax: 225-922-4611
E-mail: boconnor@pncpa.com
Web Site: www.lvma.org
Maine Veterinary Medical Association
Mr. William Bell, Executive Director
77 Water St
Hallowell, ME 04347
Mailing Address:
PO Box 152
Hallowell, ME 04347
Phone: 207-622-4443
Fax: 207-623-3748
E-mail: feedalliance@gwi.net
Web site: http://www.mainevma.org
Maryland Veterinary Medical Association
Mr. Ronald H. Sohn, Executive Director
8015 Corporate Drive, Suite A
Baltimore, MD 21236-5917
Phone: 410-931-3332
Fax: 410-931-2060
E-mail: mvma@managementalliance.com
Web site: www.mdvma.org
Massachusetts Veterinary Medical
Association
Ms. Susan Weinstein, Executive Director
169 Lakeside Avenue
Marlborough, MA 01752-4556
Phone: 508-460-9333
Fax: 508-460-9969
E-mail: staff@massvet.org
Web site: www.massvet.org
Michigan Veterinary Medical Association
Ms. Karlene Belyea, Executive Director
2144 Commons Pkwy.
Okemos, MI 48864-3986
Phone: 517-347-4710
Fax: 517-347-4666
E-mail: belyea@michvma.org
Web site: www.michvma.org
Minnesota Veterinary Medical
Association
Ms. Sharon Vangsness, CAE, Executive
Director
101 Bridgepoint Way, Suite 100
South St. Paul, MN 55075
Phone: 651-645-7533
Fax: 651-645-7539
E-mail: info@mvma.org
Web site: www.mvma.org
Mississippi Veterinary Medical
Association
Dr. E. Mac Huddleston, Executive Secretary
209 S. Lafayette St.
Starkville, MS 39759
Phone & Fax: 662-324-9380
E-mail: msvma@futuresouth.com
Web site: http://www.msvet.org/
LSU Emergency Animal Shelter Disaster Response Manual Page 177 of 188
Missouri Veterinary Medical Association
Mr. Richard Antweiler, Executive Director
2500 Country Club Drive
Jefferson City, MO 65109
Phone: 573-636-8612
Fax: 573-659-7175
Email: mvma@mvma.us
Web site: www.mvma.us
Montana Veterinary Medical Association
Mr. Stuart Doggett, Executive Director
7W 6th Ave, Ste 41
Tower Block Bldg
Helena, MT 59601
Mailing Address:
PO Box 6322
Helena, MT 59604
Phone: 406-447-4259
Fax: 406-442-8018
E-mail: stuart@initco.net
Web site: www.avma.org/statevma/mtvma
Nebraska Veterinary Medical Association
Ms. Dina Michel, Executive Assistant
2727 W. 2nd, Suite 332
Hastings, NE 68901
Phone: 402-463-4704
Fax: 402-463-4705
E-mail: dina_vmet@inebraska.com
Web site: www.nvma.org
Nevada Veterinary Medical Association
Ms. Michelle Wagner, Executive Director
PO Box 34420
Reno, NV 89533
Phone: 775-324-5344
Fax: 775-747-9170
E-mail: nvma@775.net
Web site: www.nevadavma.org
New Hampshire Veterinary Medical
Association
Mrs. JoAnn Poole, Executive Director
286 Pleasant St
Concord, NH 03301
Mailing Address:
PO Box 616
Concord, NH 03302-0616
Phone: 603-224-2432
Fax: 603-228-7048
E-mail: nhvmajp@comcast.net
Web site: www.newhampshirevma.org
New Jersey Veterinary Medical
Association
Mr. Richard Alampi, Executive Director
66 Morris Avenue, Suite 2A
Springfield, NJ 07081
Phone: 973-379-1100
Fax: 973-379-6507
E-mail: rickaaamc@earthlink.net
Web site: www.njvma.org
New Mexico Veterinary Medical
Association
Ms. Tamara Spooner, Executive Director
60 Placitas Trails Rd
Placitas, NM 87043
Phone: 505-867-6373
Fax: 505-771-8963
E-mail: byrdspoon@aol.com
Web site: http://www.nmvma.org
New York State Veterinary Medical
Society
Ms. Julie Lawton, Executive Director
9 Highland Avenue
Albany, NY 12205-5417
Phone: 518-437-0787
Fax: 518-437-0957
E-mail: INFO@NYSVMS.org
Web site: www.nysvms.org
LSU Emergency Animal Shelter Disaster Response Manual Page 178 of 188
New York City Veterinary Medical
Association
Ms. Effie Cooper, Executive Secretary
331 West 57th Street, S293
NYC, NY 10019-3101
Phone: 212-246-0057
Fax: 212-586-3949
E-mail: VMANYC@aol.com
North Carolina Veterinary Medical
Association
Ms. Mollie Rasor, Executive Director
1611 Jones Franklin Rd #108
Raleigh, NC 27606
Phone: 919-851-5850
Fax: 919-851-5859
E-mail: mollie@ncvma.org
Web site: www.ncvma.org
North Dakota Veterinary Medical
Association
Nancy Kopp, Executive Secretary
921 S. 9th St.
Bismarck, ND 58504
Phone: 701-221-7740 (office)
Fax: 701-258-9005
E-mail: nkopp@btinet.net
Web site: www.ndvma.com
Ohio Veterinary Medical Association
Mr. Jack Advent, CAE, Executive Director
3168 Riverside Drive
Columbus, OH 43221
Phone: 614-486-7253
Fax: 614-486-1325
E-mail: ohiovma@ohiovma.org
Web site: www.ohiovma.org
Oklahoma Veterinary Medical
Association
Dr. Charles Helwig, Executive Director
3200 E Memorial, Suite 200
Edmond, OK 73013
Mailing Address:
PO Box 14521
Oklahoma City, OK 73113
Phone: 405-478-1002
Fax: 405-478-7193
E-mail: chelwig@okvma.org
Web site: www.okvma.org
Oregon Veterinary Medical Association
Mr. Glenn M. Kolb, Executive Director
1880 Lancaster Dr., NE, Suite 118
Salem, OR 97305
Phone: 503-399-0311
Fax: 503-363-4218
E-mail: contact@oregonvma.org
Web site: www.oregonvma.org
Pennsylvania Veterinary Medical
Association
Ms. Charlene Wandzilak, Executive Director
Briarcrest Office Bldg
905 W Governor Rd, Ste 320
Hershey, PA 17033
Phone: 1-888-550-7862 or 717-533-7934
Fax: 717-533-4761
E-mail: pvma@pvma.org
Web Site: www.pavma.org
Puerto Rico Veterinary Medical
Association
Ms. Sandra Sanchez, Executive Secretary
352 Ave San Claudio, Ste 248
San Juan, PR 00926-4107
Phone: 787-283-0565
Fax: 787-761-3440
E-mail: cmvpr@prw.net
Web Site: www.cmvpr.org
LSU Emergency Animal Shelter Disaster Response Manual Page 179 of 188
Rhode Island Veterinary Medical
Association
Ms. Betsy Greiner, Executive Director
11 South Angell St #347
Providence, RI 02906
Phone: 401-751-0944
Fax: 401-780-0940
E-mail: rivma@rivma.org
Web site: www.rivma.org
South Carolina Association of
Veterinarians
Marie B. Queen, Executive Director
1215 Anthony Ave
Columbia, SC 29201
Mailing Address:
PO Box 11766
Columbia, SC 29211
Phone: 803-254-1027
Fax: 803-254-3773
E-mail: scav@sc.rr.com
Web site: www.scav.org
South Dakota Veterinary Medical
Association
Dr. Daryl K. Thorpe, Executive Director
12893 Fairfield Drive
Aberdeen, SD 57401
Phone: 605-688-6649
Fax: 605-688-6003
E-mail: janice_kampmann@sdstate.edu
Web site: www.sdvetmed.org
Tennessee Veterinary Medical
Association
Ms. Dee Ann Walker, Executive Director
618 Church St. #220
Nashville, TN 37219
Phone: 615-254-3687
Fax: 615-254-7047
E-mail: dawalker2@walkermgt.com or
tvma@walkermgt.com
Web site: www.tvmanet.org
Texas Veterinary Medical Association
Dr. Elbert Hutchins, Executive Director
8104 Exchange Drive
Austin, TX 78754
Phone: 512-452-4224
Fax: 512-452-6633
E-mail: ehutchins@tvma.org
Web site: www.tvma.org
Utah Veterinary Medical Association
Dr. Harold J. Davis, Executive Director
PO Box 1041
Springville, UT 84663
Phone: 801-489-4741 or 877-882-4862 (Toll
free)
Fax: 801-489-5275
E-mail: uvma@qwest.net
Web site: www.uvma.org
Vermont Veterinary Medical Association
Ms. Sue Moraska, Executive Director
2073 Spear Street
Charlotte, VT 05445
Phone & Fax: 802-425-3495
E-mail: vvma@gmavt.net
Web site: www.vtvets.org
Virginia Veterinary Medical Association
Mrs. Robin R. Schmitz, Executive Director
2314-C Commerce Center Drive
Rockville, VA 23146
Phone: 804-749-8058
Fax: 804-749-8003
E-mail: vavvma@aol.com
Web site: www.vvma.org
Washington State Veterinary Medical
Association
Ms. Candace Joy, Executive Vice President
2050-112th N.E., Suite 115
Bellvue, WA 98009
Mailing Address:
PO Box 962
Bellvue, WA 98009-0962
Phone: 425-454-8381
Fax: 425-454-8382
E-mail: candacejoy@wsvma.org
Web site: www.wsvma.org
West Virginia Veterinary Medical
Association
LSU Emergency Animal Shelter Disaster Response Manual Page 180 of 188
Ms. Emily Isaac, Executive Director
201 Virginia St. West
Charleston, WV 25302
Phone: 304-437-0497
Fax: 304-346-0589
E-mail: wvvma@aol.com
Web site: www.wvvma.org
Wisconsin Veterinary Medical
Association
Ms. Leslie Grendahl, Executive Director
301 N. Broom Street
Madison, WI 53703
Phone: 608-257-3665
Fax: 608-257-8989
E-mail: wvma@wvma.org or
grendahl@wvma.org
Web site: www.wvma.org
Wyoming Veterinary Medical Association
Ms. Vicki Smith, Executive Director
346 West 4th Street
Kuna, ID 83634
Phone: 208-992-9431
Fax: 208-922-9435
E-mail: msvicki1@mindspring.com
Web site: www.wyvma.org
LSU Emergency Animal Shelter Disaster Response Manual Page 181 of 188
Sources of Veterinary Supplies
Supplier
Contact Name
Abbott
Tricia Elkington
Fiona Anderson
Karlin Yaeger
Herb Clay
Eric Vosick
Chuck Boland
David Shephard
Anthony Orozco
Lynn Allen
Brian Butler
Radek Romanowski
Steve Dumond
Fred Friedman
Dan Scott
Paul E. Fisher
Doug Schreiber
Steve Mellman
Charlene Woodward
Mike Wilson
Jim Evans
Tony Sinsigalli
Richard Noss
James Burns
Tim Kwasnicki
Mike Bateman
Alan Dahl
Bob Luce
Anne Lynch
Stetson Hallowell
Rick James
Rae Connelly
Linda Pappalardo
Julia Carter
Todd Gilson
Pat Thomblison
David Dieffenbach
Hall Griffin
Radek Romanowski
Addison Biologicals
AFP Imaging
Aloka
Arthrex
Bayer
Butler
Classic
Clinipix
Dan Scott
DarkHorse
Dentalaire
Dermapet
Dogwise
DRE Medical
Eagle Eye Anesthesia
Ellman
ESS
ESS-Microscopes
ESS-GI Lab
Ferno
Fujifilm
Gaymar
Hallowell EMC
Heine
Henry Schein
Heska
Hill's
Idexx
IMEX
imRex
E-mail Address
Tricia.Elkinton@abbott.com
kyaeger@addisonlabs.com
hclay@AFPimaging.com
evozick@afpimaging.com
CBMSTexas@aol.com
dshepard@tissuesystems.com
lynn.allen.b@bayer.com
BrianButler@butlersalesassociates.com
steve.dumond@classicmed.com
CLINIPIX@cs.com
tonopen@aol.com
Paul_Fisher@DarkHorseMed.com
Dentalaire1DS@aol.com
DermaPet@aol.com
ChaleneW@dogwise.com
mwilson@dremedical.com
jevans@DREMedical.com
eagleeyeanesthesia@yahoo.com
rnoss@ellman.com
jburns@endoscopy.com
Adahl@ferno.com
bluefin100@verizon.net
alynch@GAYMAR.COM
stetson@hallowell.com
rjames@heine.com
rconnelly@heine.com
lpappa@henryschein.com
gilsont@heska.com
PatThomb@aol.com
david-dieffenbach@idexx.com
halldoc@imexvet.com
romanowski@rogers.com
LSU Emergency Animal Shelter Disaster Response Manual Page 182 of 188
Supplier
Inn. An. Prod.
International WINN
IVX Animal Health
Jin Tang
Jorvet
Kendall/Tyco
Kodak
Lumenis
Medical Illumination
MedRx
Merial
MILA
NestlePurina
Novartis
Pfizer
Premier Pet Products
Prod. Gp. Int.
Roche
S&M NuTec
Securos
SEDECAL
Sound Tech.
Soundvision
Spectrum
Storz
Contact Name
Brian Butler
Lori Melhorn
Paul Sadler
Stephanie Thomas
Steven Mrha
Huisheng Xie
Norm Jorgensen
Bonnie Kerrigan
John Huhn
Arnaud Marie
Jack Nowlan
Carl Bennett
Jody Scott
Larry DeBord
Steve Borry
Drew Miller
Cheryl Lye
Larry Pytlinski
Tammy Gillespie
Larry Pytlinski
Dottie LaFlamme
Dan Christian
Teri Hodges
(Liane Herman)
Erika Gomez
Janet Velenovsky
John Connell
Grant Gillig
Deirdre Daley
Diane McNamara
(John Escalada)
Doug Pendley
Harry Wooton
Darryl Faxon
Devan Moser
Joyce Parker
Ron Tibett
John White
Greg Jones
Ashleigh Apsega
Alex Vrancich
Doug Merker
Rich Scavo
E-mail Address
BrianButler@butlersalesassociates.com
iap6256@aol.com
stephanie@internationalwin.com
Steven_Mrha@ivax.com
xieh@mail.vetmed.ufl.edu
norm@jorvet.com
Bonnie.Kerrigan@TycoHealthcare.com
John.Huhn@TycoHealthcare.com
arnaud.marie@kodak.com
jack.nowlan@kodak.com
carl_bennett@msn.com
larry@medillum.com
sborry@medrx-usa.com
cheryl.lye@merial.com
ljpyt@cinci.rr.com
tgillespie@milaint.com
Dorothy.LaFlamme@rdmo.nestle.com
dchristian@purina.com
teri.hodges@novartis.com
Liane.Herman@pfizer.com
Erika.Gomez@pfizer.com
jvelenovsky@premier.com
grant@productsgroup.com
deirdre@productsgroup.com
Diane.mcnamara@roche.com
john@greenies.com
DougP@greenies.com
harry@securos.com
dmoser@sedecalUSA.com
jparker@SOUNDVET.com
ultraconsult@hotmail.com
gregj@spectrumsurgical.com
dmerker@karlstorzvet.com
LSU Emergency Animal Shelter Disaster Response Manual Page 183 of 188
Supplier
Suburban Surgical
Surgitel
Surgivet
Swift Optics
Tsi Vet Products
Ultrasource
Universal
Veterinary Products
Laboratories
VetsBest
Virbac (King)
Webster
Webster
Webster
Welch-Allyn
Westcoast
Contact Name
Nancy Elliott
Todd
Jin Chang
Dean Knoll
Dan McKinney
Cynthia Syverson-Mercer
Robbie Bradey
Jennifer Courtney
Randy Laufersky
Laura DuShane
Kim Hohner
Peter Brunelli
E-mail Address
naelliott@suburbansurgical.com
Deb Nickelson
Marie Rowe
Michael Walsh
Becky Judge
Cheryl Schlecta
Jim Herring
Adrienne Korakianitis
Dave Manley
Cathy Smith
DNickelson@mail.Farnam.com
thevet@vetsbest.com.au
vrxproduct@aol.com
Rljudge@virbacus.com
Cheryl.Slechta@webstervet.com
jchang@surgitel.com
dean.knoll@smiths-medical.com
Dan@swiftoptics.com
cynthias@swiftoptics.com
robbie@tsivet.com
jcourtney@ultrasource.net
kHohner@universalultrasound.com
Adrienne.Korakianitis@webstervet.com
manleyd@mail.welchallyn.com
cathy@animalrehab.co.uk
LSU Emergency Animal Shelter Disaster Response Manual Page 184 of 188
Web Links Cited
American College of Veterinary Behaviorists – www.veterinarybehaviorists.org
American Society for the Prevention of Cruelty to Animals (ASPCA) www.aspca.org
American Veterinary Medical Association (AVMA): www.avma.org
American Veterinary Medical Association Disaster Preparedness and Response Guide
www.avma.org/disaster/
Association of American Veterinary Medical Colleges http://www.aavmc.org/
Association of Shelter Veterinarians – www.sheltervet.org
American Society for the Prevention of Cruelty to Animals: www.aspca.org
CDC Healthy Pets Healthy People – www.cdc.gov/healthypets
Center for Food Security and Public Health – www.cfsph.iastate.edu/brm
Companion Air:
http://www.companionair.com/
Department of Transportation (DOT) – www.dot.gov
Dogfriendly.com:
http://www.dogfriendly.com/ for information about animal friendly travel
Federal Emergency Management Authority (FEMA) www.fema.gov
Humane Society of the United States (HSUS): www.hsus.org
Incident Command System Resource Center Home Page (FEMA)
http://training.fema.gov/EMIWeb/IS/ICSResource/index.htm
Independent Pet and Animal Transportation Association International (IPATA):
www.ipata.com
International Air Transport Association (IATA):
http://www.iata.org/whatwedo/live_animals/shippingpet.htm
International Fund for Animal Welfare (IFAW): www.ifaw.org
LSU School of Veterinary Medicine: http://www.vetmed.lsu.edu
National Animal Poison Control Center
http://www.aspca.org/site/PageServer?pagename=pro_apcc
National Volunteer Organizations Active in Disasters www.nvoad.org
LSU Emergency Animal Shelter Disaster Response Manual Page 185 of 188
Noah’s Wish http://www.noahswish.org/
Pet Finders http://www.petfinder.org/
Pet Harbor http://www.petharbor.com/
State Animal Response Teams (SART) http://www.sartusa.org/
State Offices and Agencies of Emergency Management:
http://www.fema.gov/fema/statedr.shtm#l
State Veterinary Associations
http://www.avma.org/careforanimals/animatedjourneys/aboutvets/membership.asp#2
United States Public Health Service (USPHS) http://www.usphs.gov/
United States Department of Agriculture (USDA) / Animal Care (AC)
http://www.aphis.usda.gov/ac/
Veterinary Medical Assistance Teams (VMAT) www.vmat.org
LSU Emergency Animal Shelter Disaster Response Manual Page 186 of 188
Contacts (LSU-EAS)
The following individuals headed the sections indicated at the LSU-EAS and can be contacted
for further information.
Name
Title
Paula Drone
DVM
Kay Legleu
Commander
Becky Adcock
DVM
David Senior
DVM
Shannon Bere
Andrea Flores
Mike O'Brien
Susan
Eddlestone
DVM
Rick Ramsey
Karla Clark
Jim Roberts
Kathleen
Harrington
Ginger Guttner
Susan Mikota
DVM
Command
center
support
Finances
Office Phone
Mobile Phone
e-mail address
225 924 5984
225 572 0732
dwdhive@aol.com
not listed
225 954 2862
legleu@cox.net
225 578 9826
225 931 9631
adcock@vetmed.lsu.edu
225 578 9551
225 578 2255
225 928 6962*
225 253 4409
225 773 5435
225 276 9000
dsenior@vetmed.lsu.edu
sbere@agctr.lsu.edu
andycflores@yahoo.com
225 772 1039
moblsu@yahoo.com
225 278 7555
225 603 9221
seddlestone@vetmed.lsu.edu
rramsey@vetmed.lsu.edu
225 578 9664
225 933 0457
jptr@vetmed.lsu.edu
225 578 9663
not listed
kharrington@vetmed.lsu.edu
225 578 9922
225 772 8957
gguttner@vetmed.lsu.edu
228 342 8535
smikota@elephantcare.org
Planning
Facilities
Operations
Information
Technology
Vet School
Liaison /
Triage
Supplies
Local Foster
/ Adoption
Safety
Web Master
Public
Relations
Animal
shipping
225 578 9540
225 578 9644
225 802 4102
* Home Number
LSU Emergency Animal Shelter Disaster Response Manual Page 187 of 188
Acknowledgments
On behalf of the people
and animals of Louisiana,
the management team of
the District 6 Emergency
Animal Shelter at the LSU
AgCenter’s Parker
Coliseum wishes to thank
the selfless and tireless
efforts of all those who
came to our aid in the
shelter. The outpouring of
assistance was
remarkable in so many
ways and all who
participated should know
that words really can’t
effectively express our
gratitude. A special thank
you must go to all of the
members of the veterinary
profession who came from
near and far.
Most of you are listed
below, but the confusion
that ruled our lives during
this time may mean that
some of you are not
included. For that we
apologize.
Mark
Hannah
Becky
Danielle
Bob
Jason
Kate
Laureen
Tracey
Chris
Heather
Wes
Lynn
Acierno
Adams
Adcock
Anthony
Apple
Arble
Barter
Bartfield
Bartsch
Batts
Batts
Baumgartner
Beach
Dan
Lauren
Sarah
Pam
Teleah
Mike
Brett
Lucy
Lisa
Rebecca
Mary-Claire
Janet
Deborah
David
Beth
Cavazos
Nelva
Loretta
Jen
David
Lynn
Scott
Lyn
Janine
Glenn
Kellee
Catherine
Reagan
Kim
Judy
Beth
Tami
Janine
Jen
David
William
Anderson
Kim
Jackie
Kamela
Becky
Julie
Danielle
Mary
Terry
Liz
John
Beaver
Beebe
Beebe
Bennett
Bergen
Berkenblit
Berryhill
Berryhill
Bertenshah
Bery
Blagburn
Bogan
Borns
Brewer
Brown
Brown
Bryant
Bubenik
Burpo
Butler
Buzhardt
Buzhardt
Callander
Callen
Campbell
Campbell
Carlson
Carter
Carter
Claypoole
Clever
Cloyd
Clymin
Coate
Codeiro
Cox
da Cunha
Danoss
Davidson
Davis
Debolt
DeBord
Dewey
Dyroff
Eades
Eastin
Edwards
Jennifer
Edwards
Ann
Eliopulos
Stephanie
Ellzer
Marianne
Fairchild
Carol
Foil
Kelly
Folse
Katie
Frantz
Kamaldeep
Gaheer
Gail
Galland
Juliana
Gallo
Kim
Garrett
Krista
Gibson
Karen
Gilstrap
Karen
Godfree
Leslie
Goldblatt
Victor
Goss
Sharon
Gottfried
Patricia
Graham
Amy
Grooters
Marta
Guerra
Sammy
Haas
John
Haggard
Matt
Haight
Rance
Hampton
Erica
Hawker
Brian
Hayes
Cheryl
Hedlund
Traci
Heim
LeeAnn
Heinz
Kristi
Henderson
Jim
Henderson
David
Hertha
Merrin
Hicks
Karen Hicks-Aldridge
Lance
Hidalgo
Janine
Hockman
Bob
Holmes
Aaron
Hood
Jill
Hopfenbeck
Lori
Howell
David
Hunley
Meena
Ishikawa
Debra
Jackson
Wayne
Jackson
Martin
Jakubiak
Heather
Jans
Larry
Johnston
LSU Emergency Animal Shelter Disaster Response Manual Page 188 of 188
Carrie
Martin
Karin
John
Bill
Kim
Suzanne
Martin
Ursula
Kerri
Kimble
Amy
Mika
Cindy
Gretchen
Susanne
Lacey
Steve
Leldon
Crystal
Stephanie
Tom
Cathy
Mandi
Michael
Michel
Sara
Vera
Tracy
Glenna
Margie
Kim
Leslie
Bobbie
Lynn
Natalie
Frank
Emily
Val
Laura
Sandy
Frank
Freddy
Susan
Dena
Jurney
Kamen
Kanton
Kelley
Kellner
Kelly
Knapp
Kreite
Krotscheck
Kubric
Kueser
Lamm
Landry
Lang
LarsenGodbee
Lauer
Lee
Lee
Locke
Logan
Lohnes
Lomax
Lombardi
Lopez
Lutz
Lutz
Lyle
Maeckelbergh
Marsh
Mauldin
McCarthy
McClure
McEwan
McKay
McLendon
McMillan
Medici
Melkus
Menux
Merchant
Merritt
Michaelson
Mikota
Miller
Suzanne
Miller
Mark
Mitchell
Tim
Morgan
Charlie
Morgan
Brent
Morse
Patti
Mueller
Debbie
Myers
Julie
Nachtavey
Linda
Nachtigal
Claudio
Natalini
Mark
Neer
Javier
Nevarez
Brad
Newman
Lisa
Nordquist
Julian
Norman
Catherine
North
Kelly
Noyes
Jenny
O'Connor
Theresa
Odom
Dan
O'Leary
Sondra
Oliver
Brandon
Onan
Dale
Paccamonti
Kim
Paladino
Valerie
Paulson
Cliff
Peck
Kathy
Perdue
Christy
Peterson
Barbara
Petty
Jessica
Pizzuli
Doug
Powell
Colleen
Quinn
Lisa
Radosta
Cheryl
Regaleski
Alexis
Reid
Alisa
Reniker
Susanne
Richcreek
Monique
Roberts
Marianne
Ross
Regan
Rossi
Kirk
Ryan
Brandy
Sandstrom
Olga
Sanson
Rene
Scalf
Joseph
Schech
Brooke Schwarbinton
David
Ted
Evan
Yersenia
Marlene
Jeff
Briana
Kenneth
Jeff
Christy
Michel
Lenore
Mike
Michele
Becky
Christine
Ashley
Rhett
Heather
Joe
J
Emily
Kim
Pat
Marvin
Jennifer
Doris
Ena
Janet
Katie
Maja
Melissa
Patty
Erica
Kathryn
Tiffany
Greg
Karen
Jennifer
Nancy
Edward
Tiffy
Pat
Jack
Senior
Sherman
Shukan
Silveria
Simmons
Sirninger
Skinner
Smith
Smith
Snedeker
Soosaar
Southerland
Stacey
Steffey
Stewig
Stickland
Stokes
Stout
Strickland
Taboada
Tally
Taylor
Taylor
Thistlewaithe
Thomas
Thomas
Truman
Valikov
Veit
Vernon
Vito
Vollaire
Vosters
Walker
Wilkinson
Williams
Winterrowd
Wolfsheimer
Wooderson
Woodoles
Wozniak
Zachos
Zielfe
Zimmerly