Maddie’s Fund® Community Grants Program

The Year Six Adoption Application 2010

Year Six Reminders: ° The Year Six Budget is based on $225 multiplied by the number of above baseline adoptions to be performed by the participating adoption guarantee organizations.

° At least 60% of the grant funds must be used to pay adoption guarantee groups for above baseline adoptions. In addition, Maddie's Fund wants to promote adoptions involving animals taken from animal control. Funded projects are required to provide an additional incentive to encourage funded groups to work directly with their local animal control agencies. That means, for each above baseline adoption involving a dog or cat taken from animal control or a traditional shelter, adoption groups must receive a subsidy five times greater than the subsidy they will receive for above baseline adoptions involving dogs or cats received from other sources.

° Maddie's Fund is asking all participating groups to publicly disclose on an annual basis their individual and community-wide shelter statistics (e.g., on websites, in newsletters and annual reports).

° As part of the Year Six application, you will need to submit a complete, revised 10-Year Strategic Plan for Maddie's® Pet Rescue Project in NYC.

° Total funding for advertising/public relations/marketing should not exceed 10% of the Year Six Maddie's Fund grant.

° In Year 6, starting Day One of Year Six you will be expected to save all the healthy shelter pets.

Part I: Maddie's® Pet Rescue Project Information

1. YEAR SIX PROJECT 1A) The Project Title: Maddie’s Pet Rescue Project in New York City

1B) Date of Submission: 11/11/09 1C) Prepared by: Ellen Celnik, Jane Hoffman, Steve Gruber,

2. NAME OF LEAD AGENCY: Mayor’s Alliance for NYC’s Animals

3. TARGET COMMUNITY: New York City

4. HUMAN POPULATION OF TARGET COMMUNITY (year): 8,000,000

5. PARTICIPATING GROUPS IN THE PROJECT 5A) For each category below, please indicate the total number of groups participating in Year Five of your project.

Type of Organization Number of Participants Animal Control Shelters (AC) 1 Traditional Shelters (TR) 0 Adoption Guarantee Organizations (AG) 106

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For each group participating in Year Six of your project, 5B) please list the name of the organization under the appropriate category; and 5C) please indicate if the group spays or neuters its animals before adoption.

Mayor's Alliance For NYC's Animals 107 (include AC & C) 5B) Name of Participating Groups 5C) S/N before Adoption (Y/N) Animal Care & Control of NYC Y

Traditional Shelters N/A

Maddie Adoption Guarantee Organizations

A Place For Us Y Abandoned Angels (cocker rescue) Y ACT Y A.C.T. Rescue & Adoption, Inc. Y Adopt A Boxer Y Adopt A Dog Y All About Spay Neuter Y All Sentient Beings Y Almost Home Y American Bulldog Rescue Y American Bullmastiff Association Rescue Program Y Animal Adoption Network Y Animal Center of Queens Y Animal Haven Y Animal Kind Y Animal Rescue Fund of Hamptons Y Anjellicle Cats Rescue Y ASPCA Y Bide-A-Wee Y Big Apple Bull Terrier Rescue Y Bobbi & the Strays Y Boxer Angels Y Brooklyn Bridge Animal Welfare Coalition Y Cat Assistance, Inc. Y City Critters Y Companion Animal Network Y CSM Strays Y Curly Tail Pug Rescue Y Dalmatian Adoption, Inc. Y Derricks Gleeful Rescue Y Earth Angels Animal Rescue Organization Y English Bull Terrier Rescue Y Eve's Sanctuary Y Feline Rescue of Staten Island Y Feline Rescue Mission Y First Run Medical Fund & Rescue Y For Animals, Inc. Y For Our Friends Y Page 3 of 46

For The Love of Dog of (Rottie Rescue) Y Friendly Ferals Y German Shepard Rescue Cemtral NY Y German Shorthair Rescue Y Gotham City Kitties Y Heart & Soul Rescue Y Hearts and Hands Society Y Herding Dog Rescue Y Humane Society of New York Y In Our Hands Rescue Y Italian Greyhounds NYC Y Jack Russell Rescue Y K9- Kastle Y Kitten Little Rescue Y Kitty Kind Y Kodi's Club Y Labrador Retriever Rescue Y LABS4 Rescue Y Le Cats on The Water Y Life Line Rescue Y Linda's Feral Cat Assistance Y Little Forgotten Friends Y Little Shelter Y Long Beach Humane Society Y Long Island Bulldog Rescue Y Long Island Golden Retriever Re scue (LIGRR) Y Louise Animal Foundation Y Loving Touch Y Metropolitan Maltese Y Mid Atlantic Basset Rescue Y Mid Atlantic Great Dane Rescue Y Mighty Mutts Y Mini Pinscher Rescue (IMPS) of NY Y Mountan Majesty Rottweiller Rescue Y Mutts & Mitts of Brooklyn Y NJ Schnauzer Y New Rochelle Humane Y North Fork Animal Welfare League Y North Shore Animal League Y Northern NE Dog Rescue Y NYC Shiba Rescue Y Only Hope Cat Rescue, Inc. Y Patricia Ladew Foundation Y Peppertree Rescue, Inc. Y Pluto Rescue of Richmond County Y Poor Animals of St. Francis Y Posh Pets Y Rawhide Rescue Y RSVP Y Safe Hounds Beagle Rescue Y Page 4 of 46

Save A Pet Rescue Y SaveKitty Y Save Our Strays Y Scottish Terrier Rescue Y Sean Casey Animal Rescue Y Shelter Survivors Y Social Tees Y Staten Island Council for Animal Welfare Y Stray From the Heart Y The Cat Lady Y Tiny Treasures Y Treasured K9's, Inc. ( Koren Jindo Rescue) Y Underdog Rescue, Inc. Y United Action For Animals Y Urban Cat League Y Waggin' Train Y Waggytail Rescue (Chihuahua) Y Zani's Furry Friends Y

6. FINANCIAL INFORMATION FROM THE LEAD AGENCY The information requested below comes from line items 12, 17, and 73b, respective ly, of the IR S Form 9 90 and should be taken from the documents you have already filed with the IRS. Please in dicate if th e informati on is based on the calendar year or the fiscal year. If fiscal, indicate the month in which the year begins.

2008 2007 2006 2005

6a) Total Revenue 6,261,785 4,759,518 3,240,949 2,358,826

6b) Total Expenses 5,816,129 3,890,983 2,863,382 2,049,609

6c) Total Net Assets 2,097,976 1,652,320 783,785 309,217 6d) Calendar Year or Fiscal Year (include month FY begins) Jan. – Dec. 2008 Jan. – Dec. 2007 Jan. – Dec. 2006 Ja n. – Dec. 2005

Please include with this application the most recent financial audit or unaudited financial statements for the lead agency. ATTACHED: AUDITED FINACAL STATEMENT FY 2008

Part II: Baseline Year Statistics

For the baseline year for your project, please provide the information requeste d below for all the groups participating in Year Six of the project.

Maddie's Fund is requiring that all groups participating in funded projects use the following definitions in classifying shelter animals: healthy, treatable-rehabilitatable, treatable-manageable, and unhealthy & untreatable. Definitions of these terms are provided in Section 28, page 12 .

7. SHELTER STATISTICS: ANIMAL CONTROL SHELTERS

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h For all animal control shelters that will participate in Year Six of your project, pleas e summarize the following SHELTER STATISTICS for the baseline year.

ANNUAL REPORT FOR BASELINE YEAR FOR ALL ANIMAL CONTROL SHELTERS ANIMAL CARE & CONTROL OF NYC Dog Cat Total REPORT DATE: Calendar Year 2003 A BEGINNING SHELTER COUNT 174 240 414

INTAKE (Live Dogs & Cats Only) From the Public Healthy 10158 14217 24375 Treatable - Rehabilitatable 2781 1641 4422 Treatable - Manageable 1925 1441 3366 Unhealthy & Untreatable 2741 8004 10745 B Total Intake From the Public 17605 25303 42908 E From Owners/Guardians Requesting Euthanasia 1962 1317 3279 C From Incoming Transfers from Maddie Partner Organizations 0 0 0 D From Incoming Transfers from Other Organizations 0 0 0 F TOTAL INTAKE [B + C + D + E] 19567 26620 46187 G Owner/Guardian Requested Euthanasia (Unhealthy & Untreatable Only) 1046 715 1761 H ADJUSTED TOTAL INTAKE [F minus G] 18521 25905 44426

ADOPTIONS (Only dogs and cats adopted by the public) Healthy 2083 2528 4611 Treatable – Rehabilitatable 105 146 251 Tre atable – Manageable 28 37 65 Unhealthy & Untreatable 0 0 0 I TOT AL ADOPTIONS 2216 2711 4927

OUTGOING TRANSFERS to Maddie Partner Organizations Healthy 752 868 1620 Trea table – Rehabilitatable 91 207 298 Trea table – Manageable 90 211 301 Unhealthy & Untreatable 0 0 0

J TAOT L OUTGOING TRANSFERS to Maddie Partner Organizations 933 1286 2219

OUTGOING TRANSFERS to Other Organizations Healthy 1576 952 2528 Trea table – Rehabilitatable 195 169 364 Treatable – Manageable 197 211 408 Unhealthy & Untreatable 0 0 0 K TOTAL OUTGOING TRANSFERS to Other Organizations 1968 1332 3300 TOTAL TRANSFERS ( J + K ) 2901 2618 5519

L RET URN TO OWNER/GUARDIAN 1244 257 1501

DOGS & CATS EUTHANIZED M Healthy (Includes Owner/Guardian Requested Euthanasia) 4500 9500 14000 N Trea table – Rehabilitatable (Includes Owner/Guardian Requested Euthanasia) 2671 601 3272 O Trea table – Manageable (Includes Owner/Guardian Requested Euthanasia) 1329 1399 2728 P Unhealthy & Untreatable (Includes Owner/Guardian Requested Euthanasia) 3714 7987 11701 Q TOTAL EUTHA NASIA [M + N + O + P] 12214 1948 7 31701 R Own er/Guardian Requested Euthanasia (Unhealthy & Untreatable Only) 1046 715 1761 S ADJ USTED TO TAL EUTHANASIA [Q minus R] 11168 18772 29940

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SUBTOTAL OUTCOMES [I + J + K + L + S] Excludes Owner/Guardian T Requested Euthanasia (Unhealthy & Untreatable Only) 17532 2435 5 41887

U DIED OR LOST IN SHELTER/CARE 748 1167 1915

TOTAL OUTCO MES [T + U] Excludes Owner/Guardian Requested Euthanasia V (Unhealthy & Untreatable Only) 18280 25522 43802

W ENDING SHELTER COUNT 415 623 1038

COMMENTS: 1) The adoption breakdown for categories was estimated since these were not ca tegories originally “captured” in reporting back in 2003. h Please include a MONTHLY BREAKDOWN and ANNUAL SUMMARY of the baseline year sta tistics for each participating animal control shelter. ON FILE

8. SHELTER S TATISTICS: ADOPTION GUARANTEE ORGANIZATIONS (AG)

h For all adoption guarantee organizations that will participate in Year Six of your proje ct and wer e operational during the baseline year, please summarize the following SHELTER STATISTICS for the baseline year. For any new group that was not operational during th e baseline year, thei r baseline will be zero. Please include that information as part of this application.

ANN UAL REPORT FOR BASELINE YEAR FOR ALL AG ORGANIZATION S ALL ADOPTION GUARANTEE ORGANIZATIONS (106) DOGS CATS TOTAL REPORT DATE: Baseline Year 2003 A BEGINNING COUNT 275 1165 1440

INTAKE (Live Only) From the Public (stray, surrender, etc.) Healthy 799 1043 1877 Treatable – Rehabilitatable 82 172 257 Treatable – Manageable 52 71 123 Unhealthy & Untreatable 0 0 0 B Subtotal Intake from the Public 933 1286 2219

Incoming Transfers from all Maddie Partner Organizations (List each separately) From Animal Care & Control of NYC Healthy 1461 4079 5540 Treatable – Rehabilitatable 150 288 438 Treatable – Manageable 154 125 279 Unhealthy & Untreatable 0 0 0 Subtotal Intake from Mobile County Animal Shelter 1741 4502 6267 From Other Maddie Partners (list each separately) Healthy 12 35 47 Treatable – Rehabilitatable 0 0 0 Treatable – Manageable 0 0 0 Unhealthy & Untreatable 0 0 0 Subtotal Intake from Other Maddie Partners 12 35 47 C Total Incoming Transfers from Maddie Partner Organizations

Incoming Transfers from all Non-Maddie Partner Organizations Healthy 5 14 19

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Treatable – Rehabilitatable 0 0 0 Treatable – Manageable 0 0 0 Unhealthy & Untreatable 0 0 0 D Subtotal Incoming Transfers from Non-Maddie Partner Organizations 5 14 19

Fro m Owners/Guardians Requesting Euthanasia Healthy 0 0 0 Treatable – Rehabilitatable 0 0 0 Tr eatable – Manageable 0 0 0 Unhealthy & Untreatable 0 0 0 E Subtotal Intake from Owner/Guardians Requesting Euthanasia 0 0 0 F TOTAL INTAKE [B + C + D + E] 2715 5837 8552 G Owner/Guardian Requested Euthanasia (Unhealthy & Untreatable Only) 0 0 0 H ADJUSTED TOTAL INTAKE [F minus G] 2715 5837 8552

ADOPTIONS (Only cats and dogs adopted by the public) Involving Dogs & Cats From AC Healthy 721 1059 1780 Treatable – Rehabilitatable 41 51 92 Treatable – Manageable 37 51 88 Unhealthy & Untreatable 0 0 0 Subtotal Adoptions Dogs & Cats from AC 799 1161 1960

Involving Dogs & Cats From the Public or Other Organizations Healthy 1472 3837 5309 Treatable – Rehabilitatable 82 208 290 Treatable – Manageable 14 55 69 Unhealthy & Untreatable 0 0 0 Subtotal Adoptions Dogs & Cats from Public or Other Organizations 1568 4100 5668 I TOTAL ADOPTIONS 2367 5261 7628

Outgoing Transfers to all Maddie partner org s [please list each partner separately] Healthy 42 0 42 Treatable – Rehabilitatable 0 0 0 Treatable – Manageable 0 0 0 J TOTAL OUTGOING TRANSFERS TO all Maddie partner organizations 42 0 42

Outgoing Transfers to all Non-Maddie partner organizations Healthy 19 17 36 Treatable – Rehabilitatable 0 0 0 Treatable – Manageable 0 0 0 K TOTAL OUTGOING TRANSFERS TO all non-Maddie pa rtner organizations 19 17 36 TOTAL OUTGOING TRANSFERS 61 17 78

L RETURN TO OWNER/GUARDIAN 12 21 33

DOGS & CATS EUTHANIZED M Healthy (including owner/guardian requested) 0 0 0 N Treatable – Rehabilitatable (including owner/guardian requested) 0 0 0 O Treatable – Manageable (including owner/guardian requested) 0 0 0 P Unhealthy & Untreatable (including owner/guardian requested) 37 82 119 Q TOTAL EUTHANASIA [ M + N + O + P ] 37 82 119 R Owner/Guardian Requested Euthanasia ( Unhealthy & Untreatable Only)* 0 0 0 S ADJUSTED TOTAL EUTHANASIA [Q minus R] 37 82 119

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Subtotal OUTCOMES [I + J+K+L+S] Excludes Owner/Guardian Requested T Euthanasia (Unhealthy & Untreatable Only) 2500 5463 7963

U DIED OR LOST IN SHELTER/CARE 23 82 106

TOTAL OUTCOMES [T + U] Excludes Owner/Guardian Requested V Euthanasia (Unhealthy & Untreatable Only) 2526 5481 8040

W ENDING COUNT 464 1521 1985

CM:OM ENTS 1) This report in cludes the aggregate Annual data for One Hund red and Six (106) projected Maddie’s® Pet Partners in the Maddie’s® Pet Rescue Project NYC for year 2010. 2) None of the M addie’s® Pet Partners performs owner/guardian requested euthanasia of h ealthy, treatable, or u nhealthy/untreatable dogs and cats.

h Please include a MONTHLY BREAKDOWN and ANNUAL SUMMARY of the baseline year statistics for each participating adoption guarantee organization that was operational during the baseline year using the form provided above. ON FILE

9. DOGS & CATS ADOPTED BY THE PUBLIC IN THE TARGET COMMUNITY h Please identif y the annual Adoption Baselines for all animal control shelters (AC) and all adoption guara ntee org anizations (AG) participating in Year Six.

ADOPT IONS BASELINE YEAR 9A AC 4,927 9B All AG Organizations 7,628 9C TOTAL (All Groups) 12,555

10. DOGS & CATS EUTHANIZED IN THE TARGET COMMUNITY h Please identify the annual baselines for Total Shelter Euthanasia and Healthy Shelter Euthanasia for all groups participating in Year Six.

SHELTER EUTHANASIA BASELINE YEAR 10A Healthy Shelter Euthanasia 14,000 10B Treatab le Shelter Euthanasia 6,000 10C Total Sh elter Euthanasia 31,820

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Part III: Above Baseline (AB) Targets

11. REDUCTION IN HEALTHY SHELTER EUTHANASIA (RHSE) TARGET h Please identify the Reduction in Healthy Shelter Euthanasia Target for Years Six through Eleven. If you establish goals based on something other than the given formulas, p lease explain how your goals were derived.

Reduction in Healthy Shelter Euthanasia 11A Yr 6 100% of Healthy Euthanasia Baseline LINE 10A 14,000 11B Yr 7 100% of Healthy Euthanasia Baseline LINE 10A 14,000 11C Yr 8 100% of Healthy Euthanasia Baseline LINE 10A 14,000 11D Yr 9 100% of Healthy Euthanasia Baseline LINE 10A 14,000 11E Yr 10 100% of Healthy Euthanasia Baseline LINE 10A 14,000 11F Yr 11 100% of Healthy Euthanasia Baseline LINE 10A 14,000

12. REDUCTION IN TREATABLE SHELTER EUTHANASIA (RTSE) TARGET h Please identify the Reduction in Treatable Shelter Euthanasia Target for Years Six through Eleven. If you establish goals based on something other than the given formulas, please explain how your goals were derived.

Reduction in Treatable Shelter Euthanasia 12A Yr 6 30% of Treatable Euthanasia Baseline Multiply LINE 10B by .30 1,800 12B Yr 7 40% of Treatable Euthanasia Baseline Multiply LINE 10B by .40 2,400 12C Yr 8 50% of Treatable Euthanasia Baseline Multiply LINE 10B by .50 3,000 12D Yr 9 60% of Treatable Euthanasia Baseline Multiply LINE 10B by .60 3,600 12E Yr 10 75% of Treatable Euthanasia Baseline Multiply LINE 10B by .75 4,500 12F Yr 11 100% of Treatable Euthanasia Baseline LINE 10B 6,000 We increased the number of projected reduction of treatable shelter euthanasia based on trends to reflect actual reduction of treatable dogs and cats since 2008.

13. REDUCTION IN TOTAL SHELTER EUTHANASIA TARGET h Please identify the Reduction in Total Shelter Euthanasia Target for Years Six through Eleven. If you establish goals based on something other than the given formulas, please explain how your goals were derived.

Reduction in Total Euthanasia 13A Yr 6 Year 6 Healthy + Year 6 Treatable Reduction Targets 11A + 12A 15,800 13B Yr 7 Year 7 Healthy + Year 7 Treatable Reduction Targets 11B + 12B 16,400 13C Yr 8 Year 8 Healthy + Year 8 Treatable Reduction Targets 11C + 12C 17,000 13D Yr 9 Year 9 Healthy + Year 9 Treatable Reduction Targets 11D + 12D 17,600 13E Yr 10 Year 10 Healthy + Year 10 Treatable Reduction Targets 11E + 12E 18,500 13F Yr 11 Year 11 Healthy + Year 11 Treatable Reduction Targets 11F + 12F 20,000

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14. ABOVE BASELINE ADOPTION TARGETS h Please identify the total Above Baseline (AB) Adoption Target for Years Six through Eleven. If you have set goals which are not equal to the reduction in total euthanasia targets, please explain how you derived the goals.

Healthy Treatable Total Yr 5 15,000 1,200 16,200 14A Yr 6 AB Adoption Target 15,500 1,800 17,300 14B Yr 7 AB Adoption Target 16,000 2,400 18,400 14C Yr 8 AB Adoption Target 16,000 3,000 19,000 14D Yr 9 AB Adoption Target 16,000 3,600 19,600 14E Yr 10 AB Adoption Target 16,000 4,500 20,500 14F Yr 11 AB Adoption Target 16,000 6,000 22,000 Our above baseline adoption goa ls are higher than the euthanasia rates reflecting adoption trends in the last 5 years. Given in Year 4 (2008) actual total adoptions was over 14,000 and in Year 5 (2009) above baseline adoptions are projected likely to reach 16,200 -- 1,600 more than originally projected. We expect that Year 6 (2010) will easily increase by another 1,300 to reach 17,300. Since we project healthy adoption will increased from 14,000 to 15,000 in 2009 (which now includes AC & C adoptions), we expect by 2010 healthy adoptions for MPPs and AC & C to increase to 15,500. Years 7 through eleven have been adjusted to reflect a small increase in healthy adoptions to 16,000. As AC & C adoptions continue to decrease, transfers to rescue continue to increase above projections, therefore, the above baseline adoptions increase to reflect the shift from AC & C adoptions to more APO’s.

Part IV: Establishing Goals for the Project

15. YEAR SIX PROJECT GOALS

h Please provide a monthly breakdown of the Healthy Shelter Euthanasia Goal for each participating animal control shelter (AC). The Year Six Healthy Shelter Euthanasia Goal is equal to the Healthy Shelter Euthanasia Baseline minus the Year Six Reduction in Healthy Shelter Euthanasia Target (RIHSE). (Please adjust the chart for the number of participating groups in your project.) See attached “4 MF NYC Year 6 Goals” - Healthy deaths worksheet

h Please provide a monthly breakdown of the Total Shelter Euthanasia Goal for each participating animal control shelter (AC) and each participating adoption guarantee organization (AGO). The Year Six Total Shelter Euthanasia Goal is equal to the Total Shelter Euthanasia Baseline minus the Year Six Reduction in Total Shelter Euthanasia Target (RITSE). (Please adjust the chart for the number of participating groups in your project.)

This information is provided in a separate file: “MF NYC Year 6 Goals.xls.”

h Please provide a monthly breakdown of the Adoption Goals for each animal control shelter (AC) and each adoption guarantee organization (AG) participating in the project. The Year Six Adoption Goal for AC is equal to their Adoption Baseline (LINE 9A). (Please adjust the chart for the number of participating groups in your project.)

This information is provided in a separate file: MF NYC Year 6 Goals.xls.

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Part V: Grant Request

To help you calculate the maximum dollar value of the grant request for your project, we have developed a budget formula guide, based on the number of above baseline adoptions performed by the adoption guarantee organizations.

To calculate the dollar value of your grant request, multiply the ABOVE BASELINE (AB) ADOPTION TARGET for the participating adoption guarantee organizations by the appropriate values:

17. GRANT REQUEST FOR YEAR SIX: $ 3,892,500 [Multiply LINE 14B x $225]

18. GRANT REQUEST FOR YEAR SEVEN: $ 3,312,000 [Multiply LINE 14C x $180]

Part VI: Year Six Project

20. YEAR SIX PROGRAMS AND SERVICES

Maddie’s Fund requires that at least 60% of the adoption grant funds be distributed to the participating adoption guarantee (AG) organizations in the form of adoption subsidies for performing the above baseline adoptions. Additionally, Maddie's Fund has introduced a 5-to-1 adoption subsidy differential to promote adoptions involving animals taken from animal control and traditional shelters. Tha t means, for each above baseline adoption involving a dog or cat taken from animal control or a traditional shelter, adoption guarantee (AG) organizations must receive a subsidy five times greater than the subsidy they will receive for above baseline adoptions involving dogs or cats from other sources (i.e., the public or other organizations).

20A) Year Six Adoption Subsidies: For Year Six, please indicate: 1) the amount of the adoption subsidy to be paid for each above baseline adoption involving animals taken from animal control or traditional shelters; 2) the amount of the adoption subsidy to be paid for each above baseline adoption involving animals received from the public; and 3) how much money will be set aside for a contingency fund to pay for above baseline adoptions performed in excess of the Year Six goal.

(1) Year 6 adoption subsidy for pets transferred from ACAS: $ 195 x 10,500 = $ 2,047,500 (2) Year 6 adoption subsidy for pets taken from public by AG $ 39 x 3,500 = 136,500 (3) Year 6 adoption subsidy for pets taken from the public by ACC $ 39 x 3,300 = 128,700 (4) Year 6 contingency fund for adoptions in excess of goal: $ 22,800 Total: $ 2,335,500

20B) Year Six Adoption Goals by Adoption Guarantee (AG) Organizations: For Year Six, please provide a list of participating adoption guarantee (AG) organizations and for each group, identify: (1) The name of the organization; (2) The total number of baseline adoptions; (3) The above baseline (AB) adoption target involving animals taken from animal control;

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(4) The AB adoption target involving animals received from the public or from other organizations not including animal control; (5) The total above baseline adoption target; (6) The total adoption goal [Total Baseline Adoptions + Total AB Target]; (7) The amount of the adoption subsidy to be paid out for AB adoptions involving animals taken from animal control; (8) The amount of the adoption subsidy to be paid out for AB adoptions involving animals received from the public or from other organizations not including animal control; and (9) The total adoption subsidy.

This information is provided in a separate file: MF NYC Year 6 2008 Above Baseline Goals.xls. Below is the total above baseline goals.

20C) Procedure for Distributing the Adoption Subsidies and Contingency Fund: Describe how the adoption subsidies and the contingency fund (if needed) will be distributed to the participating adoption guarantee organizations in Year Six. Please note that the distribution process should include some type of monitoring system for reconciling the amount of money each group receives to actual performance.

In an effort to reconcile and monitor payouts AG and AC & C groups will be paid out every 2 months: o April 15 for January/February AB adoptions o June 15 for March/April AB adoptions, reconciling increases/decreases from previous months o August 15 for May/June AB adoptions, reconciling increases/decreases from previous months o October 15 for July/August AB adoptions, reconciling increases/decreases from previous months o December 15 for September/October AB adoptions, reconciling increase/decreases from previous months o February 15 for November/December AB adoptions, reconciling increases/decreases from previous months

Monitoring of groups’ progress occurs by calculating the subsidies due based on actual through that period. Adjustments will be made accordingly every 2 months. Groups that received overpayments in previous years will not be paid for first half year.

20D) Year Six Programs and Services: Describe the activities that will be undertaken in Year Six to meet the Project Goals [Adoptions, Reduction in Shelter Euthanasia, and Reduction in Healthy Euthanasia], and the number of dogs and cats that will be adopted or saved as a result of each activity.

Special Note: Strategies proposed must be capable of producing immediate, measurable and direct increases in the number of adoptions and immediate, measurable and direct reductions in shelter euthanasia, starting the day after the grant award is received.

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USE OF KEY SUBSIDIES, TOOLS, PROGRAMS AND SERVICES TO MEET GOALS

Our success in increasing adoptions, reducing euthanasia, providing greater access to affordable spay/neuter services, and all of our other initiatives, is based on a true collaboration among our rescue partners. Our goal to achieve no healthy or treatable deaths by 2015 will require a greater commitment of resources and strengthen the programs that have been the most successful to insure not only that we achieve our goals, but are in a position to maintain the progress achieved in the last 5 years. Our biggest challenge in the last few years has been the inability to reduce the intake of stray community cats. While our adoptions continue to increase, they cannot keep up with the increase in stray cats coming into Animal Care & Control (AC & C). With a proposed aggressive community S/N program to be included in 2010 as one of our initiatives we will be able to turn the tide and reach our goals beyond year 7.

Total funding for Year 6 programs is budgeted at $5,382,500. Of that, the Mayor’s Alliance is requesting $3,892,500 from Maddie’s Fund which will fund 17,300 projected above baseline adoptions.

The remaining funds will be provided by other sources to fund the AC&C Transfer Initiative grant, the Picasso Veterinary Fund, interim boarding and medical care, and the Wheels of Hope transfer program. Additionally, the Mayor’s Alliance intends to set aside $715,000 in Year 6 to support the project in future years.

To achieve our goals to increase total adoptions by 17,300 and decrease euthanasia of healthy and treatable dogs and cats by a minimum of 15,800 in Year 6 of the Maddie’s® Pet Rescue Project in NYC, the Alliance will continue to focus on the four core objectives outlined in our 10-year strategic plan: increasing adoptions, strengthening existing efforts and resources, decreasing animal homelessness, and raising the public’s awareness.

To address the different needs of the participating groups and the challenges unique to NYC in achieving our goals, the Alliance designed and continues to implement initiatives that would impact one or more of the core objectives. The initiatives fall into four categories: subsidies, tools, programs and services.

The following chart shows progress of MPPs’ above-baseline adoptions from Baseline Year 2003 through projections for Year 6 (2010). Adoptions data for 2009 is based on current trends as of July 2009 and reflects the 106 MPPs participating in Year 6.

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MPP Adoptions

Below is a chart showing progress of MPPs’ and AC & C combined above-baseline adoptions from Baseline Year 2003 and projections for Year 6 (2010).

25000 21,628 MPP Adoptions 20,628 20000 18,147

15,886 15000 13,287

10,178 10000 7,628 8,113

5000

0 2003 Baseline 2004 2005 Year 1 2006 Year 2 2007 Year 3 2008 Year 4 2009 Year 5 2010 Year 6 Year Projected Projected

MPP & ACC Adoptions

30000 MPP Adoptions 25000 21,628 AC & C Adoptions 20,628 18,147 20000 15,886 13,287 10,178 15000 8,113

10000 7,628

5000 9,872 10,865 9,313 4,927 8,905 8,483 8,127 8,227 0 12,555 17,985 21,043 22,600 24,791 26,630 28,755 29,855 2003 Baseline 2004 2005 Year 1 2006 Year 2 2007 Year 3 2008 Year 4 2009 Year 5 2010 Year 6 Year Projected Projected

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Below is a chart showing progress in the reduction in euthanasia at AC & C from Baseline Year 2003 and projections for Year 5 (2009) and Year 6 (2010).

Euthanasia at AC & C

35000 31,701

30000 Total Euthanasia 26,456

25000 22,967 20,397 20000 18,190 16,706 14,500 15000 13,500

10000

5000

0 2003 2004 2005 Year 12006 Ye ar 22007 Ye ar 3 2008 Year 4 2009 Year 5 2010 Year 6 Baseline Projected Projected Year

Note: Based on actual pr ogress through 2008, the projections above differ from the application goals. Yearly we have exceeded o ur goals.

In 2009 we have exceed ed all b enchmarks goals. At m id-year above baseline ad options were over 800 more than projected. ¾ Achieved no hea lthy dea ths for six c onsecutive m onths ¾ Reduction in treatable euthanasia r eached 723 dogs and cats, 434 higher than projected ¾ Transfers of dogs and c ats from AC & C to MPPs averaged over 1,200 a month compared to 868 in the p revious yea r; the highe st year to yea r increase s ince the beginning of the project. ¾ Total transfers to all resc ues averaged 1,465 a month --- mor e than doub le the adoptions at AC & C.

Strategies for Years 6 through 10 will focus on supporting the initiatives that have had the greatest impact on saving healthy and treatable dogs and cats. Key priorities in Year 6 will focus on: ¾ Continuing to develop, maintain and support a distribution network of transfers from AC & C to rescue organizations and shelters with strong adoption programs ¾ Reducing the number of stray cats entering the AC & C, which continues to increase, through an aggressive and funded spay/neuter program targeting stray community cats

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¾ Prioritizing a marketing and public awareness campaign for Pit Bulls, Rotitweilers and German Shepherd mixes --- the dogs at highest risk to euthanasia Below are some of the key initiatives that have had the greatest impact on achieving our Maddie’s® Pet Rescue Project - Year 5 (2009) goals and helping us move closer to meeting our targets as we approach Year 6 (2010).

I. Subsidies: • Maddie’s® above-baseline adoption subsidies are an integral part of the initiatives, as they provide direct monetary support, helping MPPs offset the costs related to increasing their capacity and building sustainable organizations.

Maddie's® subsidies for Year 5 above-baseline adoptions are projected to total $2,592,000. This is $226,800 more than originally budgeted based on an expected 1,400 more adoptions than originally projected for the current year.

In Year 6 (2010) of the Maddie’s® Pet Rescue Project, we expect to pay out $2,335,500 for a total of 17,300 above-baseline adoptions for all MPPs, including AC & C. The following chart outlines the Maddie’s Fund subsidy distribution in Year 1 though 5 and the projected Maddie’s Fund subsidy distribution for Year 6 (2010).

Maddie's® Pet Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Rescue Project NYC 2005 2006 2007 2008 2009 2010 Above Baseline Groups Groups Groups Groups Projected Projected adoption subsidy Groups distribution Amount distributed $431,250 $897,085 $1,580,586 $2,525,670 $2,592,000 2,335,500

Above $20,000 7 12 19 26 30 24 Between $10,000 and $19,999 6 17 18 14 13 8 Bet ween $5,000 and $9,9 9 9 6 15 11 16 12 22 Between $2,000 and $4,999 18 10 13 14 18 12

Less than $2,000 44 34 29 23 23 35

$0 7 11 15 12 10 6

Total groups 88 99 105 106 106 107 Note: AC & C began receiving adoption subsidies in Year 3 (2007). Total groups differ from year to year due to groups dropping out and new groups joining the project.

Maddie’s® above-baseline adoption subsidies have been instrumental in helping MPPs reach their adoption goals. These subsidies have helped MPPs: ¾ build their capacity to take in more dogs/cats from AC&C and offset the additional costs associated with getting them adopted.

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¾ Provided additional funds for building infrastructure and thereby sustainability through focused expansion of volunteer base, increased fundraising efforts, expansion of adoption locations ¾ Increased capacity by helping to fund holding spaces and provided financial assistance to foster networks, thereby adopting more and making room to take in more. • Grants to AC&C for Transfer Initiative To support AC&C in their efforts to reduce euthanasia and increase adoptions, we provided grant s of over $360,000 in 2009. The grants were designated to facilitate transfers of animals to rescue and provide additional supports and equipment for AC&C staff. The bulk of the grants covered the salaries of six AC&C employees. Three staff members are designated liaisons to rescue; two are animal behaviorists responsible for evaluations, one driver to supplement the growing demand for transport with the increase in transfer numbers. Additionally, through a grant from ASPCA of $50,000 we were able to provide partial salary for a much-needed Medical Director who started in August 2009. This grant is crucial to insuring transfers to shelters and rescue continues to increase. With focus on treatables in 2010, a Medical Director will be integral to working collaboratively to help develop a matrix to identify treatable from unhealthy/untreatable.

¾ The 2008 AC & C grant and relationship with the Alliance: ƒ supports the efforts needed in increasing the numbers of cat/dog transfers to MPP shelters & rescue organizations ƒ provide a level of support to supplement the New Hope staff resources, and to offset some of th e costs A C&C does not pass on to rescue organizations and shelters like spay/neuters, vaccinations and micro chipping ƒ monthly meetings with AC&C management and the ASPCA provide for greater opportunities to target our efforts and monitor progress ƒ By providing direct support to enhance AC&C resources, we continue to build upon the relationship formed in 2002 and demonstrate that the Alliance is committed to working with, and supporting, AC&C efforts

¾ Transfers from AC&C to MPPs and other organizations: A key focus of this initiative is to ensure transfers to MPPs and rescue groups continue to increase. With current trends showing that AC&C adoptions continue to decrease transfers to MPPs has played, and will continue to play, a major role in reducing euthanasia going forward.

Currently we have 4 vans and hope to be able to get a grant in 2010 to replace 2 of the oldest vans, since the mileage on those is well over 250,000 miles.

As shown in the chart below, MPP commitment to taking on the greater responsibility of taking transfers has helped to reduce deaths and move the Alliance closer to achieving its goal. Factors to a successful transfer initiative: ƒ Automated daily breed alerts to rescue daily from AC & C ƒ Automated daily first alerts on all new arrivals at the shelter started in 2009 and has been regularly re-designed with input from the Alliance. These include more detailed descriptions, temperament evaluations wherever possible on dogs, volunteer notes, and medical notes ƒ Individual AC & C staff request for harder to place AC & C staff “favorites” Page 18 of 46

ƒ Euthanasia alerts daily to an approved list of rescue and shelters – those that request it

In 2009 the daily first alerts on all new arrivals at the shelters helped to prioritize the healthy animals to reduce the length of stay and risk of URIs. With a new Medical Director who started in August and a new Executive Director expected to be in place by end of 2009, we plan on being able to work more collaboratively upgrading the shelter management program and improving staff trainings on health status notations.

Transfer from AC & C to MPPs and other rescue groups

22000

16,420 17,300 TO Other Orgs. 17000 13,563 3,300 12,023 3,120 TO Alliance MPPS 12000 9.937 2,343 3,024 6,775 5,519 5,729 2,943 7000 13,300 14,000 2,256 11,220 2,921 8,999 3,300 6,994 4,519 2000 2,219 2,808

4 8 -3000 03 0 0 d 0 0 20 2 2005 2006 2007 2 te ec roj rojected P

2009 2010 P

• The Picasso Veterinary Fund This fund helps pay for the treatment of sick and injured AC&C animals transferred to other member groups for adoption – animals who in the past would likely have been euthanized at the shelter because of lack of funding. This fund has a threefold impact: ƒ It provides veterinary care that medium sized groups could not otherwise take on ƒ It offsets unexpected medical costs to groups allowing them to take more transfers they otherwise could not have taken and ƒ It provides a collaborative working relationship with AC&C staff, boosting morale and supporting their efforts.

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The Picasso Veterinary Fund helped over 300 dogs and cats in 2009, covering the majority of medical costs. As an umbrella organization that covered costs of hundreds of dogs and cats at the specialty veterinary hospitals the Alliance has the ability to negotiate discounted fees ranging from 35% to 40%, and now uses the services of three emergency 24/7 clinics, including specialty practices agreeing to provide even further discounts on non-laboratory related costs. In 2009 we used our leverage to help other rescue and shelters receive the same discounted fees in an effort to reduce our costs and help organizations take more responsibility for some of the major medical care of AC & C dogs and cats.

In 2010 we anticipate assisting over 400 dogs and cats as MPPs agree to take on more transfers that include treatable dogs/cats that would otherwise be euthanized.

The direct financial subsidies and initiatives provide the major supports and incentives, the implementation of the tools, programs, and services help to build the infrastructure to maintain the community collaboration efforts for MPPs to achieve the adoption goals and ensure sustainability of those goals as we move forward into Year 6.

II. Tools • Wheels of Hope The Transfer Initiative is our most successful program and is designed to supplement resources of the Mayor’s Alliance groups and expedite the transfer of dogs and cats from AC&C. One of the major challenges identified in our strategic plan was transportation of cats and dogs. Facilitating transport has: ¾ Allowed MPPs to get animals out more quickly -- reducing the risk factor of contracting diseases (upper respiratory infection and kennel cough) and therefore lowering the veterinary bills incurred by the MPPs; ¾ Freed up cage space more quickly at AC&C, reducing the numbers required to be euthanized for lack of space; ¾ Helped reduce the number of dogs/cats euthanized; and ¾ Provided supplemental resources and helped shift MPP resources to adoption programs.

In 2009, 4 vans and five designated drivers have helped transport over 5,200 animals, exceeding our projections of 3,200. As a result of the success and increasing demand for transport, we have one full time coordinator as well as a back up coordinator that facilitate transports 7 days a week. In 2010 we expect to transport to reach over 5,500 dogs and cats.

III. Programs • Maddie’s® Adoption and Pet Care & Micro chipping Event Recognizing that the number of adoptions at our large multi-group events typically have not justified the costs and efforts associated with mounting these large events, we reduced the number of Mayor’s Alliance multi-group adoption events and instead, focused on encouraging MPPs to work with their local communities and utilize North Shore adoption vans to stage adoption events.

In 2009 we scheduled Maddie’s® Adoption and Pet Care Festivals based on specific requests from the NYC Parks Department and local dog owner and dog park

Page 20 of 46 associations integrating microchip (MC) clinics at these parks and community events to maximize our resources. In 2009, we responded to 22, resulting in the following events: St. Mary’s Church – Adoptions/MC clinic (Anjellicle Cats), March 28 The Paw Stop/Furry Friends Festival - Adoptions (Animal Haven/Sean Casey), April 25 Washington Sq. Park – Dachsund Spring Fiesta – MC clinic, April 25 Walk 4 Paws – Adoptions/MC clinic (Bobbi & Strays fundraiser), May 2 Washington Sq. Park - Adoptions/MC clinic (Animal Haven/Social Tees), May 9 It’s My Bark Day – Adoptions/MC clinic (Allied Rockaway for Animals), May 23 Animal Health Fair – MC Clinic (Dyker Heights Civic Association), June 6 The Happy Paw (Manhattan) – MC clinic, June 7 Camp Bow Wow, LI City – Adoptions/MC clinic, July 18 Com p. Animal Network Vet Clinic launch –MC clinic (AC & C and Alliance), July 25 For Paws Sake/Juniper Park – Adoptions/MC clinic (Sean Casey), July 26 Prospect Park/FiDO Community event – Adoption/MC clinic ( AC & C/Sean Casey), Aug. 1 St. Sebastian, Qns – Adoptions/MC clinic (ASPCA/ Linda’s Ferals/Animal Haven, Aug. 8 M’finda Community Gardens, Queens – Adoptions/MC (Sean Casey) Aug 9 Battery Park Association – MC clinic, Sept 12 City Ptities Give a Paw – Adoptions/MC clinic (Sean Casey/AC & C) Oct. 4 Central Park Fall Fiesta – MC clinic/ Free S/N clinic (ASPCA, ACC, Alliance), Oct. 10 Union Square Park/Emergency Preparedness – MC clinic, Oct. 15 Prospect Park Animal Cancer Foundation Walk – Adoptions/MC clinic, Oct 24 Four Paws Sake, Juniper Park/Queens – Adoptions/MC clinic, Oct. 25 ARF Canine Costume, Queens – MC clinic, Oct. 31 Washington Sq. Park - Adoptions/MC clinic, Nov. 8

As a result of Parks Department and dog owner/dog park associations’ involvement in publicizing the events throughout their local community, attendance at these events was much greater than in past years. Local community organizations and rescue groups join effort in promoting and supporting the events. The Mayor’s Alliance provides staff and equipment for the low cost microchip clinics (staff, vets, vet techs).

During 2010, this model will be followed, with community requests for Maddie’s® Adoption and Pet Care Festivals being honored as the schedule permits.

• Special Adoption / Awareness Events Among the special events in which we participated in 2009, and expect to continue in 2010 are: ¾ Broadway Barks – Held in Shubert Alley, in the heart of the theater district, this event is hosted by Bernadette Peters and Mary Tyler Moore, and produced by Broadway Cares/Equity Fights AIDS. It provides the highest media and public visibility for Maddie’s Fund and Alliance MPPs, and this year generated over $100,000 in funding resources. This year’s Broadway Barks took place on July 12th. To facilitate expanding the event to more cat groups, and for the comfort and safety of cats, NSAL provided the 5 adoption vans for this event

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¾ Ad opt-A-Cat at the Javits Center –This event provides prime media and visibility opportunities for the Alliance and Maddie’s Fund, and helps to raise awareness for New Yorkers to adopt, not buy. Media coverage and promotional advertising proceeding and during the two-day event help to drive attendance. In 2009, the event took place the weekend of October 17th and 18th and was part of a larger media promotion campaign as part of “NY Week for The Animals” ¾ Bark in the Park – Held at KeySpan Park at Coney in conjunction with a Brooklyn Cyclones game on August 26th. This is our second year of participation featured pet adoptions by AC&C, an Alliance low-cost microchipping clinic, and sponsorship recognition for Maddie’s Fund. This year’s event had the highest turnout for the ballpark for a Bark in the Park event

These three special adoption events (Broadway Barks, Bark in the Park, and Adopt-A- Cat) facilitate over 350 adoptions yearly. These events provide high visibility and help raise public awareness to adopt, not buy. Adopt-A-Cat generates the highest two-day volume of cat adoptions at a crucial time of the year.

• Tabling During 2009, we participated in the following tabling events: ¾ Seventh Heaven Street Fair - Brooklyn, June 21 ¾ Pet Fashion Week Trade Show – Manhattan, August 22 ¾ NY Hustle for Hounds – Manhattan – September 5 ¾ 7th Annual West Side County Fair, Riverside Park – Sept 13 ¾ Atlantic Antic Community Fair, Brooklyn – October 4

Tabling events help build community awareness and form links with local community leaders as well as promote Maddie’s® Project recognition. These events are often the first step in building a more substantial relationship resulting in a request for a Maddie’s® Adoption and Pet Care Festival. In 2010, we anticipate expanding tabling events in an effort to reach additional NYC neighborhoods.

• Community Adoption S ites Due to the difficulty of establishing and maintaining a local adoption presence in community parks, we shifte d our s trategy in 2008 to an adoption van model, with the use of North Shore Animal League America (NSALA) adoption vans . Based on the relationship formed with NSALA in 2007, and expanding on that relationship in early 2008, 27 MPPs took advantage of this adoption venue during 2009 in their local communities. In 2009 we expect the MPPs to participate in over 180 mobile adoption events with NSLAL vans. This initiative and strategic shift has been one of the most successful and has specific benefits; ¾ Provides individual groups with resources they can’t afford on their own ¾ Provides groups with consistent exposure and opportunities to form community collaborations at local adoption sites (outside of pet supply stores, community banks, etc.) ¾ The resources NSALA provides is invaluable and moves us closer to the goal of having MPPs develop their own relationships with available resources so they can sustain growth in their adoptions and build their own visibility within the community ¾ In 2008 these mobile adoption programs resulted in an additional 662 adoptions

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¾ Through August 2009 the mobile vans resulted in 822 additional adoptions for 27 MPPs. We expect by the end of the year for the adoptions to reach over 1,200.

Given the success of this program, NSALA has committed vans to Mayor’s Alliance groups through 2010, with bookings taking place a month in advance.

Below is a breakdown showing the number of adoptions and events NSALA van program has provided comparing 2008 through August of 2009. We expect that in 2010 these numbers will increase by at least 10%.

As a result of the success of these mobile adoptions, groups that do not have a shelter like Anjellicle Cats (62 adoptions through August 2009) are exploring funding sources for a van of their own. While the investment is huge and requires groups to be able to support the costs of a van, we believe several groups are in a position to benefit from having their own mobile adoption van program in 2010. Currently Animal Haven and the ASPCA are the only MPPS with their own vans. Groups without a shelter that increased adoptions through use of the NSAL mobile van representing additional adoptions through August: Anjellicle Cats 62 (project 100 by year end) For Animals Inc 79 (project 110 by year end) Humane Society 31 (project 45 by year end) In Our Hands 68 (project 100 by year end) K9 Kastle 42 (project 55 by year end) Linda’s Ferals 38 (project 50 by year end) Save Kitty 41 (project 55 by year end)

MPP’s with shelters have benefited even more with additional adoptions through mobile adoption programs as well as promotions and visibility to their storefront locations: Animal Center of Queens 45 (project 80 by year end) Humane Society 31 (project 45 by year end) Sean Casey Rescue 96 (project 140 by year end) Social Tees 111 (project 150 by year end) Page 23 of 46

Since starting the program in 2008, adoptions have doubled in one year. In 2010 we expect adoptions to increase by 50%, reaching a total of 1,500.

• Capacity Building Grants This consists of grants made to APOs to upgrade, improve, and expand their adoption and sheltering spaces. This effort expands the capacity of the group to take in, hold, and adopt out more animals. Through September 2009 we provided three grants totaling $13,600 and have 1 pending grant for $10,000. ¾ A grant of $5,000 to PLUTO Rescue – The grant was used to purchase equipment including a bank of shoreline cages for cats to be installed at a local doggie day care facility, Merry’s Mutts. The facility offered PLUTO a 12 x 12 room to show cats for adoptions. Partnering with a local business and having a designated adoption location helps to reduce costs such as boarding fees and transportation to and from adoption venues. Having a designated adoption location will help PLUTO establish a presence in the community and increase their capacity to take more cats form the AC & C and increase their adoptions. It also opens more spots at fosters to handle quarantine for new intakes. ¾ A grant of $5,600 to Glen wild Animal Rescue – After leaving AC & C, as Manager of Shelter Operations in early 2009, Liz Keller leased a kennel facility and re-opened Glen Wild Animal Rescue as part of the facility. In order to help temporarily board and rehabilitate AC & C treatable dogs Glen Wild requested assistance to build an additional secure fenced exercise area on the property for rescue dogs from the AC & C. ¾ A grant for $3,000 to Heart & Soul – to pay for the cost of repairs and upgrades on converting an old mobile home that functions as holding facility for treatable/manageable cats from the AC & C. It’s a cage less space that provides a temporary holding environment for cats that need treatment or have special needs. Repairs include a new roof and insulation. The mobile home, which sits on Heart & Soul property will expand the capacity for transitioning cats through treatments needed before they are healthy enough to be adopted ¾ A pending application from Animal Adoption Network (AAN) for $10,000 to pay for a cat quarantine space on their newly purchased 26,000 square feet facility on 5.5 acres. The quarantine space will allow AAN to take more cats from AC & C then previous years.

In Year 6 (2009) we’ve designated $25,000 in grants for MPPs to renovate and or enhance their adoption resources and facilities. With site visits scheduled more regularly, we expect this will give us additional opportunities to evaluate barriers and provide assistance in identifying how capacity grants can be best utilized.

• Temporary Holding/Boarding & Medical Since the majority of APOs continue to utilize foster networks, temporary boarding and quarantine facilities continue to be crucial to ensuring an increase in transfers of AC&C animals. In 2009, the Alliance continued to provide financial support for short-term boarding at kennels and veterinary hospitals, as well as in foster homes, to hold AC&C cats and dogs prior to transfer to MPPs. This has helped to reduce the holding period of animals at AC&C, increase the number of animals to which MPPs can commit, and reduce the number of euthanasia for lack of space at AC&C.

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In 2009, the demand for assistance continued to grow as transfers from AC & C to rescue increased by over 20% to 16,400. The Alliance expects to provide veterinary funds and assistance for more than 1,000 cats and dogs by the end of the year. Boarding and fosters accounted for over 250 dogs and cats in 2009. Because of the Alliance’s relationship with several veterinary practices and the volume of patients generated through the Alliance to local veterinary practices we were able to continue to receive discounts of between 30% and 50%. As more treatable dogs and cats are being taken by MPPs, the demand for assistance and support for treatables continues to increase.

Another factor in the increase in costs is directly related to a poor economy with more public request for assistance than ever before. With unemployment rates above 10% in NYC, people who can’t afford the costs of often-routine veterinary care are being forced to choose between caring for their dog or cat and losing their homes. Without bet care these animals would more than likely be surrendered to AC & C. In many cases, we have been able to refer people to the HSUS supported Safety Net program. In other cases we have been able to facilitate low cost veterinary care through relationships with local vets or programs. Additionally we have dedicate a page on our website veterinary for people and their pets: http://www.AnimalAllianceNYC.org/services/assistance.htm. In other cases we have assisted on a case-by-case basis when all other avenues have been exhausted. The Alliance estimates that in 2009, this initiative resulted in over 1,200 dogs and cats being saved,

In 2010, as groups take on more treatable dogs/cats (1,800), we expect these costs to increase. Our goal for 2010 is to continue to limit the number of high-cost Picasso requests we accept, focusing on more treatable animals with less expensive medical needs, thereby saving more lives. Part of our challenge is that poor medical assessments made at AC & C result in many dogs/cats evaluated there coming out with many more medical problems than were anticipated. With a n e w Me d ical D ir ector from Cornell Shelter Medicine program in place as of August we are hopeful that she can improve AC & C medical staff protocols, and evaluations of the animals, which will result in reduction of contagious outbreaks at the shelters.

• Special Projects “Helping Pets and People in Crisis” - Domestic Violence, Homeless, and Hospital Program In 2009 many of the temporary boarding cases represented dogs and cats of domestic violence victims, hospital patients with no one to care for their animals while hospitalized, and some homeless people whose social service agencies have reached out to us. We have been fortunate to receive grants from several foundations that have paid for 1 full-time Social Wok consultant that handles the domestic violence and homeless cases referred to us, as well as a part-time consultant who has set up foster programs within hospitals to help patients with pets get the medical care they need without the worries of who is taking care of their pet.

With the economic downturn and NYC unemployment rate reaching over 10% requests for assistance from the public continues to grow . Thes e prog ram s g oa l is to help p eople and pets in crisis. Sometimes it requires a temporary foster, or a food program. Through the Alliance network of resources we ma nage to find w a ys to address the i ndividual needs which range from:

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¾ Temporary foster or boarding while someone finds a new home or has an extended hospital stay ¾ Connecting people to pet food resources. We have been involved in supporting another organization that has form e d a relationship with NYC food banks programs to supply pet food at several food banks ¾ Providing transport to seniors or disabled for their pet’s veterinary care. ¾ Re-homing dogs and cats from individuals that have been evicted and are unlikely to find a pet friendly affordable home or someone placed in a nursing home.

In 2009 this program expects to handle close to150 cases representing and assisting close to 300 animals. We expect the needs to increase as the impact of unemployment in NYC continues to effect people and their pets.

Feral Cat Initiative (FCI) - addressing the problems of free-roaming cats in the communities with greatest needs The New York City Feral Cat Initiative is a program of the Mayor's Alliance whose mission is to address the feral (free-roaming) cat overpopulation crisis in New York City through the humane, non-lethal method of Trap-Neuter-Return (TNR). The program provides TNR Caretaker Training Workshops in all five boroughs; hands-on assistance at TNR projects in all boroughs; free TNR equipment loans; public advice by phone and e-mail; feline educational events and information via our FCI e-newsletter, web site, and printed materials. In addition, the NYC FCI coordinates the efforts of organizations that work directly with stray community cats that provide TNR in New York City. FCI has two full-time consultants, 2 part-time trappers, 7 TNR workshop instructors and 26 TNR coaches. The total FCI budget in 2009 was four part-time field coaches, and 18 volunteer instructors and coaches.

In 2009, we provided $ 131,000 in direct Funds to support FCI for a total budget of $161,000. The program’s 2009 activities and data is summarized below and estimated based on data provided through June of 2009

2009 Community Stray Cat Colony summary – Neighborhood Cats database: • Registered Colonies data Number of Registered community cat colonies as of June 2009 815 Number of primary caretakers 583 Number of cats in the colonies 8,633 Number of friendly cats/kittens rescued/removed (61% of the cats in the colonies) 5,316 Number of cats S/N in the colonies (65% of cats in these colonies) 5,602

Based on the above data: ¾ 35% (3,021) of the cats in these colonies are not S/N ¾ 38% (5,316 of 13,949) of the cats in these colonies were friendly or kittens that went to rescue or were adopted ¾ We estimate that if 95% of these stray community cats (2,600) had been S/N there would have been a minimum of 3,500 fewer cats/kittens that would have needed to go to rescue or adoption programs.

2009 FCI Activities: Total # of Cats Spayed or Neutered (reported by community caretakers and Feral Cat Council organizations): 3,124 (projected based on 1/2 year report) Page 26 of 46

Total # of Cats S/N & Returned to Their Colonies: 2,050 Total # of Cats & Kittens Rescued for Adoption: 1,236

Total # of Phone & Email Requests: 13,000 Total # of TNR Workshops Taught: 23 Total # of Workshop Attendees: 690

Field Director's # of Days in the Field: 136

Total # of TNR Coach Days (Paid & Volunteer): 918 TNR Coaches (Paid & Volunteer): 34

Brooklyn Trap Bank Equipment Loans: # of Traps: 490

Number of Registered community cat colonies as of June 2009 815

Number of primary caretakers 583

While we continue to succeed in reaching each year’s targeted goals for increasing adoptions and decreasing euthanasia, it has become apparent that reduction in cat euthanasia is slower and harder to sustain due to the one area that has not been addressed successfully --increased cat intake during kitten season (primarily from stray community cat colonies and the public bringing in kittens from stray cats in their neighborhoods). Without expanded capacity and increased supports of TNR programs, it’s unlikely that NYC will b able keep up with the increasing cat overpopulation. We need to implement more extensive programs, provide needed support to stray community cat caretakers, and make free spay/neuter available to the organizations and certified individuals involved in TNR. In mid-2009, the ASPCA committed to increasing free S/N for stray community cats and provided one free spay/neuter clinic per month on a Sunday for TNR caretakers at its Bergh Memorial Hospital, with an average of over 100 cat surgeries. While the ASPCA is committed to continuing the program, they can’t expand capacity without adding resources to offset and/or reimburse for part of the costs associated with providing these S/N surgeries.

Through the continuing work of FCI, we hope to stem the tide of increased cat intake at AC & C and focus on providing resources and supports to feral cat organizations and caretakers that have been successful in maintaining colonies. Data collected over several years that demonstrates the success of TNR’d colonies illustrates that providing access to free spay/neuter to these groups is key to the sustainability of our progress. While we will continue to provide funding in 2010 to continue these efforts, we recognize that the next steps will require increased funding for operational costs and spay/neuter expenses and have proposed a MF Stray Community Cat S/N program to be integrated into this year’s application request for funding.

IV. Services • Advertising, Public Relations, Marketing, and Media Building awareness is a key objective producing multiple benefits. In 2009 (Year 5) we continued to put our main promotional thrust behind public relations efforts – harnessing the media to increase public awareness; promote adoptions, spay/neuter, micro chipping and other programs; and gain recognition for Maddie’s® Fund and its all- important contribution to our Project’s success.

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Not turning our back on advertising, we continued to place ads strategically, where we felt we could reach specific target audiences while maximizing our financial commitment. Additionally, we relied upon advertising placed and paid for by key APOs, thereby allowing us to channel our promotional dollars to venues that provide us with maximum return on investment. As our relationship with our PR firm has matured, it has also provided for increased media contacts and opportunities.

• Strength Training, Communication & Development As one of our four stated key objectives in our 10-year strategic plan, equipping our member shelters and rescue groups to work better and smarter is integral to our collective success. This means increasing their holding and adoption capacities, strengthening their volunteer programs and networks, helping them to develop better outreach and fundraising capabilities, and increasing the efficiency and effectiveness of their operations.

In 2009 we continued to provide a series of educational / training sessions for APO staff and volunteers. These trainings, held on average of once a month, are providing the individuals with information that can help them to improve their own organization’s operations and expand their capabilities and effectiveness. They also serve as opportunities to share ideas, present resources, visit other APO locations, problem solve, and network.

Our 2009 APO Strength Training curriculum included 15 workshops: January 13 – I Love NYC Pets Month / PR and Maddie’s recognition January 14-15 Surefire training February - NONE March 2 - SAFER evaluations overview March 3-4 – SAFER two-day training (limited) April 13 – Infectious Disease Prevention in Foster Care May 17 – Kitten Palooza – series of 3 workshops on socializing, bottle feeding, fostering May 19- Care Birds, Rabbits & Exotics June NONE July 28- Urban Wildlife August 6 – Bottle babies, proper care for orphaned kittens September 9th &10th - Shelter Project September 15th – Town Hall TNR rescue groups, mobilizing the community October 14th - How to Report Cruelty and work with HLE October 17 – TNR groups, How to build a winter shelter October 27 – TNR/Advanced Trapping Techniques November 9 – Neighbor Relations and TNR/Rescue to build community relationships December - TBD

Through individual meetings with MPP leadership, additional supports are provided to groups that need guidance and support in developing and improving their operations.

In Year 6 (2010) we will continue to host APO Strength Trainings on average once a month, and provide individual consultation with APOs as needed. Our 2010 training curriculum is still being developed. Some of the key areas of supports will focus on:

How to seek out and apply for grants Page 28 of 46

How to manage public requests for assistance Infectious Disease Control Running your not for profit like a business Compassion Fatigue for shelter staff, rescue groups, and volunteers

Other Activities & Programs • City Government Relations Maintaining relationships in City Hall and the various NYC agencies that are parties to the Alliance/City Memorandum of Understanding is essential to ensure continued support for the mission of the Alliance and the Maddie’s Pet Rescue Project in NYC. This requires the maintenance of existing contacts and building on relationships by attending numerous meetings and serving on task forces. In 2009 (Year 5), we: ¾ Continued to work with the City to explore ways in which to expand low cost or no cost spay/neuter in targeted communities to expand capacity. By maintaining relationships with Department of Health, continued to focus on advocating for improved operations at AC & C and increased involvement in policy decisions and Board participation. ¾ Continued ongoing participation in a workgroup focusing on the intersection of domestic violence and pets – with the aim, among other goals, of creating sheltering resources for pets in domestic violence situations. In 2009 we secured a $75,000 grant to continue to fund assistance to pet owners who become homeless, often as a result of a domestic violence situation. ¾ Continued to sit on the Animal Planning Task Force (APTF) of NYC’s Office of Emergency Management, and assisted in the ongoing development of a Disaster Animal Response Plan for NYC. As a result of our role on the APTF, the Mayor’s Alliance also joined Volunteer Organizations Active in Disasters (VOAD) to gain access to donated supplies in the event of a disaster in our area.

• Out of Area Activities ¾ Helped other communities explore ways in which they can replicate the Alliance model by providing information, guidance, documents, and presentations. ¾ In 2009, Jane Hoffman presented at these functions: ¾ March 31 - Animal Welfare Federation of New Jersey (AWFNJ) Conference - Learning, Sharing, Unity for Success, Iselin, NJ ¾ September & August – 3 Best Friends Webinars, “A Tail of Two Cities” with Jane Hoffman of NY and Bill Bruce of Calgary --- how 2 cities are working for animals ¾ October 23-25 The No More Homeless Pets Conference, Las Vegas, NV

In Year 2010 (Year 6), we will continue to solidify and expand our efforts to achieve our four core objectives: increase adoptions, reduce homelessness, raise awareness and strengthen our resources. And we will continually refine the broad range of initiatives we’ve set forth to reach those objectives.

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20E) Zero Healthy Death Months: In Year Six, you are required to have an adoption guarantee in place for healthy shelter dogs and cats (zero healthy deaths). Please indicate how your organization will achieve this goal and detail the strategies you will put in place to reach this goal.

We expect to provide an adoption guarantee for healthy shelter dogs and cats (zero healthy deaths) in Year 6. Approximately 38% of cats euthanized in 2008 were identified as “ferals” and/or considered “unadoptable” due to behavior issues. Months from April through September cat intake per month increases by 70% due to kitten seas on. While these may be consider e d as tre atables, the increased numbers puts an enormous strain on the shelter and put at risk those that are healthy to being euthanized due to space constraints.

Strategies to achieving zero healthy d eaths in 2010: 1. P RIMARY STRATEGY TO FOCUS on reducing intake of cats at AC & C through an aggressive S/N program for stray community cats by non-profits. If we can increase S/N programs for stray Community Cats by three non-profits that will have an impact in reducing intake of cats at AC & C during the warmer months. In 2010 we project the ASPCA, Humane Society of NY and The Toby Project will perform 15,400 free S/N surgeries for stray community cats. Please see attached proposal for S/N reimbursement subsides to non-profits in the “MF Year 6 Program Services 2010” 2. Begin media campaign in December, with major campaigns in Jan and February. 3. Provide advance notice to MPPs and AC&C staff of our goals each month. 4. Request commitments from some of the organizations that have facilities to be prepared to take a few more animals than they might otherwise have taken. Larger groups include ASPCA, Bide A Wee, Humane Society of New York, and North Shore Animal League. Smaller organizations that focus on cats include Bobbi & the Strays, Anjellicle Cats, Feline Rescue of SI, Social Tees, Animal Adoption Network, In our Hands. 5. Prepare list of MPPs to receive daily “alerts” that a healthy animal is on the euthanasia list due to space and be prepared to transport directly to a group. In the event that a MPP participant is willing to take the dog/cat but needs a few days to make room, the Alliance will use several pre- arranged vet offices and boarding facilities which are willing to be part of the zero healthy death month initiative 6. Continue to improve the formatting and distribution of the daily automatic alerts sent to MPP as soon as animals enter 7. Maintain transport services targeting the most challenging months in Spring, Summer and Fall. 8. Key up our PR firm to set a PR plan in place to alert the public of our goal to have zero healthy deaths in every month, being careful to balance the message so the public isn’t hearing that animals don’t die unnecessarily.

21. YEAR SIX FUNDRAISING STRATEGIES Fundraising is critical to the success of your project. In trying to establish a no-kill community in your target community, the coalition can't rely solely on the Maddie's Fund grant. The lead agency and the participating groups need to attract substantial additional resources to help them continue the adoption guarantee when our grant ends and to expand their efforts to care for sick and injured pets, making them healthy and eligible for placement in loving homes. With this in mind, Maddie’s Fund expects that some grant funds will be allocated for fundraising and revenue generation.

For Year Six, please identify the fundraising goal for the project and explain how the fundraising goal will be met by the lead agency and each participating adoption guarantee organization (if applicable). Include in your discussion a description of the activities that will be undertaken to raise these funds and how Maddie's Fund support will be used to reach these goals. Of the total funds to be raised in Year Five, please indicate how much of the money will be used in Year Five and how much will be set aside for future years of the project. Please identify the Year Five goal for your reserve fund for this project.

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Special Note: The additional revenue generated to meet this goal can not include funds designated for a capital campaign, in-kind donations, endowment income, bequests or restricted gifts other than those for adoption programs.

In Year 6 of the Maddie’s® Pet Rescue Project in NYC, projected income includes: Maddie’s Fund Adoption $ 3,892,500 ASPCA 1,100,000 Other Funding Sources 1,055,000 Anticipated Interest Income 50,000

Total Projected Income: $ 6,097,500

Budgeted set-aside in 2009 for sustainability for Years 8 to 11 is $ 715,000, combined with previous set-aside balance estimated at $3,067,453 for a total of approximately $3,782,453.

While individual contributions traditionally make up the vast majority of contributed dollars, the Alliance expects to continue to receive the majority of its contributions from foundations, charities, and events in Year 6 of the project.

As a community collaboration project, we have been more successful in attracting foundation and public charity dollars during the early years and expect to continue to do so going forward. Our goal has focused on dire c ting individual donors to contribute to their local shelter and rescue groups that are Alliance members and not compete with the organizations we are here to support, the groups that focus on the day to day work of saving lives and increasing adoptions.

While we expected to broaden our corporate donor base in Year 5, the poor economy has made that more difficult, although in 2009 corporate funds exceeded $50,000. In 2009 events Income has been boosted through venues like Broadway Barks with over $130,000. On November 9th Bernadette Peters will be performing a Special Concert, produced by Broadway Cares/Equity fights Aids to jointly benefit Broadway Barks and Broadway Cares with expected income of $100,000. Other events included a cocktail party at a local gallery sponsored by a group of young NYC philanthropists that founded Tails (Toward Animals in Loving Spaces). The group is committed to creating a network of young supporters through sponsoring events that would attract socially connected and successful young NYC philanthropists to support the Mayor’s Alliance efforts. http://www.animalalliancenyc.org/tails/index.php. Their first event helped raise over $10,000 to pay for an adoption advertising campaign in NYC subways that launched in late September. In Year 6 of the project we will continue to cultivate relationships to attract corporate sponsorship, pro-actively seek out fundraising event opportunities, and increase individual major donor contributions.

In Year 6 of the project, we expect our fundraising efforts to generate over $1,000,000 in addition to our major grants (Maddie’s Fund and the ASPCA.) Fundraising goals will capitalize on the success in the first 5 years of the Maddie’s® Pet Rescue Project in NYC and will target corporate sponsors, individual major donors and explore how best to utilize targeted fundraising events through Tails. In Year 5 public relations continued to generate awareness and provided additional opportunities for fundraising contacts, including foundation for additional funding. Additional offers to raise funds have come from a variety of sources including a Madison Avenue store that sponsored a shopping night and cocktail party during Fashion Week, a local specialized pet food company that contributes a portion their sales, generating over $6,000 in income this year. Successful programs like Wheels of Hope http://w w w.AnimalAllianceNYC.org/supportus/wheels.htm provide additional fundraising opportunities to generate additional sources of income to support covering the cost of a replacement van (since two of our vans have o ver 300,000 miles on them.

With PR & Marketing exposure, greater visibility, we plan on leveraging the success in NYC project for new funding opportunities

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Strategies for fundraising include: Corporate sponsorship: ¾ In the current economy, we don’t expect any growth in corporate sponsorship funding.

Foundations: ¾ A Kinder World continued to support the Alliance through 2 grants totaling $75,000 in 2009 to fund the continuation of our Domestic Violence and homeless Program ¾ The Frankenburg Foundation committed to 2 years of funding for $150,000 a year starting in 2009. ¾ Submitted a $50,000 grant application to a new funder to support the Feral Cat Initiative, which previously came out of our operating budget and ASPCA grant. Kinder World for operating and expansion of special projects intervention of owner surrenders. ¾ Receive annual support from PETCO Foundation ¾ Submitted a PetSmart Charities grant for funding a S/N initiative targeting Community Cat Caretakers and continuation of maintaining a database that tracks over 300 community Cat colonies in NYC.– trainings, equipment, food, medical, and community events, ¾ Community Trust of NY – will re-visit opportunities in 2010 ¾ In 2009 we were fortunate to have a volunteer fundraiser. In 2010 we plan on hiring a P/T fundraiser to assist in developing a donor program. ¾ Applying for a Taproot Foundation grant related to the creation of a donor database specific to our organizations needs http://www.taprootfoundation.org/npo/catalog/marketing_donor_db.php writ and follow up on prior grantors and target new sources.

Website & Newsletter: ¾ Utilize website for fundraising. On-line donations increased by 433% since 2005 from $4,445 in 2005 to $23,700 in 2008. We project by the end of 2009 income from our website donations will reach $33,000, a 40% increase from 2008. With a new fundraising drive targeting smaller monthly donations, we hope to increase our website donations to $50,000 by the end of 2010 ¾ In 2009 we set up a Facebook and Twiiter. Through Facebook we were eligible to be listed as a charity “Cause”, which has contributed to our increase in online donations ¾ Picasso e-mailings go out every 2 months, featuring a dog or cat helped by the fund. Our website also feature a Picasso scrapbook, started in 2008 ¾ Our e-newsletter, while always inked to a donation button, does one end of year “ask”. To date we have had minimal number of people choosing to unsubscribe

Events: ¾ Broadway Barks – Leverage ASPCA sponsorship and relations to increase revenues generated. (Annual event) ¾ Bernadette Peters is scheduled to do a benefit concert on November 9th at the Minskoff Theater ¾ Partnering with local Business like the Christofle store on Madison Avenue Shopping Days ¾ Wheels of Hop e Transport Van Campaign – community business (on-going) ¾ Annual Pet Fashion Week ¾ Gimmie Shelter Concert – Annual Rational Animal fundraiser supports MPPs (Annual event ¾ Penny Harvest (on going) ¾ Develop Tails young patrons program to organize private parties/fundraisers tapping into some of wealthier youn g NYC socially connected community. ¾ Various tabling events (on going) ¾ In 2009 we had a runner fundraise for the Alliance and raised $3,000. Expect to get more of these offers of support in the future

Some ideas for 2010: ¾ Approaching Business that have “support causes and or fundraisers • investment banks • law firms (some support causes; some have sporting events for charity, etc) • wealthy private high schools - not sure about these, but seems likely they would have fundraisers/charity events • private club

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¾ Supporters • upscale NYC hotels that accept pets (a postcard that could be given with treats etc that some hotels give to guests with pets. Postcard could say something like "In honor of our four legged guests, [Loews] supports the Mayor's Alliance for NYC's Animals" • NYC marathon

Request for set aside from MPPs In Year 6 of our strategic plan we will continue to request MPPs receiving adoption subsides of more than $20,000 as projected in section “21B) Year Six Adoption Goals by Adoption Guarantee (AG) Organizations” begin bu ilding a reserve fund. We will recommend that the amount to be set aside equal 30% of the adoption subsidies they receive in 2010 (a minimum amount of 10% will be required). ¾ 23 MPPs are expected to receive above baseline adoption subsidies of over $20,000 totaling $1,835,262 for a projected minimum set aside of $175,000 and maximum potential for $550,000. Total projected Year 6 amount to be set aside between the Alliance and MPPs is a minimum of $1,265,000.

22. YEAR SIX BUDGET Provide a Year Six Budget for the project. The Year Six Budget must reflect the costs associated with each activity that will be undertaken to meet the ABOVE BASELINE TARGETS of the project as identified and described in Year Six Programs and Services [Section 20] and Year Six Fundraising Strategies [Section 21]. The Budget should include line item breakdowns of these costs by activity.

Income Maddie's Pet Rescue Project Fund NYC - Adoptions 3,892,500 ASPCA Operating Project 1,100,000 Picasso Veterinary Fund 225,000 Domestic Violence/Hosp/Homeless Project 100,000 S/N Clinic- Free 50,000 General Fund Foundations/Charities 350,000 Corporate 100,000 Individuals 70,000 Events 80,000 Interest 50,000 Other 80,000 Total Income 6,097,500

OPERATING - PERSONNEL & ADMIN. Salaries Executive Director 110,000 APO Development & Fund Director (PT) 70,000 Coordinator - Trainings and Events 44,000 Director of Communications 65,000 Coordinators - Animal Care & APO's Oversight (2) 119,340 Director of Administrative Services/Grants 53,000 Adminstrative Coordinator P/T 30,600 Transport Coordinator 42,000 Interns 5,000 Consulting /Profesional Fees 27,000 Sub-Total 565,940 Page 33 of 46

Health Benefits 68,000 403 ( b) 10,200 Employer Payroll Taxes 44,000 Sub- Total 122,200 Consulting Professional Fees 54,000 Outside consulting 15,000 Sub- Total 69,000 Insurance Liability D & O 2,000 Liability Business 1,200 Liability Volunteers 600 NYS Workmen's' Comp Insurance 2,400 NYS Disability 300 Sub-Total 6,500 General & Administration Office equipment 14,000 Office equipment Rental 1,100 Office Supplies 15,000 Office Repair & Maintenance 10,000 Printing-Stationary 750 Computer Supplies 2,500 Tel/Fax/Email 24,000 Postage & Messenger 8,200 Conference/meetings/travel 8,000 T & E Employees 14,000 Lic/Per/Fees/Tax Prep/Bank Fees 11,000 Rent/utilities 99,000 Storage 7,200 Consulting Grant Administration 25,000 Consulting /IT 5,000 Miscellaneous/Bank fees 1,600 Sub-Total 246,350 Total Personnel & Admin. 1,009,990 INITIATIVES - GRANT SUBSIDIES Maddie's Pet Rescue Adoption Incentives 2,184,000 AC & C Adoption subsidies 128,700 Contingency Fund - Overage 22,800 ACC Intake/Transfer 350,000 ACC Other Grants - Picasso Veterinary Fund 300,000 Sub-Total 2,985,500 INITIATIVES - TOOLS Transport Vehicle Cost 100,000 Garage Fees 15,000 Gasoline 58,000 Maintenance 35,000 Insurance & Registration 14,000 Drivers (5 per diems) 134,200 Page 34 of 46

Transport Coordinator P/T per diems 35,666 Misc. trip fees/other tr ansport 35,000 Sub-Total 426,866 MF Adoption website Adoption website updates 5,000 Sub-Total 5,000 INITIATIVES - PROGRAMS MF Adoption & Pet Care Festivals Animal cost (adopt-me-vest) 2,500 Volunteer supplies 150 Entertainment 2,500 Advertising 1,000 Municipal services 200 Events Equipment/misc 500 Special Adoption Events Animal cost (adopt-me-vest) 2,500 Volunteer supplies 220 Advertising 15,000 Bway Barks Grants Restricted 75,000 Events Equipment/Misc. 5,000 Community Events Animal cost (adopt-me-vest) - Advertising 2,000 Events materials/Misc. fees/Park Permits 500 Capacity Building Grants Equipment cost 25,000 Advertising Store Front Retail & Adoption Ctrs Investment in startup cost (25%) 10,000 Temporary Holding/Boarding Boarding/Foster 220,000 Other Medical 300,000 Microchipping healthy/adoptable animals 11,000 Feral Cat Inititative Coordination (Grant) FCI Grant - Neighborhood Cats 95,000 FCI Targeted Community Projects 35,000 Special Projects Domestic Violence//Homeless 100,000 Not Home Alone ( Hospital ) 30,000 Other Community Coordination 8,067 Sub Total 941,137 INITIATIVES - SERVICES Technical Support Technology cost 500 Development cost 2,500 Advertising & PR ADV/Branding & Awareness 43,740 Annual PSAs 30,000 PR/Marketing 160,000

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Sub Total 236,740

TOTAL EXPENSE - INITIATIVES 4,595,243

Total Expenses 5,605,233

Net Income 492,267

Previous Surplus 2,507,733

Total Surplus 3,000,000

23. MADDIE RECOGNITION For Year Six, please provide a detailed recognition plan describing how the lead agency and the participating groups will recognize Maddie, the little dog who made possible the funding for this project.

PR and Advertising Raising awareness is one of the four core objectives stated in our Strategic Plan and, since our Project’s inception, has been a cornerstone of our progress. In Year 5 we continued to put our greatest promotional thrust behind public relations efforts – harnessing the media to increase public awareness; promote adoptions, spay/neuter, microchipping and other programs; and gain recognition for Maddie’s® Fund and its all- important contribution to our Project’s success.

As we have done in the past, we will continue to place ads strategically, where we feel we can reach specific target audiences while maximizing our financial commitment. And we will continue to rely upon advertising placed and paid for by key APOs, which allows us to channel our promotional dollars to venues that provide us with maximum return on investment.

Public Relations / Media In Year 5, we continued to engage the services of public relations firm M. Silver Associates and, as a result, we gained good media exposure in 2009 for the Mayor’s Alliance, its APOs, its messaging, and the Maddie’s® Pet Rescue Project in NYC. The Quarterly Media Coverage Reports prepared by M. Silver Associates describe the coverage we received in Year 5 on television and radio, in print and online, and syndicated coverage of MSA-generated AP articles. Highlights of the media coverage we received in Year 5 include:

¾ Mayor's Alliance for NYC's Animals on Track for 'No-Kill’ City by 2015 WCBS 2 - Morning News 1/25 – Interview w/Jane Hoffman NYTimes.com, Reuters.com, Yahoo.Finance.com, Examiner.com, CNBC.com, CityRoom.Blogs, Chron.com, MarketWatch.com, PRNewswire.com, EarthTimes.org, Buffalo.BizJournals.com, AltoonaMirror.com, NewBlaze.com, VetLearn.com, EpochTimes.com and more ¾ The Closing Bell at the New York Stock Exchange

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Featuring the Maddie’s Fund mascot MSNBC – The Closing Bell 2/9 NYSE.com, YouTube.com ¾ I Love NYC Pets Month WABC TV - The ViewPoint Interview w/Jane Hoffman 2/15 Truveo.com, Dog Channel.com, and numerous other mentions ¾ It's Raining Cats and Dogs – Adoptable Pets on the Plaza WCBS - The Early Show 3/14 ¾ City programs can help put a leash on pet-care expenses Features ASPCA, Humane Society of New York, and more low-cost spay/neuter resources New York Daily News 3/19 ¾ NYC Initiative Tackles Feral Cat Population CBS 2 HD News, WCBS-TV 4/3 ¾ Troubled Kids Help Abused Dogs and Learn About Love Features APO Glen Wild Rescue’s therapeutic program that pairs abused dogs with cadets at upstate juvenile justice facility NYCDailyNews.com 5/23

¾ New NYC Public Housing Regulations’ Affect Pet Owners / Mayor’s Alliance & ASPCA respond New York Times, New York Daily News.com, The Village Voice, Staten Island Real-Time News, Examiner.com, Ohmydog.com, New York Tails, and more ¾ City’s First Low-Cost Mobile Veterinary Clinic a Ray of Hope for Cash-strapped Pet Owners NewYorkDailyNews.com, DogChannel.com, and more ¾ Broadway Barks! 11 in July received coverage in numerous theatre and online publications, including Broadway.com, BroadwayWorld.com, TheatreMania.com, Playbill.com, Examiner.com, and more ¾ Mayor’s Alliance Low-Cost Microchipping Clinics for Cats & Dogs Examiner.com 7/12 ¾ Food Pantries Add Pet Food for Cash-Strapped New Yorkers New York Daily News 7/11 ¾ AC&C Cat Adoption Promotion 1010Wins.com, Examiner.com, Zootoo.com and more ¾ Bark in the Park: Mayor’s Alliance and Maddie’s Fund’s Night Out with the Brooklyn Cyclones Examiner.com, BrooklynPaper.com, ConeyIslandFunGuide.com, Associated Press ¾ New York Week for the Animals EmpireStateNews.net ¾ Each month, City Tails, published by Tails Pet Media Group, with editions in large cities throughout the U.S., features a monthly column authored by the Mayor’s Alliance that focuses on our key issues, including pet adoptions, spay/neuter, responsible pet ownership, and other important topics. ¾ Throughout the year, Mayor’s Alliance events were listed on numerous web sites.

Advertising ¾ Event ads: In Year 5, we continued to rely heavily upon media outreach, web site listings, flyers and posters, and public relations and promotion by community partners to publicize our events. As we have stated previously, this strategy Page 37 of 46

appears to better engage the communities with which we partner for events, and has resulted in no adverse effect on event attendance. Consequently, it has allowed us to reallocate advertising dollars to more effective promotional strategies.

¾ Van adoption events, which we schedule nearly every weekend throughout the year, feature AC&C and a range of other Alliance Participating Organizations (APOs). These events, where AC&C and other APO animals are featured on North Shore Animal League America (NSALA) adoption vans throughout the city, are supported by ongoing print advertising provided, at no cost to us, by NSALA, an APO. Additionally, occasional ads placed by other APOs, including the ASPCA, Bideawee, and others, helps increase awareness of our shared objectives among the general public.

¾ In year 5, we moved our annual October Adopt-A-Cat event, formerly held at Madison Square Garden (MSG) in conjunction with the IAMS/Cat Fanciers Association (CFA) Cat Championship, to the Javits Center because MSG was undergoing construction. We staged Adopt-A-Cat in conjunction with a new event to NYC – Meet the Breeds, featuring the American Kennel Club and Cat Fanciers Association. This change of venue, while providing some level of foot traffic for the event, posed a challenge in guaranteeing that adopters among Adopt-A-Cat’s loyal followers and the general public would attend the event at the Javit’s Center – a less central, less convenient location than MSG. Additionally, CFA did not advertise its event (and our association with it) as it had done in years past, thereby depriving us the benefit of its traditional advertising support. As a result, we placed event ads in two of NYC’s most-read daily newspapers – amNY and The Daily News –in the weeks leading up to the event to generate awareness of the event and boost attendance. Additionally, we promoted the event, in conjunction with the New York Week for the Animals, on the CBS Morning Show, and through heavy media outreach by M. Silver Associates.

¾ Adoption ads: In Year 5, we continued to promote pet adoption through advertising. In September, we launched a month-long campaign in New York City subway stations that featured our five “Vacancy” ad posters. (The originally Vacancy ads were introduced in a Go-Poster outdoor campaign in 2006.) We updated the ads and re-launched the campaign anew, thanks to the fundraising efforts of a supportive group of young NYC philanthropists called TAILS of the Mayor’s Alliance.)

¾ We received free placement of a targeted print ad promoting adoption (and also fostering, spay/neuter and microchipping) in Gay City News. The ad appeared in the publication’s special Pride edition in June.

¾ Our four television PSAs (three English-language, one Spanish) that promote adoption continued to air (at no charge to us) throughout 2009 on WABC-TV and NY1. And in April 2009 we launched a new PSA series promoting spay/neuter on NY1 and WABC –TV. The spay/neuter PSAs feature celebrity voiceovers and were produced by Rational Animal.

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¾ Mayor’s Alliance ads: We placed Mayor’s Alliance ads in the publications of two Alliance Participating Organizations – Bobbi & the Strays and North Shore Animal League America – and also in the Playbill for Broadway Barks 11 (not an APO but a closely related event with high APO participation). Additionally, we placed a special ad promoting the Mayor’s Alliance’s New York Breed Rescue Network in the program for the 2009 Westminster Dog Show at Madison Square Garden.

Most of the above media were produced at cost or pro-bono by leveraging our volunteer base and resources, including Rational Animal for PSAs and graphic designers for advertising and marketing materials. North Shore Animal League America pays for all the advertising for its community van adoption events that involve APOs.

General Communications ¾ Newsletters: In 2009, we suspended publication of the Mayor’s Alliance quarterly e-newsletter, Out of the Cage!, in order to focus efforts on maintaining timely publication of our other communications vehicles, including the monthly Picasso Veterinary Fund in Action, quarterly NYC Eartips, and routine e-communications promoting events and Alliance news to our Out of the Cage! readership. In year 6 we expect to re-instate Out of the Cage! as a monthly publication to provide timely reporting of relevant news, acknowledgments of APOs’ and supporters’ efforts and successes, updates about our programs and activities, and recognition of Maddie’s Fund and its contributions to our mission. Based on the positive feedback we have received from our readers in the past, we expect the re-launch of the publication will be met with enthusiasm by our 2,613 Out of the Cage! subscribers. ¾ The two special-focus e-newsletters we began publishing in Year 4 continued in 2009 to generate awareness and support for two important Mayor’s Alliance programs. Picasso Veterinary Fund in Action, a monthly e-direct mail vehicle, features dogs and cats whose lives were saved as a direct result of our Picasso Veterinary Fund. As of October 2009, the number of subscribers is 1,659. NYC Eartips, our e-newsletter that reports on activities and accomplishments of the NYC Feral Cat Initiative, provides valuable information and resources to the ever- growing audience of feral cat caretakers and supporters in NYC and acknowledges the organizations and individuals who are facilitating trap-neuter- return programs in the area. As of October 2009, the number of NYC Eartips subscribers is 1,313. ¾ Social Networking: In 2009 the Mayor’s Alliance joined the community of social networking on the Internet by launching a presence on Facebook and Twitter, which allow us to promote our events and report on special news to a wider audience. As of October, our recently launched Mayor’s Alliance Facebook page has 236 fans, and the number is growing rapidly. We also created two Causes on Facebook: one for the Picasso Veterinary Fund and one for the NYC Feral Cat Initiative. Supporters of these Causes are rapidly increasing: we currently have 222 Picasso Cause supporters and 308 Feral Cat Initiative Cause supporters. And we have 553 followers on Twitter. ¾ Websites: In Year 5 we continued to expand the Mayor’s Alliance web site’s content to provide our member organizations and the public with more useful information and resources – particularly with regard to resources in high demand during these challenging economic times. Among them are low-cost spay/neuter Page 39 of 46

services, financial assistance for veterinary care, assistance with pet-related legal issues, and other pet-assistance resources. We also re-designed our site’s home page to provide visitors with a more user-friendly portal to the site’s ever- growing content, especially those seeking assistance and information about affordable pet-related services. In 2009 we achieved a 13.4 percent increase in daily web site visits, from an average of 1,104 per day in 2008 to an average of 1,252 per day as of October 2009. ¾ Corresponding to our e-publications described above, our web sites for the Picasso Veterinary Fund and the NYC Feral Cat Initiative, both launched in Year 4, continued in 2009 to raise public awareness and provide useful information about their respective area of focus, as well helping to increase donations to these important life-saving programs. ¾ In Year 6, we will continue to refine our web site’s content and user interface to provide the most convenient access possible to the public and to our Maddie’s Pet Partners who look to our web site as a primary source of information, resources, and tools.

Maddie Recognition

In Advertising In Year 5 we recognized Maddie’s Fund in our print ads, including our print and outdoor adoption ads, and our Mayor’s Alliance ads. We achieved Maddie recognition in our Maddie’s Spay/Neuter spots on WABC Radio, and in our adoption and spay/neuter PSAs on local television stations.

Maddie Mascot Appearances Our recognition efforts at adoption events and other related events continued to boost the number of New Yorkers introduced to the Maddie mascot and Maddie’s Fund. In addition to appearances at numerous adoption events, the Maddie mascot made appearances at these particularly impressive events in 2009: • New York Stock Exchange: Monday, Feb. 9, at the ringing of the closing bell to celebrate “I Love NYC Pets” Month • Broadway Barks: Saturday, July 11, with special photo op with event co-founders Bernadette Peters and Mary Tyler Moore • Bark in the Park at KeySpan Park: Wednesday, August 26, where the Maddie mascot tossed the ceremonial first pitch of the Brooklyn Cyclones’ game, and the Maddie’s Fund logo appeared on the stadium’s jumbotron • EXPECTED The CBS Morning Show Thursday or Friday, October 8th or 9th , to promote New York Week for the Animals, Central Park Fall Fiesta and Adopt-A- Cat. • EXPECTED For the fourth straight year, the Maddie mascot is slated to be the guest of honor on the animal float in the highly attended Halloween Parade in Greenwich Village. • EXPECTED In December, the Maddie mascot will join Santa and AC&C dogs for adoption at Rockefeller Center / Fifth Avenue to promote pet adoptions during the holidays.

Maddie’s Fund Materials In 2009 we distributed dozens of “adopt-me vests,” featuring the Maddie’s Fund logo, to MPPs, other APOs, and occasionally to organizations outside our geographic area that Page 40 of 46 requested samples. We also distributed several dozen Maddie’s Fund adoption posters and several hundred copies of Maddie’s Tail Wag to our participating organizations for use at their events and to the public at Mayor’s Alliance events.

We continued to distribute our Mayor’s Alliance signature brochure, as well as our promotional DVD – A Collaboration for Life – both of which recognize Maddie’s Fund’s contribution to the NYC project. The promotional DVD, along with our adoption and spay/neuter PSAs (that also carry the Maddie’s Fund logo) continue to gain high Internet viewership on our YouTube page, thereby generating a tremendous number of viewer impressions for Maddie’s Fund support of the NYC project.

All Mayor’s Alliance literature, press materials, event signage and stationery, as well as our web site, continued to carry dual branding for the Mayor’s Alliance and Maddie’s Fund.

Looking a head to Year 6: We will continue to seek out every available opportunity for greater Maddie’s Fund recognition in the media and at events. M. Silver Associates is always seeking potential media appearances (such as the New York Stock Exchange appearance in 2009) where the Maddie mascot can participate. We’re looking at other possibilities for 2010, such as the ING New York Marathon; publicity events in high-traffic locations, such as Times Square; and other possibilities. We will continue working to secure more televised morning show appearances for the Maddie mascot in conjunction with Mayor’s Alliance events and initiatives. And we will continue in our efforts to involve more Maddie’s Pet Partners in promoting and recognizing Maddie’s Fund at events, on web sites and in publications. To that end, gaining Maddie recognition will again be a key component of our APO Strength Training in January 2010, which has become a traditional new year training opportunity that focuses on helping APOs use the media to promote all of our messages.

A Particular Challenge in Year 6: Building Support & Awareness for Stray Community Cats - While in the past we have gained some media coverage for stray community cat issues and TNR in NYC (most notably in 2007 when the cats at JFK airport came under attack by the airport management), in Year 6 we will seek to garner more media attention and generate greater public awareness of the plight of stray community cats in NYC; their impact on the NYC shelter system; the burden to taxpayers that results from the deluge of adoptable and treatable stray community cats at the shelters; and how the only proven humane solution – TNR – can reduce the number of outdoor cats over time. An important part of the educational component of our media outreach will be to help people understand the importance of spaying or neutering their cats and how irresponsible pet owners who allow their un-neutered companion cats to roam freely are the greatest contributors to the problem.

Because stray cats represent the largest percentage of intakes at AC&C shelters, efforts made by the non-profit organizations that provide free spay/neuter for stray community cats are instrumental in reducing euthanasia at NYC shelters. They also promote adoptions of friendly cats that have been dumped in their communities. We will seek to achieve greater recognition and support in the media and among the public for the ASPCA, the Humane Society of New York, The Toby Project, for Maddies’s® Pet

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Rescue Project in NYC, and other organizations and initiatives in NYC that are providing free and low-cost spay/neuter surgeries on feral and stray cats.

Among our strategies for generating greater visibility for the issues and the organizations that are successfully addressing those issues are collaborative public relations efforts; public educational forums; educational literature; and promotion of existing sources of information, including the NYC Feral Cat Initiative website, e- newsletter, and training workshops and seminars.

24. SUSTAINABILITY PLAN Maddie's Fund would like you to provide an updated 10-year strategic plan showing how you intend to transform your target community into a no-kill community.

For each year of this plan, you should include as much detailed information as possible about the strategies your coalition will employ to: ° increase adoptions and reduce shelter deaths community-wide so that no healthy shelter pet will be euthanized starting in Year Six; ° sustain the adoption guarantee for healthy pets in the face of dwindling Maddie's Fund support and after the grant ends; and ° expand the adoption guarantee to include treatable shelter pets so that by the end of Year Ten all healthy and treatable shelter dogs and cats will be guaranteed a loving home in your community.

Please include in your discussion: the functions of the lead agency and the participating groups as a whole; a fundraising plan identifying the fundraising goals, what portion of each goal will be raised by the lead agency and the participating groups; the size of the "reserves" to be created to sustain the project in future years and how the reserves will be tracked and distributed; the sources of fundraising; a budget including line item breakdowns of the expenses and income; and a Maddie recognition plan.

Updated Strategic Plan Years 6 – 10 To Come

25. ANIMAL WELFARE ISSUES For your target community, briefly describe the feral cat policies in your target community. In addition, please describe any actual or proposed changes in animal control enforcement or policies (including pit bull policies), or other animal welfare issues that could affect the ability of your proje ct to implement an adoption guarantee fo r healthy and treatable shelter dogs and cats. (Not to exceed two attached pages).

There are no actual or proposed changes in animal control enforcement policies (including pit bull policies) or other animal welfare issues that could affect the ability of our project to implement an AG for healthy and treatable shelter dogs and cats.

Euthanasia of all animals at AC&C is based on evaluations that are the same regardless of breed, size, and age. Additionally the AC&C does not automatically euthanize a healthy or treatable dog or cat brought in as a “euthanasia request”.

Stray Community Cats (AKA Feral) Policy: Until 1999, there was no coherent feral cat policy in New York City despite the presence of at least tens of thousands of feral cats. Animal Care & Control (AC&C) responded to a small percentage of the complaint calls about ferals and strays by sending field officers out to lay traps. The cats captured were brought to AC&C shelters and usually euthanized. Most complaint calls were never

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responded to due to the scope of the problem and the lack of available resources – there were no more than fourteen animal control officers and the agency as a whole faced shrinking budgets.

Beginning in 1999, Neighborhood Cats introduced Trap-Neuter-Return (TNR) to New York City on an organized basis. In the past, TNR had only been occasionally practiced in the city by individuals and on a small scale. By taking on community and municipal projects, Neighborhood Cats was able to demonstrate the effectiveness of the method in immediately stabilizing and then gradually reducing feral cat populations. TNR was successfully implemented on the Upper West Side of Manhattan, the area adjacent to the South Street Seaport, Rikers Island, and Riverside Park, the base of the Brooklyn Bridge, Fresh Kills Landfill and numerous other locations.

In the first quarter of 2002, AC&C entered a pilot TNR project with Neighborhood Cats that covered several colonies throughout the city. Later that year, AC&C participated in the Rikers Island project by sending its mobile spay/neuter van on site one or two times a month during the initial trapping phase. By and large, however, the development of TNR in NYC remained primarily a function of the private sector. Free spay/neuter clinics for feral cats were begun by the ASPCA and Humane Society of NY. Neighborhood Cats, while continuing to perform field projects, instructed workshops which resulted in the training of hundreds of local caretakers and furthered the TNR of thousands of cats. Several new nonprofit groups devoted to feral cats and TNR were also formed.

With the advent of the Mayor’s Alliance for NYC’s Animals, the organization of the local TNR effort was raised to a new level. In 2004, the New York City Feral Cat Council was formed, consisting of all NYC organizations offering TNR-related services. Regular meetings of Council members were scheduled, general guidelines for the practice of TNR were promulgated and a website listing all member services was launched (www.nycferalcat.org). In 2005, the Mayor’s Alliance sponsored the Feral Cat Initiative and continues to support the initiative through 2010, a city-wide program that coordinates services offered by Council members and provides caretakers interested in practicing TNR with training, on-site expert volunteer help, no cost equipment rental, assistance arranging spay/neuter and other services. In 2006 the initiative designed, develop and began institute a data collection process – to identify, collect information on feral cat colonies and their caretakers.

AC&C has supported TNR as the preferred policy for feral cat management in NYC. As a matter of internal policy, AC&C no longer responds to requests to trap and remove feral and stray cats. In addition, the Feral Cat Initiative is informed whenever eartipped feral cats are turned into AC&C shelters, often resulting in the return of the cats to their colonies. AC&C also sits as a member of the NYC Feral Cat Council.

26. GOVERNMENT MANDATES Please indicate if there is a mandatory spay/neuter law, and/or a pound seizure law (i.e., the sale or release of lost, abandoned and homeless dogs and cats from an animal shelter to a research, testing or educational facility) enacted in the target community. If yes, please identify the jurisdiction and attach copies of the law(s), if not already on file.

YES or NO JURISDICTION Spay/Neuter Ordinance Yes* New York City Pound Seizure Law Yes** *Spay/Neuter Ordinance only applies to animal shelters required to have a permit issued pursuant to the NYC health code. **Pound Seizure Law prevents the transfer of animals for the purpose of research, experimentation or testing.

Part VII: Glossary Of Terms

27. TYPES OF ORGANIZATIONS

Animal Control: Municipal agencies or animal organizations that contract with local governments to provide animal control services. Page 43 of 46

Traditional: Animal organizations that manage shelter populations by euthanizing pets that are considered to be healthy or treatable in addition to unhealthy & untreatable animals.

Adoption Guarantee: Organizations that save all the healthy and treatable animals under their care, with euthanasia reserved only for unhealthy & untreatable animals. An adoption guarantee organization could be an animal shelter, rescue group, foster care organization, or sanctuary.

A shelter does not have to say it’s an adoption guarantee organization, but it does have to: 1) save all of the healthy and treatable animals that come under its care; and 2) use the definitions of healthy, treatable, and unhealthy & untreatable as defined by Maddie’s Fund. Additionally, the shelter must clearly articulate to its community that it saves all healthy and treatable animals and provide appropriate shelter data to Maddie’s Fund.

Special Note: To be eligible for consideration for a Maddie’s Fund community grant, all the animal control and traditional shelters in your target community must participate in your project.

28. CATEGORIZATIONS/DEFINITIONS OF SHELTER ANIMALS

Healthy: The term “healthy” means and in cludes all dogs and cats eight weeks of age or older that, at or subsequent to the time the animal is taken into possession, have manifested no sign of a behavioral or temperamental characteristic that could pose a health or safety risk or otherwise make the animal unsuitable for placement as a pet, and have manifested no sign of disease, injury, or congenital or hereditary condition that adversely affects the health of the animal or that is likely to adversely affect the animal’s health in the future.

Treatable: The term “treatable” means and includes all dogs and cats who are “rehabilitatable” and all dogs and cats who are “manageable.” Rehabilitatable: The term “rehabilitatable” means and includes all dogs and cats who are not “healthy,” but who are likely to become “healthy,” if given medical, foster, behavioral, or other care equivalent to the care typically provided to pets by reasonable and caring pet owners/guardians in the community. (These conditions are generally considered to be curable.) Manageable: The term “manageable” means and includes all dogs and cats who are not “healthy” and who are not likely to become “healthy,” regardless of the care provided; but who would likely maintain a satisfactory quality of life, if given medical, foster, behavioral, or other care, including long-term care, equivalent to the care typically provided to pets by reasonable and caring pet owners/guardians in the community; provided, however, that the term “manageable” does not include any dog or cat who is determined to pose a significant risk to human health or safety or to the health or safety of other animals. (These conditions are generally considered to be chronic.)

Unhealthy & Untreatable: The term “Unhealthy and Untreatable” means and includes dogs and cats who, at or subsequent to the time they are taken into possession, (1) have a behavioral or temperamental characteristic that poses a health or safety risk or otherwise makes the animal unsuitable for placement as a pet, and are not likely to become “healthy” or “treatable” even if provided the care typically provided to pets by reasonable and caring pet owners/guardians in the community; or (2) are suffering from a disease, injury, or congenital or hereditary condition that adversely affects the animal’s health or is likely to adversely affect the animal’s health in the fut ure, and are not likely to become “healthy” or “treatable” even if provided the care typically provided to pets by reasonable and caring pet owners/guardians in the community; or (3) are under the age of eight weeks and are not likely to become “healthy” or “treatable,” even if provided the care typically provided to pets by reasonable and caring pet owners/guardians in the community. Page 44 of 46

Part VIII: Supplemental Information

Maddie’s® Pet Rescue Project in New York City: Year Six

Please provide the following information for each adoption guarantee organization participating in your project, if not already on file.

1. Organization Information

1a) NAME OF GROUP ON FILE

1b) ADDRESS

1c) CITY 1d) STATE 1e) ZIP CODE

1f) TELEPHONE 1g) FAX 1h) WEB SITE

1i) EMAIL ADDRESS 1j) DATE OF INCORPORATION 1k) FED TAX EXEMPT STATUS

1l) TAX ID NUMBER 1m) CONTACT (Name/Title) 1n) CONTACT TELEPHONE

2. Mission Statement of the Organization (Not to exceed one attached page)

3. Financial Information

For organizations that file RETURN OF ORGANIZATION EXEMPT FROM INCOME TAX - IRS FORM 990, the information requested above comes from line items 12, 17, and 73b, respectively, of the IRS Form 990 and should be taken from the documents you have already filed with the IRS. Please indicate if the information is based on the calendar year or the fiscal year. If fiscal, indicate the month in which the year begins.

2008 2007 2006 3a) Total Revenue

3b) Total Expenses

3c) Total Net Assets

3d) Calendar Year or Fiscal Year (include month FY begins)

4. Is this organization audited on an annual basis? YES NO

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Part IX: Grant Application Checklist

ο A Signed and Complete Application Form. ο The number of baseline and above baseline adoptions to be performed by each participating ο Alphabetical list of all groups participating in adoption guarantee organization. Year 6. ο The Year Six Fundraising Strategies. ο A monthly breakdown and annual summary of baseline year shelter statistics for animal ο Year Six Budget. control, using the forms provided with this application. [These reporting forms must be ο 10-Year Strategic Plan for Maddie's® Pet signed by the shelter personnel with copies of Rescue Project in NYC. the signed forms submitted to Maddie’s Fund.] ο Copies of government spay/neuter mandates, if ο A monthly breakdown and annual summary of not already on file. baseline year shelter statistics for each participating adoption guarantee organization ο Supplemental Information for each participating that was operational at that time, using the adoption guarantee organization, if not already forms provided with this application. [These on file. reporting forms must be signed by the shelter personnel with copies of the signed forms ο Copy of IRS Determination Letter for lead submitted to Maddie’s Fund.] agency, if not already on file.

ο A monthly breakdown of the baselines and Year ο Copy of most recent financial statements or Six goals for adoptions, reduction in total audit for lead agency. shelter deaths, and reductions in healthy shelter deaths.

ο A description of the Year Six Programs and Services.

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