Safe Humane

“The Treasurer during 2016, James Rodgers, is the spouse of Cynthia Bathurst, who is the Executive Director and Chair of the Board of Directors.”

“The current treasurer reviewed all financials before finalizing, and the Board of directors were emailed a copy of the submission before filing. They all reviewed relevant financials, policies and documents during the year.”

“At every Board meeting in which agreements, events or partnerships of any sort come up, the Conflict of Interest policy is reviewed and any potential conflict of interest is noted and resolved.”

“The Board of Directors reviewed comparability compensation data for the Executive Director position before setting the salary for the position.”

“Safe Humane makes its governing documents, conflict of interest and other policies, and financial statements available to members of the Board electronically and in copies distributed at meetings or upon request. Copies are also available to the public upon request.”

“Safe Humane began three new program services in 2016, one for dogs at Chicago Animal Care and Control (CACC) and two as part of Lifetime Bonds programming. (1) In June 2016 Safe Humane began coordinating Enrichment activities for dogs at Chicago Animal Care and Control, including 1 formalized Enrichment session per week and additional Enrichment opportunities throughout the week as they arise. This includes In-Kennel Enrichment (IKE) and out-of-kennel enrichment, such as walking the dogs. These activities were added to the Playgroup Program Manager's tasks. (2) In March 2016 Safe Humane piloted a program with the K.L.E.O. Community Family Life Center in collaboration with Animal Welfare League's intake facility on Wabash Avenue in Chicago, engaging a dozen youth and a dozen dogs with 13 dedicated volunteers over a six-month period. (3) In May 2016 Safe Humane piloted a Re-entry Program as part of its Lifetime Bonds programming involving twice weekly classes. Participants worked with the Safe Humane trainer and adult SHC-CACC volunteer handlers and facilitators in each class for the 16 classes of the eight-week period. After a successful pilot, the program continued. Key objectives include the following: (a) teaching safety in shelter-dog handling and training skills using only positive, reward-based reinforcement with special emphasis on maintaining the dogs' basic physical and emotional health and such skills as kennel exits/entries and enrichment at CACC; (b) learning and practicing communication skills by interpreting dogs' body language and responding appropriately and compassionately; (c) reinforcing a sense of social responsibility by educating them about animal abuse and population issues and allowing them to give back to the community by saving and improving dogs' lives; and (d) introducing participants to animal-related employment opportunities which exist within the animal welfare and pet industries.”

“Payments to contractors for program services”