Long Term Goals


Long Range/Strategic Plan


The Central Missouri Humane Society exists to prevent and alleviate suffering and uncontrolled reproduction of companion animals with emphasis on public education, adoption and providing basic veterinary services for underserved pet owners.


The Central Missouri Humane Society is regarded as Mid-Missouri’s leading animal welfare agency; it is financially sound and emphasizes adoption and public education.

Strategic Objectives

1. Financial Security

To assure its survival and fulfill its mission, it is essential that the CMHS attain financial security.   Even though individual months may sustain an operational financial loss, “Financial Security” shall be defined as sustaining a positive cash flow on an annual basis.  It shall be the goal of the CMHS Board of Directors (BOD) to maintain a budgetary reserve fund equal to twenty-file percent (25%) of its average annual operating budget and to build an endowment fund which yields an annual investment income equal to the budgetary reserve.


  1. A. Increase Fundraising Efforts
    1. 1. Establish a fundraising committee of the BOD.  The committee may include professional guidance, staff and community members as well as Directors.  May be tasked to CMHS Friends.
    2. 2. Establish/enhance fundraising infrastructure: develop adopter and donor record system to track grateful owners and shelter donors, in-kind and monetary, with ability to access various categories of donors, such as top 100, all over $500, frequency and method of giving, etc.  Include businesses as well as individual donors.
    3. 3. Develop cultivation plan for E.D. to make personal contact with top 100 to update them on shelter, provide supporting information, invite them for post-renovation tour.  Develop a contact schedule per week.  Record date, nature and results of contact in donor record system.  BOD members and/or shelter staff personally acquainted with donors may accompany E.D on calls.
    4. 4. Make certain top 100 and all donors who contribute $500 are on appropriate shelter mailing lists and invited to all appropriate events.  Develop individual cultivation plans for top 100.
    5. 5. Identify other prospects that support our mission.
    6. 6. Coordinate with CMHS Friends to schedule fundraising awareness building events which target the ≥$500 donors and prospects.
    7. 7. Secure a high profile community leader or leaders to serve as fundraising spokesperson.
    8. 8. Develop corporate sponsors for single events or as sustaining sponsors.  Invite sponsors to all fundraising events.
    9. 9. Target relevant donors such as businesses which profit from the pet industry.  Examples may include but not be limited to: Orscheln, Westlake, MFA Exchange, retail pet stores, WalMart, veterinarians, the MU College of Veterinary Medicine.
    10. 10. Build and maintain strong connections to CMHS Friends.  Friends should serve a primary role in a capital campaign.
    11. 11. Recruit service club sponsors of CMHS.  Examples: Optimists, Rotary, Cosmos.
    12. 12. Recruit area college student organizations as sponsors.

Tasks for Increase Fundraising Efforts continued:

    1. B. Operate with efficiency using modern, model technologies
    1. C. Develop diversified income sources
    2. 1. Place emphasis on fee collection at time of service: intakes, adoptions, low-cost veterinary services.
    3. 2. Invest endowment funds and annual reserve funds for income production.
    4. 3. Establish and promote a planned giving, i.e. bequests program to benefit CMHS.

    1. D. Plan the capital campaign for an enlarged shelter.
    2. 1. Consider hiring outside counsel to conduct feasibility study.
    3. 2. Develop plan for new shelter including architect renderings.
    4. 3. Draft the “case for support,” the foundation document of the campaign.
    5. 4. Identify campaign financial goal and timetable.
    6. 5. Recruit campaign leadership, preferably from current donors/adopters who are prominent within the community.
    7. 6. Develop campaign brochure that communicates the vision for the enlarged shelter and its services and details gift levels and naming opportunities in the new facility and for specific shelter programs housed there. Break down number of larger and smaller gifts that will meet goal.
    8. 7. Prepare campaign communications plan which includes collateral materials such as bumper stickers, t-shirts, donor premiums and other items; op ed’s, and other promotional activities/materials.
    9. 8. Promote the E.D as the face of CMHS and chief fundraiser; also plan how to deploy other staff related to campaign infrastructure support and “front line” support.
    10. 9. Develop campaign “messages” for BOD members and all other supporters for service club presentations and other appearances.
    11. 10. Identify “leadership givers” who will step forward at the kickoff and make public commitments.

D.  Plan the capital campaign for an enlarged shelter.

1. Kick off campaign with a major event by Friends featuring facility renderings and the introduction of leadership givers, and celebrate their support.

E. Actively and aggressively pursue grant options

1. Assign grant writing and application to one specific staff member or grant writing proficient volunteer.

2. Facility

The current (2010) physical structures of the CMHS are significantly undersized and antiquated to serve the pet populations of Central Missouri and to fulfill the mission of the CMHS.  The 2010 ZooToo makeover of the primary adoption area is seen as the catalyst needed to launch a major overhaul/renovation/expansion of the facilities which will admirably serve the organization into the next decade.


    1. A. Refine projections of animals expected to be serviced each calendar year through 2020.
    1. 1. Refine data – analyze dogs and cats held in peak months
    2. 2. Contact regional shelters for intake comparisons.
    3. 3. Project human population growth. Consult with American Veterinary Medical Association regarding regional dynamics.
    4. 4. Share/use these projections with local contracting governments and other stakeholders.
    1. B. Prepare a master facilities plan.
    2. 1. Identify needs.
    3. 2. Two isolation areas: sick/surgical recovery and new intakes
    4. 3. Separate intake and adoptions entrances.
    5. 4. Reconfigure for accessible traffic flow
    6. 5. Expand vet services area.
    7. 6. Expand visitor lobby.
    8. 7. Include meeting rooms – 18’ x 26’ minimum for volunteer training/summer or special camps.
    9. 8. Reference room for training.
    10. 9. A/C for intake area and acquaintance rooms.
    11. 10. Include crematorium, grooming area, laundry area, storage, restrooms with showers and lockers for staff and volunteers, kitchen/break room, memorial garden, “get acquainted” areas for potential adopters.
    12. 11. Provide access to trail for exercising dogs.
    13. 12. Ensure a welcoming/professional visual appearance for public.
    1. C. Initiate a capital funding campaign.
    1. D. Prepare estimate of annual operating expense projections for expanded facilities.
    1. E. Include major repair and replacement funding as part of annual operating budget.

3.  Provide exceptional customer service.

It is the goal of the CMHS staff and BOD to achieve a 99% customer satisfaction rating.  This exceptional service goal applies to all CMHS operations and services whether they be a pet adoption encounter, low-cost veterinary service, animal care counseling and advice, telephone consultation or other contact.


    1. A. Define customers
    2. 1. Guests at our facility: visitors, staff, volunteers, Animal Control Officers, representatives of other rescue/adoption groups
    3. 2. Other types of contacts: phone, letter, twitter, email, facebook
    4. 3. Contacts off-site: events, fundraisers, mobile adoption units
    5. 4. Our animals which are in other’s care as CMHS ambassadors
    1. B. Define the elements, measures or surveys to be used to collect data for:
    2. 1. adoptions
    3. 2. owner requested veterinary services
    4. 3. lost and found
    5. 4. information requests
    1. C. Establish baseline date for “B” above
    1. D. Define priorities and opportunities for improvement
    2. 1. follow-up calls – post adoption for example and timing of
    3. 2. deepen donor relationships
    4. 3. establish policy to replace at reduced or no charge pets euthanized by owner request
    5. 4. provide informational video, slideshow, PowerPoint presentations in lobby.
    1. E. Staffing
    2. 1. strive to hire staff with customer service backgrounds
    3. 2. prepare and educate staff for typical questions which visitors might have – FAQ’s
    4. 3. develop policies and train staff on situational protocols
    5. 4. regularly review with staff updated adoptable animal profiles.

4. Improve the public perception of CMHS

It is essential to the survival of CMHS and its mission that the public view it as dedicated to the welfare of all companion animals surrendered to its care, the placement of 100% of adoptable animals in loving environments and the dissemination of accurate and timely information of all aspects of animal care.


    1. A. Annually continue to reduce the number of animals euthanized
    1. 1. expand the physical facilities to accommodate all adoptable animals until such time as homes can be found for all
    2. 2. increase collaboration with other rescue/adoption organizations
    3. 3. create a comprehensive roster of adoptable animals on the website and advertise in local print media
    4. 4. promote innovative adoption opportunities/campaigns
    1. B. Educate the public to the fact that some animals surrendered are unsuitable for adoption due to illness, age, owner preference or breed
    1. 1. define for the public factors which render animals unadoptable
    2. 2. explain factors which classify animals as having “special needs” which renders them unadoptable
    3. 3. explain in presentations to groups or at events challenges the percentages of animals surrendered, adopted and transferred
    4. 4. inform the public of an animal’s average length of stay at CMHS
    1. C. Secure industry and public recognition and awards of excellence
    1. 1. Missouri Quality Award
    2. 2. Baldridge Award
    3. 3. Chamber of Commerce Small Business Award
    4. 4. join Columbia Chapter for Excellence
    1. D. Promote/market CMHS successes
    1. 1. inform public of CMHS adoptions
    2. 2. prepare and distribute informational press releases in:
    1. a. local media
    2. b. CMHS website
    3. c. CATV
    4. d. service clubs and organizations
    5. e. partnering pet service providers and stores

5. Public Education

Make CMHS the recognized resource for all animal welfare information and companion animal population issues.  CMHS should serve as the first resource for public inquiries regarding all issues of companion animals, city and county animal regulations and issues as well as the reporting place for all concerns regarding animal abuse or neglect.  CMHS will coordinate with local governmental leaders in its service as liaison between governments and public.


    1. A. Define elements of animal welfare to teach to the public
    1. 1. pre-school/elementary schools – animal safety
    2. 2. middle school – responsible pet ownership
    3. 3. high school – impact of pet ownership to our community, service projects/volunteerism
    4. 4. colleges and MU – volunteerism and service project opportunities
    5. 5. adult education – Daniel Boone Reg. Library, Career Center – impacts of and responsibilities of pet ownership
    1. B. Select mechanism for educating the public
    1. 1. on-line forum
    2. 2. blogs
    3. 3. LinkedIn, facebook, other social networking opportunities
    4. 4. Friday folders of elementary students
    5. 5. CATV, MediaCom
    6. 6. CMHS lobby TV
    1. C. Identify target audiences and promote CMHS’ successes and those of other animal welfare/adoption organizations
    1. 1. schools at all levels
    2. 2. civic groups/organizations
    3. 3. Chamber of Commerce – E.D. and BOD President as representatives
    4. 4. Women’s Network
    5. 5. Churches
    6. 6. PTSA’s
    1. D. Develop and offer at low or no cost, classes in:
    1. 1. dog obedience
    2. 2. adoptions – Pet Ownership 101

6. Leadership and Collaboration

Promote CMHS as the primary animal welfare advocate agency.  CMHS shall serve as the facilitator among Central Mo. companion animal organizations on issues relating to domestic animal legislation at all governmental levels.  It shall become the primary contact with and coordinating agency among animal professional organizations such as veterinarians, the MU College of Veterinary Medicine as well as commercial ventures profiting from the sale of animal products and services.


    1. A. Promote legislation which advances the cause of animal welfare
    1. 1. City of Columbia/Boone County and State of Missouri USDA
    2. 2. prepare and issue position statements on legislation as appropriate
    3. 3. invite public officials to CMHS board and special meetings and events
    4. 4. continue to cultivate relationship with Columbia/Boone County Director of Public Health & Human Services
    1. B. Cultivate cooperative relations with the Research Center for Human Interactions
    1. C. Secure a MARS grant – veterinarians/PTS, fostering
    1. D. Promote/maintain partnership with MU College of Veterinary Medicine
    1. 1. shelter medicine program
    2. 2. herd health of small animals
    3. 3. companion animal dentistry
    4. 4. spay and neuter
    1. E. Engage local retail outlets as partners
    1. 1. pet stores
    2. 2. restaurants
    3. 3. The District
    4. 4. pet groomers
    5. 5. others engaged and profiting from the pet industry
    1. F. Partner with other rescue/adoption groups
    1. 1. local/regional/state-wide/nation-wide
    1. G. Promote the prison foster animal program

7. Balance Intake with Outflow

It is the goal of the CMHS staff and BOD to euthanize no adoptable animals. Intakes include: surrenders from patrons, rescues from the MO. Department of Agriculture, Animal Control dogs not retrieved by owners.  Outflow includes: adoptions, placement with other rescue or adoption groups, PTS.


    1. A. Develop innovative strategies to maximize adoptions.
    1. 1. annually review and update as needed policy and procedures manual.
    2. 2. continually refine new employee training manual.

    1. B. Gather and archive for future analysis date relating to owner-surrendered pets
    1. 1. location; municipality vs. county
    2. 2. collection of surrender fees by residence location of owner
    3. 3. breed of dog
    1. C. Manage puppy mills appropriately
    1. 1. limit number of animals accepted per year
    2. 2. determine mutually acceptable compensation from state
    1. D. Analyze intakes surrendered by other municipalities/counties; other than Columbia and Boone County.
    1. 1. require annual contract with municipalities or counties to accept impounds
    2. 2. charge “per animal” fee
    1. E. Educate
    1. 1. Public: pet overpopulation problem, responsible pet ownership
    2. 2. Local governments: pet overpopulation problem, CMHS cost to hold animals until adopted.
    1. F. Collect data on reasons for euthanasia.