Cat King

Cat King.

Snoop Dogg puts money forward to end shelter euthanasia

I love this guy!  Snoop Dogg puts money forward to end shelter euthanasia.

Ashe County commissioners to vote on gas chamber use

So one commissioner has changed his mind but others are still holding out?  I’m appalled that we are killing at all let alone via gas chambers! 

Police: Man Intentionally Drowns Dog at Fairfield Civic Center Pond

My heart breaks for the poor dog. I hope this guy gets some help or stays in prison forever.

Shane’s War Information Sheet

By Diane Robertson

Date:  08/12/2013  Last Updated:  12/02/2013

Shane’s War

Information Sheet

I thought this list of public information would be helpful for those of us that are new to Shane’s War.  I will continue updating this list as more material is created or located.  Feel free to provide information to add to this list via the comment section at the bottom of this post.



  • City of San Bernardino Animal Shelter Pardon #SBCPardon scheduled for February 4, 2013.  I will update this blog post with additional information as it becomes available.

Online Presence


Press Coverage

Selma Alabama – Central Alabama Animal Shelter – August 2013

July 2013 and Prior


Pardon Information

What is a Shane’s War PARDON?  It is a week-long and sometimes longer Adoption event where we ask the Government , the Police , the Media and the citizens to all put their differences aside for the animals.  The word Pardon does not imply the animals did anything wrong; it is simply our attempt to save them from certain Death.  After the pardons end, we stay in touch with the citizens in these towns to help network the animals.

When we came up with the Pardon idea, we had no idea if it would work or not.  We have had people who were long time enemies working together for some of these.  As long as they are in need, we will try to help.  When we go to a shelter for the first time, we visit every animal. We love them all, we travel under no banner of any national group, we are just Citizens helping the animals, our partners are different everywhere we go.   Do we offer training to staff at shelters? No.  If we see common sense things that will help, of course we speak up.  Our mission is to get animals out of harms way, any citizen is welcome to sign the pardon in a town we are in (Shane).

The following pardons have been completed and more are lined up:

  • #SelmaPardon | Selma, Alabama | August 20, 2013
  • #ButlerPardon |Butler Alabama | August 2013
  • #ManateeCountyPardon |Manatee County Animal Services and Palmetto|Florida | April 2013
  • #JonesCountyPardon |Jones County Animal Control | Georgia |February 2013
  • #TerrellPardon |Terrell County Animal Control |Georgia |June 2012
  • #MaconBibbPardon |Macon City -Bibb County Animal Control| Macon, Georgia | January 2013
  • #MaconPardon | Macon City Animal Control  |Macon, Georgia| May 2012
  • #MaconPardon | Macon City Animal Control | Macon, Georgia | November 2011

Spring Cleaning Time for Your Organization’s Fundraising Database – NPQ – Nonprofit Quarterly

Spring Cleaning Time for Your Organization’s Fundraising Database – NPQ – Nonprofit Quarterly.

Donor Retention

Reblog…Donor Retentioin…great article from NPQ. Read the entire article at:

Overall, a brief review of the literature suggests a number of actions that nonprofits might take to improve donor loyalty:

  1. They should begin by developing an understanding of the economics of loyalty, and thus identify for themselves the difference in the lifetime value of the fundraising database that would be garnered by achieving small improvements in the level of donor loyalty achieved (1 percent, 2 percent, 5 percent, etc.). This is essential if staff and board members are to understand the rationale for an enhanced focus on loyalty, and “buy in” to the process necessary for this to become a reality.
  2. Perceptions of the quality of service offered to donors are the single biggest driver of loyalty in the fundraising context. Organizations should therefore take steps to measure the quality of service provided by their organization and improve on those areas where weakness is detected.
  3. Organizations should think through and, ideally, conduct their own primary research program to understand why donors support their organization, or, more specifically, from which aspects of the organization’s operations (or fundraising) individuals derive the most value. Value can then be engineered that directly reflects and satisfies donor motives for supporting the organization.
  4. Allied to the above, nonprofits should consider how and under what circumstances they might contribute to a donor’s sense of self-identity. Are there circumstances where a donor would be likely to start defining him- or herself, at least in part, through his or her support of the organization? Donors may, for example, derive value because they identify with aspects of an organization’s brand or personality. These aspects may then be emphasized in communications.
  5. Allied to the above, organizations should give greater thought to the labels they append to donors in their thank-yous and other communications. Donors can be persuaded to adopt an identity if it is fostered consistently over time and reinforced with credible messages from a credible source.
  6. Nonprofits can seek to build donor commitment to their cause by considering each of the determinants we alluded to earlier. They can:
    • Clearly articulate their organization’s values.
    • Make clear to donors the difference their support is or has been making and therefore the consequences to the beneficiary if they were to withdraw.
    • Consider the “journeys” that they will take supporters on through ongoing communications. This might be as simple as considering what “a year in the life” of each category of supporter might look like, or it may be more sophisticated, looking at how each segment of donors will be educated about the cause (and bought closer to it) over time.
    • Allied to the above, consider ways in which donors can be actively encouraged to interact with the organization. In the electronic environment, for example, this is relatively easy. Supporters can be asked to sign up for specific forms of communication, to offer recommendations or suggestions, to take part in research, to “ask the expert,” to campaign on behalf of the organization, to “test” their knowledge in a quiz, etc. The more two-way interactions that are engendered, the higher the level of loyalty achieved will be.
  7. Similarly, organizations should seek to foster trust by considering all of the antecedents alluded to earlier. An organization can:
    • Demonstrate to the donor that it has exhibited good judgment in its dealings with beneficiaries, its stewarding of organizational resources, and, where applicable, its approach to campaigning.
    • Stress that it adheres to appropriate standards of professional conduct. Ensure that all outward-facing members of staff receive appropriate training in customer service.
    • Design and instigate a complaints procedure so that individuals who wish to can take issue with the quality of an organization’s fundraising or approach.
    • Communicate the achievements of the organization and, where possible, relate these to the individual contributions made by individuals or segments of supporters.
    • Ensure that all promises made to donors are adhered to and, critically, seen to be adhered to.
  8. Consider the development of regular or “sustained” giving programs. Levels of attrition are much lower than those achieved in traditional annual giving. Younger donors are also significantly more comfortable with regular giving than their older counterparts, so offering regular giving, particularly as an online option, will greatly reduce the level of attrition experienced.
  9. Evaluate the continuation of activities that lower loyalty, such as list swap programs. Managers need to assess the impact on donor lifetime value rather than looking at the short-term attractiveness (i.e., return on investment) of such programs.
  10. Consider the creation of donor welcome cycles. E-mail and mail versions of these cycles should be considered. Newly acquired donors should be exposed to a differentiated standard of care while their relationship with a nonprofit develops. The historically strongest recruitment messages would likely be the most effectual components of such cycles.
  11. Finally, those organizations seeking to facilitate higher levels of loyalty would be advised to maintain regular contact with their donors, researching ongoing needs and preferences. As a consequence of this research database, segmentation can then be regularly reviewed and updated as necessary. It would also be helpful to conduct regular exit polling of lapsed supporters to identify the reasons that predominate for this behavior. Corrective action can then be taken where possible.”

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