Statement of Purpose :

We, the members of the Society of Animal Welfare Administrators (SAWA) wish to state that the express purpose of our organization is to create an association made up of paid professional administrators employed by organizations generally accepted to be a part of the humane movement. It is our intention to establish standards of competence, integrity and professionalism by which we will judge our own number and which, we hope, will identify us as the best in our field.

We hope by this means to enhance the value, effectiveness and standing of our individual members in particular and the humane movement in general.

We wish particularly to stress that it is not a policy of our organization to in any way alter or influence the policies or activities of any persons or organizations except as their policies or activities may directly effect the reputation, standing or livelihood of our individual members.

The formal first meeting was scheduled to be held prior to the September 1970 American Humane Association annual convention in St. Louis. Since its first meeting, SAWA has taken pride in accomplishing many tasks.

One of SAWA's first goals was to develop and maintain positive relations with national organizations such as the American Humane Association (AHA) and the Humane Society of the United States (HSUS). Membership in SAWA has expanded to include executives in related fields as well as others who impact the animal welfare industry.

Another project begun and completed by the founding members was a nationwide salary survey. This survey is conducted every other year and is of benefit to members. In addition to the salary survey, a full resource directory which includes data on organizational size, structure and budgets is produced annually.

Over the years, SAWA has evolved with its original statement of purpose continually in mind. SAWA's foremost goal is to encourage and promote a professional approach to management of animal care and control agencies. The goal of the board of directors is to design its spring and fall meetings in an effort to continually enhance the standards of competence and integrity of its membership, as well as provide a significant benefit to the humane movement. Meetings are designed to stimulate thought on a wide variety of subjects such as animal welfare issues, legislation, administration, finances, personnel and fund development.

Objectives:

• To promote the sharing of information among and within animal welfare and control agencies.
• To enhance the positive and professional image of animal welfare and control agencies.
• To provide educational opportunities for its members.
  

Code of Ethics:

Humane Treatment and Responsible Stewardship

"In a general sense, ethics is the name we give to our concern for good behavior. We feel an obligation to consider not only our personal well-being, but also that of others and of human society as a whole." -Albert Schweitzer

Purpose:

Formal codes of ethics, in themselves, are never enough. No document can cover every eventuality. No series of rules and procedures can guarantee ethical behavior. But establishing a formal code of ethics is crucial because it sets the tone, defines the issues and articulates the values and visions of the organization. Codes of ethics are public announcements. They are statements about the beliefs and intentions of the organization. Codes help to define both the issues at stake, and exactly who has a stake in the issues. Codes help to clarify rights and obligations and articulate an unmistakable minimum standard of conduct. Codes help to make up for human frailty by guiding the individual on what conduct is acceptable. Finally, codes provide a basis for doing principled reasoning and making ethical decisions.

Values:

"Unless all members of an organization share a common vision and a similar series of values, the objective, purpose, and/or goals of that organization cannot and will not be achieved." -James MacGregor Burns

• We believe in the intrinsic dignity and sanctity of human life.
• We believe in the intrinsic dignity and sanctity of animal life.
• We believe all animals are entitled to be free from suffering, abuse and exploitation.
• We believe that companion animals are a product of human intervention and that we have a special obligation to them in regard to humane treatment and responsible stewardship
• We believe we have an obligation to alleviate suffering.
• We believe we have an obligation to prevent cruelty.
• We believe that people should treat each animal as kindly as possible.
• We believe we have a duty to protect and care for the suffering and homeless.
• We believe that our values, decisions, conduct and behavior should set the tone and be a model for others in their care and treatment of animals.
• The commitment, care and attention we afford to both human beings and animals is only differentiated by degree and not by kind.

Organizational Policy and Values:

"The culture of any organization can be documented in its rules and values, but the real culture and worth of an organization is truly demonstrated in the behavior of its members." -Allan Cox

I. HONESTY

• Communicate consistently, truthfully and with integrity inside and outside of the organization.
• Accept responsibility for our actions.
• Provide honest and accurate information regarding agency policies, procedures and programs like fund raising and the disposition of animals.

II. RESPECT

• Treat all living creatures with respect and dignity.
• Create an open environment which encourages and solicits input from all stakeholders.
• Recognize the value of each individual or group.
• Acknowledge socio-economic, cultural, ethnic and philosophical differences.
• Advocate and model respectful behavior through individual and organizational example.

III. RESPONSIBILITY

• Apply all applicable laws impartially with organizational guidelines.
• Provide humane treatment and care for animals.
• Seek ways to improve the operation and delivery of services. Pursue excellence.
• Share information and seek input from, educate, and cooperate with others.

IV. BE FAIR and JUST

• Use good judgment instead of being judgmental. o Listen to and consider opposing viewpoints.
• Make informed decisions without personal bias.
• Apply consistent principles in decision-making while allowing for flexibility.

V. CARING and COMPASSION

• Strive to provide for the physical and psychological needs of people and animals.
• Encourage and support board and staff development.
• Provide a humane and dignified death for animals using recommended and approved methods.
• Extend the principles of caring and compassion to the public.
• Provide a supportive environment in which to deal with issues of euthanasia and grief.

VI. CITIZENSHIP

• Represent the organization in a professional manner.
• Strive to promote positive and collaborative relationships with other agencies, organizations, and individuals.
  

Membership Practices:

Board Nominations:

The Number, Selection and Duties of Board Members
Defined by the by-laws.

Anyone proposing a potential candidate is asked to submit a "Board Candidate Form" to the Nominating Committee Chair. Nominations are reviewed and based on the criteria for selection. Forms are made available to the board members. Additional copies can be requested from the Chair of the Nominating Committee.

The Board, however, may fill a vacated position of the board without a membership election. If a member fills such a vacancy, then he or she may serve two three-year terms in addition to the term he or she is completing (Article VI, Section F).

Nominating Committee
The president shall, not less than sixty (60) days prior to the annual membership meeting, appoint a nominating committee consisting of three (3), at least two (2) of whom shall be directors.

The recommended slate of proposed directors from the nominating committee shall be circulated to the membership not less than thirty (30) days prior to the annual meeting." (Article VIIIB)

SAWA's management firm will be responsible for preparing the nomination/election announcements, under the direction of the Nominating Committee Chair.

The committee also presents the slate of officers for the Board. The board at the fall meeting elects the officers.

Board Member Criteria
(Proposed on 5/27/99 from the Nominating Committee)
1. Professional standing in the animal welfare field.
2. Professional skills needed, e.g. finance, strategic planning.
3. Ability and willingness to contribute time for projects, meetings, conferences, etc.
4. Commitment to attend all board meetings, usually three times a year in different locations. Expenses have to be covered by the board member's own agency and/or by themselves, except for some expenses that may be covered with the summer board meeting.
5. Ability and willingness to solicit others for ideas, in-kind or financial donations.
6. Political influence.
7. Access to professionals in the field.
8. Willingness to accept a leadership role on the Board.
9. Past experience on other nonprofit boards and/or other leadership roles.
10. Interest and support of the aims and goals of SAWA.

SAWA Committee - Structure and Responsibilities:

Bylaws Committee
Is responsible for assurance that organization operates in compliance with bylaws; reviews bylaws and suggests changes as needed; presents proposed changes to the board of directors. Consults with legal counsel of SAWA as needed.

Development Committee
Is responsible for fund development and corporate support for SAWA's programs and annual budget; solicits and acknowledges contributions; actively seeks new contributors; works with Professional Development Subcommittee to achieve sponsorship goals. A member of the Professional Development Subcommittee serves on this committee.

Executive Committee
Consists of the President, Vice President, Treasurer and Secretary and one member of the board of directors appointed by the President. Acts on behalf of the board between board meetings on all matters except membership and filling board vacancies. The Executive Committee is responsible for the activities of the Issues Subcommittee.

• Issues Subcommittee
  Through effective monitoring, proactive outreach to other groups and effective tracking of issues, acts through the Executive Committee to assure that SAWA is included in the definition of scope phases of a majority of important task forces on issues relevant to SAWA members.
  

Finance Committee
The treasurer shall serve as the chair of this committee; A Finance Committee member shall serve on the Development Committee. The Finance Committee develops and presents the annual budget; administers the Financial Assistance Program; works in conjunction with the Professional Development Subcommittee on program budgets; accounts payable and receivable; and monitors investments and develops financial reports for the Board.

Membership Development
Is the core committee supervising, coordinating and reporting on the work of its Membership and Professional Development Subcommittees.

• Membership Subcommittee
  Recruits members; develops member benefit and retention strategies. It is responsible for the SAWA Newsletter, and it appropriately orients new members (handbook, mentors).
• Professional Development Subcommittee
  Develops and implements biannual conferences, secures speakers, and oversees conference arrangements. Recommends relevant skill levels, a test to measure them and assists in developing public notice mechanisms. A member of the Professional Development Subcommittee serves on the Development Committee.
  • Education Subcommittee
    Benchmarks other professional organizations and recommends an expert to develop and implement a curriculum.
    • Survey Subcommittee
      Is responsible for the SAWA Resource Directory and Salary Survey. It recommends feedback instruments to assure high quality educational opportunities for SAWA members.
    • Presenter Selection Subcommittee
      Is responsible for assuring that SAWA can choose from many quality presenters for its conferences.

Nominating Committee
Is responsible for leading the process of recruiting board members. The committee will have the assistance of board members in identifying prospective candidates. The committee formulates a slate of officers for election and organizes new board member orientation.

Strategic Planning Committee
Is responsible for development and monitoring of strategic plan.

AD HOC COMMITTEES and DESIGNEES
Disaster Designee
Is responsible for assuring that SAWA members receive assistance during disasters. Interfaces with other national groups regarding disasters.

Electronic ID Committee
Monitors and updates membership on electronic ID.

National Committee on Pet Population Study and Policy Designee