JAN UARY/ FE B R UARY 2015 VOLU M E 14 NUMBER 1
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Physiological Monitoring during Surgery Considerations for Vivarium Wall Finishes Repurposing and Recycling Enrichment Process Improvement Concepts
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January/February 2015 | Volume 14 | Number 1 | www.ALNmag.com
IN THIS ISSUE
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DEPARTMENTS
Repurposing and recycling an institutionally retired enrichment device
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From the Editor
Save money and go green with a little ingenuity.
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Trending on ALNmag.com
Candace Hedrick, Michael Rowley, and Stephanie Lewis, DVM
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12
Monitoring vital signs of laboratory mice and rats during surgery
Tools for Training Lifetime learning Ann Marie Dinkel
Reduce variables by monitoring and maintaining the animal’s physiological status
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Product News
David FitzMiller
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Up and Running Process improvement concepts Stacy Pritt
Considerations for vivarium wall finishes Matching product specifications with programming is critical to a successful project. V. James Lemken BS, MBA
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Ask Dr. Marty Getting the best from your employees Martin Seidenfeld, Ph.D.
In Memorium: John J. Sabine, Jr.
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Updates from the ATA Allies in industry support Patrice Galvin
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page 18
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Vivarium Pulse
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Ad Index
page 22
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FROM the EDITOR | Elizabeth Doughman
Heading West P Put May 7 and 8, 2015, into your calendar today, because tthe 12th TurnKey Conference will be the event of the year ffor facility directors and managers, veterinarians, vendors, designers, and architects, from all over the world! d The TurnKey Conference has had a good run on the east ccoast, but we felt it was time to take our strong agenda aand history of valued educational sessions and networking opportunities to the west coast in 2015. o The area continues to experience a lot of building and research activity and we are excited to head west and meet new colleagues and share information. The 2015 conference will be held in San Diego, CA at the Sheraton San Diego Hotel and Marina. This year’s agenda has just been released and it’s stronger than ever. Highlights include sessions from AAALAC, sessions on wall and floor finishes, information on SOPs and IACUC, as well as a panel discussion. Additionally, Mike McGarry, Ph.D., will present our Keynote, which in keeping with our theme of Focus on Innovation, is titled Helping Staff Cope with Innovations, Novel Technologies, and Other Complexities in the Animal Facility. Full price registration is $750 per person. Attending with a colleague? Register with the Colleague Discount and enjoy a buy-one-get-one-for-half-price savings. That means you can get 2 full conference registrations for $1125! Enter the code BOGOHALF to receive the discount. The TurnKey Conference registration fee includes admission to all conference sessions, cocktail reception, exhibit hall, breakfast, lunch and breaks on both days. It's time to sign up for this educational program and bring practical, useful information back to your facility! To register for the conference, or to learn more, go to www. turnkeyconference.com.
Learn More
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TURNKEY AWARDS Know a fabulous team or a new facility that needs to be recognized for excellence? Consider nominating them for a TurnKey Award. This annual program recognizes excellence in the design, building, and management of laboratory animal facilities. Facility of the Year Award: The Facility of the Year Award recognizes outstanding achievements in the design/build of a new or renovated laboratory animal facility. The award is intended to showcase new ideas and accomplishments in facility design, construction, and operation. Facility Team of the Year Award: The Facility Team of the Year Award is a new award recognizing an outstanding staff working in laboratory animal research. This award acknowledges the important role of teamwork in the operation of a facility, humane care of research animals, and the impact on research outcomes. All entries must be received by February 17, 2015. For more information, go to www. turnkeyconference.com. elizabeth.doughman@viconmedia.com
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TRENDING on ALNmag.com EDITORIAL DIRECTOR Bea Riemschneider bea.riemschneider@advantagemedia.com EDITOR IN CHIEF Elizabeth Doughman elizabeth.doughman@advantagemedia.com EDITOR Rebecca Waters rebecca.waters@advantagemedia.com ASSOCIATE EDITOR Ernest Austin ernest.austin@advantagemedia.com PRODUCTION MANAGER Christine Wong christine.wong@advantagemedia.com AD TRAFFIC MANAGER Danielle deRonde danielle.deronde@advantagemedia.com NATIONAL SALES MANAGER Denise Phillips 973-920-7657 denise.phillips@viconmedia.com AUDIENCE DEVELOPMENT DIRECTOR Michael Bennett 973-920-7025 michael.bennet@advantagemedia.com AUDIENCE DEVELOPMENT MANAGER Harvey Swaine 973-920-7096 harvey.swaine@advantagemedia.com FOR SUBSCRIPTION RELATED MATTERS Contact: ABM@omeda.com or phone them at, 847-559-7560 for assistance. REPRINTS/E-PRINTS For reprints and permissions, contact The YGS Group (800) 501-9571 or ViconReprints@theYGSgroup.com LIST RENTALS INFOGROUP TARGETING SOLUTIONS Senior Account Manager, Bart Piccirillo, 402-836-6283; bart.piccirillo@infogroup.com Senior Account Manager, Michael Costantino 402-863-6266; michael.costantino@infogroup.com ADVANTAGE BUSINESS MEDIA 100 Enterprise Drive, Suite 600 Rockaway, NJ 07866-0912 Phone: 973-920-7000 • Fax: 973-920-7541 CHIEF EXECUTIVE OFFICER Jim Lonergan CHIEF OPERATING OFFICER/ CHIEF FINANCIAL OFFICER Terry Freeburg VICE PRESIDENT/HUMAN RESOURCES Susanne Foulds CHIEF CONTENT OFFICER Beth Campbell
❯ NEWS:
❯ ONLINE-ONLY:
Common Disinfectants Impair Lab Mouse Fertility
Tales from the Lab
Mice possess a notable talent: they are excellent at making more mice. Their ability to reproduce at a breakneck pace is one reason they are often used as experimental research subjects. Thus, when Dr. Terry Hrubec realized that the mice in her veterinary research lab at Virginia Tech were showing sudden and dramatic declines in reproductive success, she knew she had a problem. After combing through the literature for possible explanations, Hrubec discovered that a researcher at the University of Washington, Dr. Patricia Hunt, was having a similar experience with mice in her lab. Hrubec, Hunt, and several of their graduate students combined forces to find an explanation. Hunt and Hrubec demonstrated that the very disinfectants that are supposed to protect laboratory animals from infection could actually be altering their biological functions. This discovery has implications for lab animal health procedures in research facilities across the globe. Scientists conducting research related to fertility and reproduction will likely be especially concerned about any chemical exposures that could affect the results of their studies.
http://bit.ly/1wDMTHR ❯ MANAGEMENT TIP:
How to Ace Your Performance Review Typically, managers dread having to perform employee assessments and experience high anxiety anticipating them. For the employee, too, who is about to undergo a formal performance assessment, the procedure is a high-anxiety producer. So what typically happens is that two very nervous people get together, try to act calm, and just “get through it.” Often, this results in a manager providing an unrealistically positive review—in order to avoid getting any biteback from the employee. And the employee, fearful and ready to defend himself against charges of poor performance, is all too happy to hear the boss’s comments and then get out of there as quickly as possible. It doesn’t have to be that way.
This new, online-only section profiles researchers working in laboratory animal science throughout the world. In this section, learn how others became interested in laboratory animal science, what they’re working on, and their biggest career surprises.
http://bit.ly/1GhUb5c ❯ TURNKEY CONFERENCE:
Nominations for TurnKey Awards Open ALN Magazine invites entries to its 2015 TurnKey Awards. This annual program recognizes excellence in the design, building, and management of laboratory animal facilities. It is comprised of two categories: Facility of the Year Award & Facility Team of the Year Award. Representatives from the winning Facility Team of the Year Award and Facility of the Year will be our complimentary guests at the conference, to be held May 7-8, 2015, in San Diego, CA at the San Diego Sheraton Hotel & Marina, and will be honored at a special awards luncheon. This annual conference offers programs specifically geared toward building or renovating laboratory animal facilities. The deadline for nominations is February 17, 2015. Review criteria and download a nomination packet at:
www.turnkeyconference.com
❯
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ENRICHMENT |
Candace Hedrick, Michael Rowley, and Stephanie Lewis, DVM
Repurposing and recycling an institutionally retired enrichment device Save money and go green with a little ingenuity.
EVALUATION Our institution removed from rotation an open-bottomed, red, triangular, high
temperature polycarbonate enrichment device (Figure 1) that was previously used specifically for mice. This structurally sound device was removed from the standard enrichment rotation to accommodate a new polycarbonate device that was being implemented into the program. Following evaluation, this retired device was determined to be usable as a repurposed item. When repurposing a device, it is imperative to evaluate the item for multiple species use, cost effectiveness of the modified item versus selling or purchasing new, and the potential for long-term use of the device. Its dimensions were determined to be the appropriate size to repurpose for guinea pig, rabbit, and chinchilla use. Upon reviewing the enrichment products that were currently available for guinea pigs, rabbits, and chinchillas, it was identified that there was less variety in regards to long-term, sanitizable, hanging toys in contrast to an abundance of novel floor toys. The retired triangular device was easily modified to help meet that need.
Figure 1: Triangular polycarbonate device
REPURPOSING The triangles were configured in a threetier hanging arrangement (Figure 2). This pattern was theorized to allow for increased manipulation of the device by the animal and would easily fit in multiple animal housing systems. The triangles were drilled through the center crease using a drill press and a 5/32” drill bit. The drilled holes were smoothed with a deburring tool to remove any potential sharp remains from the drilling process. A customized spacer template board was used to measure 3” of ¾” stainless steel link chain that was parted using needle nose pliers. The
ne aspect of maintaining and updating an environmental enrichment program is the regular review and evaluation of enrichment devices and their current uses. The program review process includes maintaining an accurate inventory of devices to reflect the current and projected animal census, evaluating species-specific use, determining product sustainability, and the replacement of older items with new and novel devices as needed. Items that are removed from the regular rotation in an effort to increase novelty or due to wear are disposed of, sold to another institution, or repurposed whenever possible. The enrichment device review process was developed to be consistent with the Guide for the Care and Use of Laboratory Animals (8th Edition)1 which recommends providing animals with sensory and motor stimulation through structures, resources, and novelty via rotation and replacement.
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Figure 2: Fully assembled modified device
Figure 3: Modified device attached to caging
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Figure 4: Nutritional enrichment
template board increased the consistency and ease of use while spacing and parting the chain for utilization. The open loop of the parted chain was threaded through the center hole of the triangle and attached to the next piece of chain and crimped closed using needle nose pliers. The final device measured 9” in length with 3” of division between each triangle. The final product was able to be drilled and assembled in only a matter of minutes and was easy to reproduce at a high volume when moved to mass production within the facility. The customized device was hung from a supporting structure within an animal’s cage with a stainless steel quick link (Figure 3). Due to center chain placement, the triangles were able to be manipulated as a whole or by the animal turning each individual triangle, thus
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increasing the forms of manipulation and novelty that were originally theorized prior to fabrication. The hanging device effectively provided visual, tactile, and auditory sensory enrichment when utilized by the animal. This device can be further enhanced by including nutritional enrichment in various forms such as applying honey, freezing part or all of it in a water and fruit mixture, or attaching multiple nutritional items to the exposed chain (Figure 4). In addition to nutritional enrichment, novelty can be further enhanced by adjusting the length of the devices to consist of one, two, or three triangles and other forms of toys can be added to the last chain link, such as a bell. The modified device proved a cost savings in comparison to a commonly used commercially available hanging device that serves a similar purpose. A comparable commercially available hanging device has a purchase price of $14.20 and the final supply cost of the repurposed device was $7.25. The in-house customized device had an institutional cost savings of 49%. CONCLUSION In conclusion, by repurposing an institutionally retired enrichment device for mice, a novel hanging device was able to be created which has been successfully used by multiple species within the environmental enrichment program. Additionally, by utilizing existing materials that were recycled within the facility, a cost savings of 49% was achieved in
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comparison to buying a new, comparable commercially available hanging device. REFERENCES 1. Institute for Laboratory Animal Research. 2011. Guide for the care and use of laboratory animals, 9th ed. Washington (DC): National Academies Press.
Candace Hedrick, BS, RALAT is the Enrichment Program Coordinator with University Laboratory Animal Resources (ULAR) at The Ohio State University. She graduated from The Ohio State University with a bachelor’s degree in Animal Sciences and has worked with ULAR for 9 years as a Senior Animal Health Technician and Enrichment Coordinator. University Laboratory Animal Resources, The Ohio State University, 2025 Wiseman Hall, 400 W. 12th Ave., Columbus. OH 43210; (614) 292-8674; Hedrick.62@osu.edu Michael Rowley, BS/BA, RALAT is the Technical Labs Manager with University Laboratory Animal Resources (ULAR) at The Ohio State University. He graduated from Capital University with a Bachelor of Science in Business Administration and Bachelor of Arts in Philosophy. University Laboratory Animal Resources, The Ohio State University, 111 Wiseman Hall, 400 W. 12th Ave., Columbus. OH 43210; 614292-9700, Rowley.48@osu.edu Stephanie Lewis, DVM, MS, ACLAM is a clinical veterinarian with University Laboratory Animal Resources (ULAR) at The Ohio State University. She graduated from the University of Missouri College of Veterinary Medicine and completed her laboratory animal medicine residency at Louisiana State University prior to joining ULAR. She is the director of the Training program as well as Large Animal Medicine and Quality Assurance. University Laboratory Animal Resources, The Ohio State University, 111 Wiseman Hall, 400 W. 12th Ave., Columbus. OH 43210; (614) 247-7009; Lewis.1318@osu.edu Want to read more about enrichment? Go to www.alnmag.com/topics/ enrichment for exclusive content!
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BIOMETHODOLOGIES |
David FitzMiller
Monitoring vital signs of laboratory mice and rats during surgery Reduce Reduc ce variables by monitorin monitoring ng and mainta maintaining aining the e animal’s physiological sstatus tatus using each ffunction unct un c ion is performed usi ing a dif-device operational ferent d ev vice that adds to the o peration nal al complexity While complexi x ty xi ty and the cost of research. Whi hile hi electronic l t i monitoring it i equipment i t should h ld d never replace human clinical observation, some devices are capable of outperforming humans by maintaining continuous observation of the animal, and by measuring parameters that humans are unable to detect and quantify reliably. Electronic monitoring equipment provides uninterrupted monitoring allowing scientists to track trends and be alerted when physiological parameters are out of bounds. This is far more valuable than intermittent, visual observations. By performing accurate and continuous assessment of the animal’s body temperature, oxygen saturation, heart rate, and respiratory function, a higher rate of success for surgical procedures is permitted. Better research results occur when investigators control experimental variables. The objective of achieving reproducible results while conserving research resources is important for scientific, humane, and economic reasons. A PRACTICAL APPROACH The use of mice and rats as surgical models for biomedical research represents an investment in resources for the scientific community. To improve chances for successful results, scientists strive to reduce the variables by closely monitoring and maintaining the animal’s physiological status during surgery. INTRODUCTION Laboratory mice and rats have physiological characteristics that confound clinical assessment such as smaller organs, faster heart rates, and reduced respiratory volumes. Historically, the approach to
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developing physiological monitoring equipment for laboratory mice and rats has been to adapt or modify instruments designed for human use. A number of different devices are available to assess and respond to sudden changes in body temperature, heart rate, and respiration during anesthesia and surgery. Temperature sensors with warming devices regulate body temperature and pulse oximeters assess oxygen uptake in arterial blood and measure heart rate. Capnographs measure end-tidal carbon dioxide (ETCO2) production, which is useful for assessing respiratory function. Typically,
PULSE OXIMETRY AND HEART RATE Although essential, the measurement of arterial blood oxygen saturation is neither required nor is it routinely performed with mice and rats under anesthesia. Equipment cost is often cited as the primary reason. Most monitoring equipment is either too large or not sensitive enough to accurately measure oxygen concentration in rodents, especially mice. Vital signs monitoring during surgery is critically important for gauging the depth of anesthesia, maintaining the animal’s safety, and preserving the validity of the experimental data that are generated from the surgical procedures.
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TEMPERATURE MONITORING AND CONTROL Mice and rats under anesthesia have difficulty regulating their internal body temperature since they have a high surface area to body mass ratio. The risk of hypothermia poses great harm to the safety of the animal, as well as challenges to vital signs monitoring during surgery. In addition, surgical procedures such as inhalation of cool anesthetic gas, preparative hair shaving, opening of body cavities, and rapid water loss and dehydration further impact the animal’s ability to maintain normothermia during surgery and post-surgical recovery. MEASUREMENT OF EXHALED CO2 The decision to continually assess animal health during anesthesia should include the evaluation of expired CO2 (capnography) which provides metabolism, circulation, and ventilation information. While visual observation of the animal’s chest has sufficed for many investigators, capnography equipment provides continuous and accurate status of cardiopulmonary performance. Early detection of hypoxia, hypercapnia, hypothermia, and other deleterious conditions have a direct impact on the outcome of the experimental procedure. Capnography equipment that is designed for humans and adapted for small animals is too large for the surgical field and ill-suited to properly assess the low flow rates common in mice and rats. CONCLUSION Laboratory animal surgery must adhere to regulations disseminated by society’s concerns to maximize the animal’s health and minimize the danger of anesthesia exposure. Today’s economy places financial pressure on laboratories to conserve time and resources while maintaining safe, surgical research. Monitoring vital signs to manage the physiological conditions of small animals under anesthesia can address these challenges and provide the following advantages: • Clear and continuous monitoring of the animal’s health • Efficient use of time and money • Improved care for the animal’s wellbeing • Proper guidance for the surgical team
David FitzMiller is a Marketing Manager for Kent Scientific Corporation and has served as technical advisor and instructor for a variety of rodent surgical workshops. David has been involved in the lab animal industry for over eight years. Prior to working for Kent Scientific, David worked at Co-
vidien as a Product Manager for their Sports Surgery division. David can be reached at dfitzmiller@kentscientific.com. Want to read more about monitoring? Go to www.alnmag.com/topics/monitoring-andrecording-equipment for exclusive content!
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DESIGN/BUILD |
V. James Lemken BS, MBA
Considerations for vivarium wall finishes Matching product specifications with programming is critical to a successful project.
pecifications for wall options in vivarium use are driven by several factors. Foremost, understanding the use and intent of the space is critical to achieving the design goals. Many criteria drive the choices of wall finishes, but comprehensive understanding of the options available is essential to a successful project. A better understanding of the objectives and physical limitations of wall finishes is truly fundamental to any project success. Proper project management along with a targeted, focused decision making process will provide an enhanced and efficient design that meets the goals and expectations of the user. While it is not practical to review EVERY product on the market, we will be focusing on products which have shown consistent value and others which have been accepted s alternatives. It should be noted that there are certainly products that we will not discuss that may fill some specific need or provide a type of value for some clients. All assumptions in the modeling and cost matrix(s) for these products will focus on “Best Practice.”
S
BASIC PRINCIPLES OF WALL FINISHES In order to understand what options are available to us, we must first acknowledge some basic principles that apply to all wall finishes no matter what option or alternative we are considering. These principles will primarily impact both operations as well as construction. These are very powerful tools, because these principles are consistent with all spaces no matter what the use or function. With every wall finish it is important to build an understanding of this foundation. CONSTRUCTION COMPONENTS For construction, all wall options have three basic components that can have a significant impact on construction cost as it relates to product choices and construction duration, these metrics include: 1. Substrate installation: What steps are necessary to construct the substrate? This includes the cost/time of building the substrate. 2. Preparation of the substrate: What steps/procedures are really necessary to prepare for the application of the finish? These include those processes required to make a suitable surface compatible with the “room-side envelope” or the room-side surface. 3. Final finish application: What steps and procedures are necessary to ensure a smooth, pinhole free surface? This would include those steps such as applying the actual finish. In the end, all coatings/finishes are limited to the constraints of the substrate to which they are applied. For this reason, it is critical to calibrate type/material that is consistent with not only the design intent of the space, but meets the overall operational intent of the users.
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PERFORMANCE Ultimately performance is the key metric we look at when specifying a wall finish. Performance can be viewed or interpreted many different ways, but ultimately performance is the ability of a finish to meet the operational considerations of the user, which again, may mean many things, but virtually always clients’ expectations revert to lifecycle. To define lifecycle simply, “longer is better.” Most clients will say that they don’t have time for “down-time” and even if they did, the result of down-time or maintenance is ultimately increased cost in the form of repairs and loss of revenue from per diems or production shut-downs. When appraising performance we consider three basic metrics: 1. Permeability is one of the most important physicals for almost finish (walls, ceilings, and floors). Any product that is permeable is almost always porous, which creates a number of potential hazards, including sanitation and a possible abbreviated life cycle. 2. Surface to most is really the most intimate component to the wall system. Surface is what we see, it is the room-side envelope, including color/aesthetics, cleanability, texture, and chemical resistant. 3. Physical strength of any wall system includes flexural strength, compressive strength, tensile strength, and several others. When considering the weight we would assign to any of these metrics, we circle back to intent. Is the space designed for only one species? Or, are we designing a space that must have the flexibility to accommodate rodents today and NHPs tomorrow? Wall systems for these options would of course be very different. PRODUCT CHOICES After we have programmed the space and have determined the intent, product choices are next. For vivarium applications, we can consider the following product classes as they relate to the room-side envelope. • High performance coatings • Water based coatings • Fiberglass reinforced coatings • Trowled quartz system • Fiberglass panels. CONSIDER THE SUBSTRATE In order to determine the most effective and proper choice for the actual finish, we have to again consider the substrate, since it is really the substrate which will dictate the room-side envelope options and expectations. For substrates we can consider the following options (Figures 1 and 2): 1. CMU (Concrete masonry unit), also known as concrete block, comes in a variety of densities which can have a dramatic impact on the finish.
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2. Stud mounted assemblies as a system include two components, the studs themselves and the actual substrate choice. 3. Poured concrete is also an option for a substrate. Again, ultimately the finish surface will be affected by density of the aggregate. CONSTRUCTION DURATION AND COST Not only product cost but the construction duration will significantly impact total costs of any finish alternative. Construction duration is a critical component in pricing any alternative. Fixed costs can be defined as expenditures that remain the same regardless of the increases or decreases in the level of activity. For construction, these include those costs of overhead associated with the project. Variable costs would include the product choices. Opportunity costs are the income lost to the client during the construction term or duration of the project. All of these costs will influence the total costs of the total project (Figure 3). When considering total costs, ultimately speed of construction is key to keeping costs low. Consider a stud mounted system vs. poured concrete. We must consider the fixed costs associated with an 82 day
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delta between the two. For renovations, even a modest 20 day savings in construction time has a +$300k impact on the project (Figure 4). CONCLUSION When evaluating wall finish options, it is important to consider that the finish itself is not the only cost. There are several items “behind” the wall systems that directly impact the total cost, including substrate construction and preparation of the alternatives. In order to intelligently evaluate any wall finish, we must know the relative cost of the finish alternatives. Remember to include the cost of the substrate and the Prep required, but also remember to include the speed or duration of the total application. Note that more expensive wall finishes which improve the speed of construction may actually decrease total construction costs. Understanding the actual wall construction process will ensure that you choose the correct wall system for the correct application. V. James Lemken BS, MBA, is Vice President of LSP’s construction products group and has over 25 years of progressive experience in the Life Science industry.
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FOCU S O N I N N O VAT IO N THE
2015
TurnKey CONFERENCE
MAY 7-8, 2015 Sheraton San Diego Hotel & Marina San Diego, CA USA
The right environment, the right content, the right strategies for efficient facility design and operation. The 2015 TurnKey Conference has been designed with your needs in mind. Over the course of two days, you’ll be exposed to industry-leading experts armed with successful formulas, essential information, and proven techniques that you can put into practice immediately. The first-class agenda will allow you to create an engaging curriculum to address your immediate laboratory animal facility design/build needs.
AGENDA–AT–A–GLANCE Risk Assessment and Mitigation by the IACUC Performance Testing of Class II Biological Safety Cabinets and Animal Transfer Stations Used for the Safe Handling of Animals KEYNOTE: Helping Staff Cope with Innovations, Novel Technologies, and Other Complexity in the Animal Facility AAALAC Session: Expectations for Physical Plant and Biocontainment: Design, Condition, and Function The Celgene Project: Making the Impossible, Possible Standalone Lab Science Building Design for Hot and Humid Climates: A design-build approach
The Evolution of Sustainable High Performance Floor and Wall Systems and Finishes for New and Renovated Animal Facility Applications; Their Intent, Performance and “Real Life Cycle Costs” Urban Vivaria: Lessons Learned on Two Academic Projects Vibration Measurement to Enhance the Process and AAALAC Certification and Ensure Lab Suitability TURNKEY AWARDS LUNCHEON: Recognizing Achievement in Facility Design and Teamwork Planning Flexible, Multi-Species Vivarium Facilities for Single-Building Research Enterprises The Economics of Sustainable Animal Watering
Developing SOPS to be Short and Sweet Qualify for AIA and GBCI continuing education credits.
Don’t miss this opportunity to get closer to your goals with essential information, content, and expertise. View the complete agenda and register at www.TurnKeyConference.com 16
Presented by:
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John J. Sabine, Jr.
| IN MEMORIUM:
John J. Sabine, Jr.
ohn J. Sabine, Jr. passed away on October 18, 2014, at 60 years of age. He was born in 1953 in Canandaigua NY. He was raised in Morristown, N.J. and lived in Mendham, N.J. for the past 20 years. John’s 45 year relationship with the laboratory animal industry began during summers in high school and college when he worked at W.F. Fisher and Son loading trucks and making deliveries to W.F. Fisher customers in the Metropolitan New York area. At the time, his father, John Sabine Sr., was a sales representative for W.F. Fisher. After graduating from St Francis of Loretto College in 1975 he began his career, following his father’s footsteps as Agway’s Regional Sales manager for Laboratory Diets. In 1982, he left Agway to join W.F. Fisher when his father, John Sr., purchased the business from the Fisher family. He was named President of W.F. Fisher after his father passed away in 1989. John built W.F. Fisher to be a true family owned and operated business. He provided a work environment that cares for and assists his employees with not only work issues but more important to him, personal issues. He treated everyone that he worked with whether a customer, a vendor, or a colleague as if they were family. He was most proud of growing the company enough to be able to hire and work with his niece, nephews, son, and daughter. John is survived by his wife Claudia, daughter Kerry Torrico and husband Rafael, son Colin, a brother Brian and sisters Mary Lou Bellomo and Lee Ann Carroll as well as a granddaughter, Sydney, and numerous nieces and nephews.
J
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TOOLS for TRAINING |
Ann Marie Dinkel
Lifetime Learning nstead of training staff to do the job they were hired to do today, what if training were focused on doing their supervisor’s job, their manager’s job, their department head’s job. What would that focus do to retention, employee engagement, corporate memory, and innovation? Employee retention and a long term relationship with the organization begins upon hiring and should continue throughout the employee’s career; all aspects of the organization should recognize and participate in it. There are a number of strategies to do this and these change over the employee’s working life. The process begins on the day of hire and continues throughout the years the accumulated knowledge of the employee is transferred to potential replacements.
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PRE-BOARDING The first strategy is Pre-boarding. Pre-boarding allows new employees to settle into their new work environment by getting to know their new boss and colleagues even before the first day of work.1 Pre-boarding delivers training and development tools to a new hire immediately, laying the groundwork for that first day on the job. Pre-boarding provides information on the company, its product lines, initial staff orientation, benefits information, and especially networking opportunities with new colleagues. It also may involve pairing the new employee with a sponsor to help them “learn the ropes” of the organization.2 Pre-boarding begins the integration process, cementing the relationship of the new hire and the organization.3 It introduces the new hire to the corporate culture and minimizes any anxiety the new hire may feel about the job. Pre-boarding should begin soon as the job is accepted, as a way to welcome and orient the new employee. This is the beginning of employee engagement, and quickly moving the employee from learning to contributing. During the pre-board period, employees begin to understand the expectations of the job and their role in the organization so that the first day or first week is not so overwhelming. Preboarding should be carefully designed so that the new hire receives the information needed in an orderly manner. Information might include where to report the first day and what items are required to complete hiring paperwork. If there is a dress code, that should be shared, so as to avoid first day embarrassment. Any teambuilding activities, after work sports, or informal Friday gatherings should be offered so the new person feels included. ONBOARDING The next strategy, Onboarding, begins the first day of work. Onboarding is often referred to as new employee orientation, a time when you complete new hire and benefits paperwork, learn the corporate organization, identify department managers, and set up e-mail accounts, mailboxes, and other communication avenues.
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This time can be a blur of new names and faces, and in a large organization, may be very disconnected from the information most necessary to the new employee. They may meet people or hear references to departments they will never encounter. In order to make this experience productive and speed up the learning curve, onboarding needs to be well organized and presented in multiple formats and segmented into a “logical sequence of small, purposeful steps.”4 The information presented should focus on the competencies needed for the job, not just facts and figures about the company. Consider posting information online, so that new hires can retrieve and reference it as needed. Develop FAQs to cover the obvious new hire questions and concerns. One document5 breaks the goals of onboarding into the four “C”s: Compliance, Clarification, Connection, and Culture, which really does cover the spectrum of what is required to quickly integrate a new employee into the organization and attain the goal of swift productivity. According to one source, the best practices for onboarding are: • Developing a formal onboarding framework • Evaluating effectiveness of programs regularly • Ensuring consistency in implementation for ongoing onboarding and training programs • Involving leadership before, during, and after the onboarding program6 The combination of pre-boarding and onboarding enables a quick transition from new hire to productive team member quickly and efficiently. This is a good foundation for a lifetime career, and the professional development that follows. In the next installment, we will focus on professional development to increase and maintain productivity over the work life. REFERENCES 1. Retrieved from: http://www.talentanalytics.com/blog/100-of-people-preferpre-boarding-to-on-boarding/ 2. Kranz, G. Training that starts before the job begins. Workforce Management (workforce.com) 3. Retrieved from: http://elearningindustry.com/preboarding-vital-precursoronboarding 4. Retrieved from: http://www.trainingindustry.com/leadership/articles/six-tipsfor-an-impactful-onboarding-program.aspx 5. Retrieved from: http://www.shrm.org/about/foundation/products/ Documents/Onboarding%20EPG-%20FINAL.pdf 6. Retrieved from: http://www.trainingindustry.com/training-outsourcing/ products/research/training-throughout-the-employee-lifecycle.aspx?1
Ann Marie Dinkel, RLATG, has over 30 years of facility and staff management experience and serves as Adjunct Faculty at the Delaware Technical Community College and the Drexel MLAS program. She is a consultant and trainer in Laboratory Animal Science.
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SPOTLIGHT ON TOOLS & TECHNOLOGY
PRODUCTNEWS
Small Animal Treadmills
Animal Infusion Sets
These small animal treadmills were designed for forced exercise training and muscle fatigue studies in rodents. Unique benefits of these treadmills include: silent motor, even at high speeds, flexibility for experimental protocols with a wide speed range available, and minimal maintenance and easy to clean. Coulbourn Instruments www.coulbourn.com
Completely integrated animal infusion systems provide procedural flexibility and precision. Both large and small animal infusion sets are available complete or as individual components and are also available presterilized. Our infusion sets are suitable for use with all animal species. Lomir Biomedical www.lomir.com
Enrichment Chew Toy The Zigg is designed for the biggest of chewers. It is a large, solid thermoplastic toy and was designed for primates and dogs. The dimpled nubs on each end add an extra level of interest. This toy is made in the USA, is available in red, green, and blue, and measures 5" long x 3 1/2" wide. Otto Environmental www.ottoenvironmental.com
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Flexible Front Isolator Glove Box The Flexible Front Isolator Glove Box provides a high level of biosecurity to the laboratory animal research community. It is also a solution for “germfree housing� of Gnotobiotic rodents. The chamber of the isolator is constructed of polypropylene on five sides. The chamber can be a variety of sizes in all dimensions. Park Bioservices www.parkbio.com
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UP & RUNNING | Stacy Pritt
Process Improvement Concepts WHY PROCESS IMPROVEMENT? With limited resources, managers and staff often turn to methods for improving productivity and efficiency within the animal care program. Applying the concepts of continuous process improvement can enable facilities to become more productive and efficient in a sustainable manner. Process improvement can be an umbrella term that encompasses tactics such as Six Sigma and Lean, but at its core can provide simple tools and methods that anyone can quickly take advantage of. A formal definition of process improvement goes somewhat like this: Process improvement is a systematic approach to focus, measure, and redesign a critical process of any organization in order to reduce waste and achieve breakout improvement for that process.1 When process improvement represents a continual review and assessment of processes to streamline and improve process functionality, one has continuous process improvement or CPI. The traditional reasons for the utilization of formal CPI programs include decreasing costs and increasing efficiencies as well as customer satisfaction. Unfortunately, many think that that CPI should be applied on a process by process or project by project basis but the true power in CPI is when it is applied throughout the workplace. Incorporating CPI into an organization’s culture, inspiring staff to not be satisfied with the status quo, and working to make everything done as part of animal care better are at the heart of CPI. Employees then become fully engaged in their work and an outstanding workplace is created. PROCESS IMPROVEMENT CONCEPTS CPI focuses on improving the output of any process. This is done through evaluating each step and eliminating the “non-value
Enter Anmal Room
Look into all mouse cages
added” or NVA steps. From a broad perspective NVAs include those steps in a process that: • Are typically not done correctly the first time they are performed, thus time is spent correcting problems. • Involve wait times beyond the time spent performing a task. • Do not assist or help staff or the customer (e.g. research staff). • Are not a regulatory requirement. • Were created for older work systems that no longer exist. Unfortunately, not all NVAs can be eliminated or reduced. Examples of those barriers to process improvement include actual regulatory requirements, institutional requirements imposed on animal care processes, and software requirements that impose steps or waiting time into a process. Processes that are the sources of complaints and concerns are generally those that are tackled first when implementing a CPI culture. Improving these processes, perhaps in a series of quick wins, can prove to be especially motivating and can help ingrain CPI into the workplace cultures. PHASES OF CPI When CPI becomes part of the culture, it involves a constant redesigning of processes. Complaints and concerns about processes help identify and prioritize the processes that should be examined. Prior to getting to the point of redesigning a process, the process should be critically evaluated to look for the NVAs as previously outlined. Several tools exist to allow for the critical evaluation, but process mapping is one of the most useful and easiest
Yes
Is an animal sick?
Complete and Submit Animal Notification Form
No
Document that Healh Observations are Complete
Discuss Findings with Veterinarians if Needed
An example of a process map.
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UP & RUNNING | Byline to use. Process maps serve as a visual display of all of the steps and decision points in a process. They are meant to show the movement of information or physical items through the process and to encourage everyone to think about the process the same way. All members of a team should participate in the creation of process maps to ensure that they are complete and accurate. Cross-functional teams should be convened to help with mapping when needed. Mapping becomes especially important when processes have not been previously written down, may only be known by few or only one person, or may only exist within people’s heads. Many excellent resources exist for learning how to map processes. In many instances a simple flow chart with arrows and specific shapes representing types of steps (e.g. decision points, physical work, communication delivery). Visually examining the steps can make barriers or confusing steps clear and obvious. During the mapping, it is important to truly get to all steps encompassed within the process. Once the process is mapped, it is important for the steps to be benchmarked if they can. Benchmarking includes measuring the process for time, distance travelled, repeated items, number of “hand-offs,” and other parameters that can gauge efficiency and productivity. When the process map is complete, it’s time to have fun. The fun is in the ability to redesign the process to a better state. By asking why each step exists, identifying what is wrong with it, and fixing (or eliminating) it, a new process emerges (remember, this is the part about looking for NVAs). Ideas for this include making some steps electronic; not allowing incomplete information to be sent into the process flow; decreasing the number of communications, such as e-mail, sent by combining messages; decreasing the number of paper documents generated; eliminating steps that are based on outdated or legacy thoughts or procedures; establishing metrics for a step when non-exist; moving equipment around to better utilize space and decrease travel time; and tightening the control of steps with already existing metrics. The redesigned process should then be mapped and the stages of implementation outlined. Implementation must include a test, or a series of tests, of either the entire redesigned process or parts of the process with a small group of people. End-users or customers of the redesigned process must be included in these implementation tests. During these tests, newly established metrics can be evaluated for feasibility, glitches can be found in new electronic steps, and unexpected hurdles can be identified. Modifications are then made to achieve the goals created during the redesigning process. Putting the newly redesigned and tested process into practice means training everyone involved, from those doing the process, those using the process, and those being served by it (the customer). Additionally, the changes should be commu-
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nicated appropriately within the facility and other interested departments. Every effort should be made to ensconce this new process in operations and ensure that legacy steps are no longer performed. CONCLUSIONS There is no need to overhaul only sizeable processes. Little improvements that come about the continual re-evaluation of certain steps of processes and result in advances that boost morale and support for the CPI concept. Critical thinking of the steps in all processes is stimulated through CPI. Managers can focus on hiring staff with previous CPI experience who can immediately contribute to the effort. This article has summarized the very basic steps of CPI without reviewing the more regimented methods of Six Sigma and Lean mentioned earlier. To further your understanding of CPI and process mapping, two recent texts to consult are Process Improvement Simplified published by the American Society for Quality and The Basics of Process Mapping.2 Hopefully you can experience the feelings of success, fulfillment, and empowerment that others have when they permanently adopt CPI as a way of work. REFERENCES 1. King, J.B., King, F.G., and Davis, M.W.R. (2014). Process Improvement Simplified: A How-to-Book for Success in any Organization. ASQ Quality Press. 2. Damelio, R. (2011). The Basics of Process Mapping (2nd Ed.). CRC Press.
Stacy Pritt, DVM, MS, MBA, CPIA, DACAW is the Director of IACUC at the UT Southwestern Medical Center. She has over 10 years’ experience working in contract laboratories, including oversight of animal welfare and regulatory compliance.
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ask DR.MARTY | Martin Seidenfeld, Ph.D.
Getting the Best from Your Employees s a manager, do you sometimes wonder, am I really getting the best from my employees? Even when you see your workers functioning well, there is always the question: might they be doing even better? How can you increase the odds that you are getting the best performance possible from each employee? Here are five rules that smart managers follow in order to ensure that their employees’ are maximizing their potentials.
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BE ENTHUSIASTIC AND POSITIVE As a manager you are a model for your employees. If you want them to take initiative and be enthusiastic about their work, demonstrate those traits and behaviors yourself. For example, when word comes down from upstairs that you are to undertake an unpopular task, it would be natural for you to be unhappy and grouse about it. But your employees would be sure to pick up on such an attitude and certainly wouldn’t give their best. Even if you believe that the higher-ups made a bad decision (and you know that it can’t be changed) you still must pass it along to your employees with as much energy and enthusiasm as you can muster. You don’t have to be hypocritical and agree that the Big Boss made a great decision, but you must show your employees that you can accept the bad along with the good and are willing to make the best of it and do your damndest to make it work anyway. Your manner of expression counts a lot. Do you consciously moderate your voice tone? Do you smile a lot? Can you use hand gestures to emphasize points? All of those behaviors count—and show that you really care about your work and your employees. INVOLVE EMPLOYEES IN DECISIONS As the manager of your unit you have to decide how to tackle a problem. Seeking employee input in decision-making is crucially important for gaining their support and their best efforts. If you just tell Harry to do something, and he is a good employee, he will accept it and try to do it. But if you ask Harry how he thinks it should be done, and you can accept his ideas, he will care more about it and will be more deeply committed to showing that his idea was a good one; he will work harder and more enthusiastically to demonstrate how right he was.
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Getting employee input on decisions is also smart. Very often, it is those workers who are directly “on the line” that best know how things work. Ignoring their input is ignoring your best source of useful information. GIVE EMPLOYEES RESPONSIBILITIES AND FOLLOW UP People make their strongest efforts when they know they are responsible for outcomes. Do your employees know clearly and specifically exactly what is required of them? To make sure that’s the case, whenever assigning a task, ask for feedback. That way, there can be no misunderstanding about precisely what the employee will be responsible for. To increase employees’ sense of responsibility, they must know that their work will be evaluated. Don’t simply assume that the employee has done a good job. You must follow up to see how well it was done. If well done, you get to issue an “attaboy” and give thanks for the good work. If the work is less than satisfactory, you have the chance to discuss it and help the employee to improve. Only by following up regularly can you quickly become aware of problems—and fix little problems before they become big problems. When the employee knows that he is fully responsible for some work and that his work will be assessed, he will put forth his best efforts. THANK EMPLOYEES FOR GOOD WORK Employees react differently to incentives and are motivated by different things: some love being in on things, others love having some authority, still others crave the attention they get. What is important to one may be much less so to another. But one motivator that is powerful for virtually all employees is feeling appreciated for their work. Saying “thank you” is a simple, powerful motivator, yet is often overlooked. Some managers of the oldschool express the idea, “Why should I thank them? After all, it's their job.” While that may be true, it is just plain dumb. Thanking employees is cheap, easy, and powerful. Don’t overlook it. Warning! Don’t go overboard and become unrealistic and gushy with your gratitude for a job well done. Learning to give “thank-yous” in a proportionate and realistic way is a crucial management skill.
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ask DR.MARTY | Martin Seidenfeld, Ph.D.
LISTEN TO EMPLOYEE CONCERNS Besides his clinical work and university Great supervisors develop strong, positive relationships with each of their employ- teaching, Martin Seidenfeld, Ph.D., provides consulting to organizations on manees, and they do so through communicating effectively. Too often, managers think agement issues and on managing organizathat communicating means talking to employees and telling them what's wanted. tional stress. They forget that communication is always a two-way street: managers must listen as much as they talk. The best managers spend time and make deliberate efforts to listen to their employees. They show interest in what United States Postal Service they say by such simple things STATEMENT OF OWNERSHIP, MANAGEMENT, AND CIRCULATION as head-nodding and putting 1. Publication Title: ALN 2. Publication Number: USPS # 022-393 3. Filing Date: October 1, 2013 4. Issue in appropriate "uh-huh's." Freque ncy: Published 9 times a year including an Annual Buyer's Guide 5. No. of Issues Published Annually: 9 6. Sometimes, it means repeating Annual Subscription Price: US $120, Canada $180, Mexico & foreign air $180 7. Complete Mailing Address of Known back what an employee said in Office of Publication: Vicon Business Medi a, Inc. a subsidiary of Advantage Business Media, PO Box 779, Amherst, NH your own words, to show that 03031. Contact Person: Harvey Swaine, Telephone: (973) 920-7096 8. Complete Mailing Address of Headquarters or General Business Office of Publisher: Advantage Business Media, 100 Enterprise Drive, Suite 600, Box 912, Rockaway, NJ you are getting it. Sometimes, 07866-0912 9. Full Names and Complete Mailing Addresses of Publisher: Elizabeth Vickers, Advantage Business Media, it means questioning what you 100 Enterprise Drive, Suite 600, Box 912, Rockaway, NJ 07866-0912; Editorial Director: Elizabeth Doughman, Advantage hear, to seek clarification. It Business Media, 199 Rte 100, Bldg. 7, PO Box 779, Amherst, NY 03031 also means paying attention to 10. Owner: Advantage Business Media, LLC, 100 Enterprise Drive, Suite 600, Box 912, Rockaway, NJ 07866-0912 11. body language and to interpretKnown Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of ing the subtle clues that people Bonds, Mortgages, or Other Securities: none 12. Tax Status: The purpose, function, and nonprofit status of this organization and the exempt status for federal income tax purposes has not changed during preceding 12 months give when interacting. “Listen with the third ear” by noticing 13. Publication Title: ALN 14. Issue Date for Circulation Data Below: September 2014 such things as tone of voice, 15. Extent and Nature of Circulation: Average No. Copies No. Copies of Single posture, hand gestures, even Each Issue During Issue Published Preceding 12 Months Nearest to Filing breathing patterns, in order to a. Total Number of Copies (Net Press Run) truly listen—and hear—what 6,080 5,861 b. Legitimate Paid and/or Requested Distribution the employee says. Pay atten(1) Outside County Paid/Requested Mail Subscriptions Stated on PS Form 4,788 5,123 tion to how the employee is (2) In-County Paid/Requested Mail Subscriptions Stated on PS Form 3541 0 0 really responding to your mes(3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and sage. Having well developed 0 0 Other Paid or Requested Distribution Outside USPS ® active listening skills enhances (4) Requested Copies Distributed by Other Mail Classes Throught the USPS 123 70 your relationships, and without c. Total Paid and/or Requested Circulation (Sum of 15b. (1), (2), (3) and (4)) 4,911 5,193 strong, positive relationships d. Nonrequested Distribution your employees will not want (1) Outside County Nonrequested Copies Stated on PS Form 3541 881 550 (2) In-CountyNonrequested Copies Stated on PS Form 3541 0 0 to go the extra mile for you. ***** As a manager, you accomplish your work goals through your employees. The better they perform the better off you are. To make sure you are getting the best possible work from your employees, follow the above rules. They’ll be happier, more enthusiastic, and perform better, and you’ll know you are getting the best from yourself.
(3) Non-Requested Copies Distributed Through the USPS by Other Clases of Mail (4) Non-Requested Copies Distributed Outside the Mail e. Total Nonrequested Distribution (Sum of 15d (1), (2), (3) and (4)) f. Total Distribution (Sum of 15c and e) g. Copies Not Distributed h. Total (Sum of 15f and g) i. Percent Paid and/or Requested Circulation (15c divided by f times 100) 16. Publication of Statement of Ownership for a Requestor Publication is required and will be printed in the October 2013 issue of this publication. 17. Signature and Title of Editor, Publisher, Business Manager, or Owner
R. Harvey Swaine, Audience Development Manager (signed)
0
0
142 1,023 5,934 146 6,080 82.8%
0 553 5,746 115 5,861 90.4%
UPDATES |
Patrice Galvin
Allies in Industry Support TA President Teresa Woodger and Past-President Frank Lynch share their thoughts on the role and future of the ATA including support of the industry and spreading the word about vendor contributions to biomedical research.
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Formed in the late 1950s, the Allied Trade Association (ATA) has over a half century of experience in representing the needs of vendors in the biomedical research industry. Each of the approximately 100 member companies provides monetary support to lab animal science organizations through purchase of exhibit space, sponsorships, participation in special programs, and awards. Though the organization has member companies that are competitors, the ATA isn’t a venue for one-upmanship. Their agenda focuses on the health of the industry, benefits for member companies, and the greater good of the research community. We interviewed newly-inaugurated ATA President Teresa Woodger and Past President Frank Lynch about the role of the ATA and goals for the future. When asked, “Do people know what the ATA stands for?” the answer was “no” in unison with a laugh. Woodger elaborated, “The only people who do would be the long term members. The long term members understand but not everyone.” Both Woodger and Lynch agree that education about the ATA is an ongoing process and an important one. THE ROLE OF THE ATA Over the years, evidence of the ATA at work can be seen in a variety of ways including input on National Meeting site selection, promoting the use of badge scanning systems, accepting papers and sponsoring the well-attended Technical Trade Presentations, and the New Products exhibit. While the original mission continues, the ATA has also expanded its role to reach out to other industry groups such as AALAS district meeting organizers, LAMA, and others. These ongoing relationships have resulted in better communication and understanding between the ATA and LAS-affiliated organizations. According to Lynch, who just finished a two year term as ATA president, “Our job is to protect the business interests of the ATA membership to and for the laboratory animal community. In that capacity, we play two roles. One role is to support the missions of AALAS, LAMA, or any lab animal organization and others who are supporting the industry and supporting research. Our other role is to protect our membership and promote our members so their exposure at these meetings is recognized by the community.” The benefits to both sides are tangible—ATA member dollars keep many industry programs afloat, and the exhibit and sponsorship opportunities promote vendor recognition. Woodger notes, “It’s a partnership and we are collaborating much better with the scientific community than we were ten years ago.”
The ATA board, made up of elected volunteers, views the ATA as more than a financial partner. Lynch agrees noting that “It was recognized as far back as the 1970s that we are an excellent ancillary education resource. We have to always remind others and ourselves to use us to help educate. We bring something to the table.” To this end, the ATA has assisted regional districts in putting together meetings that have value for all parties involved. The ATA also has plans to become a central resource to companies that are new to the industry and to build data for decision making on how to approach and participate in this market. In addition to the focus on community support, education, and rapport with the various organizations, Woodger stresses the value of integrity. “The need for integrity is important in biomedical research and it is important that the vendors understand and reflect this as well.” THE FUTURE Her presidency will continue to promote the ATA mission but she also looks to include conversation about the role of the vendor community in the work of biomedical research. One of Woodger’s key objectives is advocacy for voicing contributions by the trade community. She notes that, “We don’t tell the world how much the products and services contribute to the welfare and well-being of science. We need to get the word out that the vendor community takes its role seriously and knows that their products help produce vaccines and treatments and help advance the science.” Lynch concurs. “The ATA is trying to advance the market needs. This isn’t just ‘us’ developing a product but it’s a partnership between the researchers and the equipment, technology, and service providers. We look to work on collaboration with the scientific community. The exhibiting companies are an excellent ancillary benefit to the industry. Use us to educate, to innovate.” The ATA takes pride in the value that it brings to both members and the LAS community. Lynch notes that “There are a lot of companies that do business in this industry but there are not a lot of companies that support the industry to the magnitude that ATA members do.” Woodger sums it up by saying, “Support the industry and be part of it.” THE ATA BOARD The all-volunteer ATA board is a dedicated group of individuals with expertise in and understanding of the marketplace. Here’s a brief look at that 2015 ATA Board. Teresa Woodger, ATA President Teresa Woodger, President of Lomir Biomedical Inc., has spent her entire Teresa Woodger
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UPDATES career working within the research domain. She started out as a laboratory technician in a small CRO with varied experience in reproductive and general toxicology. She then moved to manager of a pathology laboratory, then on to business development before joining Lomir in 1993. Teresa is a member of National AALAS since 1995 along with a number of AALAS branches, 2013 Chair of the EAC, member of ATA, LAMA, ASR, IAT and AFCAS. Teresa serves as ATA director at Large to the LAMA board of Directors, and is on the National Meeting Site Review Committee/ AALAS. Edward Russo, ATA President-Elect Ed Russo, President/Owner of LABEX of MA, has over 25 years of experience in vivarium design, construction, and management. Through his vision, Ed has created a company that provides quality reconditioned vivarium equipment. Ed has been associated with the AALAS community for the past 25 years. Andrea Gay, ATA Secretary Andrea Gay, Regional Sales Manager for the Southern Territory of the U.S. for The Andersons Bedding Products, has Edward Russo been involved in the lab animal industry for 15 years. Prior to working for The Andersons Bedding Products, Andrea worked at Shepherd Specialty Papers. She is a member of National AALAS, LAMA, ATA, District IV and District 7 branches of AALAS, as well as the IAT and ANZLAA international branches. Andrea served as 2014 Chair of the Exhibitor Advisory Council for AALAS and is currently Secretary for the Andrea Gay Allied Trade Association. Andrea has published articles in The Enrichment Record and ALN Magazine. Bob MacGregor, ATA Treasurer Bob represents Carter 2 Systems and has over 15 years of experience in the animal cage and installation, and over 20 years of managing the finances of his own business as well as those of two non-profit organizations. Frank Lynch, ATA Past President Frank has been with Pharmacal Research Laboratories since 1981 as the Mid-Atlantic Sales Representative. Frank has been a National AALAS member since 1983 and has served as EAC/ Bob MacGregor AALAS Chair, ATA President, National Meeting Site Review Committee/AALAS, and ATA Liaison to the LAMA Board of Directors. He currently serves on the Award Selection Committee/AALAS. Frank is a member of the NCAB (1983-present), RTB (1984-present) and the FAALAS (1984-present). Frank has co-authored articles in both ALN and ALN World Frank Lynch Magazines. The ATA continues outreach to grow membership. For more information about the ATA and how to join, visit www.go2ata.org. Patrice Galvin is the Editorial Director for ALN Magazine. Contact Patrice at alneditors@ viconmedia.com.
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VIVARIUM PULSE What kind of bedding do you use in your vivarium?
Corn Cob
50%
Paper Bedding
37%
A Mixture re e of Two T o or More Kinds
23%
Wood Bedding
38%
Results compiled from a December 2014 survey.
ADVERTISER INDEX 5. . . . . . . . . . . . . . . . . . . . Allentown, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . http://www.allentowninc.com/
27 . . . . . . . . . . . . . . . . . . . Lab Products, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . www.labproductsinc.com
6. . . . . . . . . . . . . . . . . . . . Alternative Design Manufacturing & Supply, Inc. . . . . . http://www.altdesign.com
15. . . . . . . . . . . . . . . . . . . Pentair Aquatic Eco-Systems. . . . . . . . . . . . . . . . . . . . . . . .www.PentairAES.com
28. . . . . . . . . . . . . . . . . . . Ancare Corp. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.ancare.com
3. . . . . . . . . . . . . . . . . . . . Shepherd Specialty Papers, Inc. . . . . . . . . . . . . . . . . . . . . . .www.ssponline.com
19. . . . . . . . . . . . . . . . . . . Animal Care Systems, Inc. . . . . . . . . . . . . . . . . . . .www.animalcaresystems.com
2. . . . . . . . . . . . . . . . . . . . Veltek Associates, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . www.sterile.com
13. . . . . . . . . . . . . . . . . . . ClearH2O. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . www.clearh2o.com
17 . . . . . . . . . . . . . . . . . . . VetEquip, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.vetequip.com
11. . . . . . . . . . . . . . . . . . . Contec, Inc. . . . . . . . . . . . . . . . . . . . . www.contecinc.com/products/animal-lab/
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Beter Products. Better Science. 28
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