Villa La Paws Operations Manual-Detail 03-26-2014

Villa La PAWS LLC
Resort & Spa

Operational Manual
Confidential
Property of Villa La Paws
Page 1
3/26/2014
Do not copy/reproduce under copyright laws
Contents
INTRODUCTION TO THE VILLA LA PAWS OPERATIONS MANUAL ................... 8
Manual Organization ...................................................................................................... 8
Ownership of the Manual................................................................................................ 8
Purpose of this Manual ................................................................................................... 8
Importance of Confidentiality ......................................................................................... 9
Keeping the Manual Current ........................................................................................... 9
Submitting Suggestions .................................................................................................. 9
Disclaimer ....................................................................................................................... 9
INTRODUCTION TO YOUR VILLA LA PAWS FRANCHISE SYSTEM .................. 10
Welcome from the President/CEO of Villa La PAWS ................................................. 10
History of the Company ................................................................................................ 11
Chronological Events: ............................................................................................... 11
Mission Statement and Philosophy ............................................................................... 13
Who Ya Gonna Call? .................................................................................................... 13
Villa La PAWS Services Selection ............................................................................... 15
Doggie Daycare Mandatory Service ...................................................................... 15
Slumber Party (Boarding) Mandatory Service ...................................................... 17
Kitty Casitas Mandatory Service ........................................................................... 19
The Villa La PAWS Spa (Grooming) Mandatory Service .................................... 21
Villa La PAWS Limos Optional Service ............................................................... 22
OVERIVEW OF SERVICES PROVIDED BY VILLA LA PAWS FRANCHISOR ...... 23
Training ......................................................................................................................... 23
Operational Assistance.................................................................................................. 23
Advertising .................................................................................................................... 23
Operations Manual ........................................................................................................ 23
Inspections .................................................................................................................... 24
National Call Center Fund ............................................................................................ 24
Plans and Specifications ............................................................................................... 24
Time-To-Market Assistance Programs ......................................................................... 24
DUTIES OF VILLA LA PAWS FRANCHISEE ............................................................. 26
Training ......................................................................................................................... 26
Cleanliness .................................................................................................................... 26
Service and Product Quality ......................................................................................... 26
Site Selection ................................................................................................................ 26
Site Development and Opening .................................................................................... 27
Time-To-Market Site Selection Program.................................................................. 27
Operation....................................................................................................................... 28
Approved Suppliers ...................................................................................................... 29
Inspections .................................................................................................................... 29
Harmful Business Practices Prohibited......................................................................... 30
Corporate Franchisees ................................................................................................... 30
Maintenance of Franchised Business; Remodeling and Redecorating ......................... 30
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PRE-OPENING PROCEDURES ..................................................................................... 32

Introduction ................................................................................................................... 32
Establishment of Business Form ................................................................................... 32
Business Structure ..................................................................................................... 32
Overview of Entity Choices ...................................................................................... 32
Liability Protection ................................................................................................... 33
Income Taxation ....................................................................................................... 34
Administration .......................................................................................................... 34
Other Factors in Entity Choice ................................................................................. 35
Bottom Line .............................................................................................................. 35
Where to Form Your Entity ...................................................................................... 35
Naming Your Entity.................................................................................................. 35
Assumed Name Certificate ....................................................................................... 35
Villa La PAWS Service Selection ................................................................................ 36
Competition Analysis for Site Selection ....................................................................... 37
Site Selection Process ................................................................................................... 39
Factors Favoring Leasing a Building for Your Villa La PAWS ............................... 39
Factors Favoring Purchasing a Building for Your Villa La PAWS .......................... 40
What to look for when evaluating a building for your Villa La PAWS facility ....... 41
Lease Considerations ................................................................................................ 44
Seeking Approval of Proposed Sites......................................................................... 45
Licenses, Permits and Taxes Operational Permits ................................................... 45
Training ......................................................................................................................... 47
Additional or Refresher Training .............................................................................. 48
Seminars and Conventions ........................................................................................ 48
Setting Up Your Facility ............................................................................................... 48
Building-Out the Facility .......................................................................................... 49
Construction Specifications ...................................................................................... 49
Required Fixtures, Furnishings, Equipment and Services ........................................ 49
Services needed for the Villa La PAWS facility are: ............................................... 51
POS and Computer Systems ..................................................................................... 52
Sign Requirements .................................................................................................... 53
List of Approved Suppliers ....................................................................................... 53
Utilities and Services ................................................................................................ 54
Uniforms ................................................................................................................... 54
Bank Accounts .......................................................................................................... 54
Insurance Coverage ................................................................................................... 54
Your Grand Opening..................................................................................................... 55
Goals & Objectives ................................................................................................... 56
Notifications .............................................................................................................. 56
Location Approved: .................................................................................................. 56
Five (5) Six (6) Weeks from Grand Opening Date ................................................ 56
Four (4) Weeks from Grand Opening Date .............................................................. 56
Three (3) Weeks from Grand Opening Date............................................................. 57
Two (2) Weeks from Grand Opening Date............................................................... 57
One (1) Week from Grand Opening Date ................................................................. 58
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Pre-Opening Media Tour (2PM 4PM) Wednesday Afternoon prior to Grand

Opening Day ............................................................................................................. 59
VIP Party (7PM 9PM) Wednesday Evening prior to Grand Opening Day ........... 59
Grand Opening Day .................................................................................................. 60
Within 2 days after the Grand Opening .................................................................... 60
PERSONNEL ................................................................................................................... 61
Preparing to Staff Your Facility.................................................................................... 61
Leasing personnel ..................................................................................................... 61
1099 Contract Personnel ........................................................................................... 61
Full time or part time employees .............................................................................. 62
Employment Law Basics - Please see Appendix A .................................................. 64
Preparing to Hire Your First Employee ........................................................................ 65
Franchise Manager (Resort Manager) ...................................................................... 65
Lead Counselor Job Description ............................................................................... 67
Dog Counselor .......................................................................................................... 69
Customer Service ...................................................................................................... 72
Lead Groomer ........................................................................................................... 74
Groomer .................................................................................................................... 74
Bather ........................................................................................................................ 76
Paws Limo Driver ..................................................................................................... 77
Cleaner/Feeder .......................................................................................................... 79
Recruiting Employees ................................................................................................... 81
Sources of Employee Candidates.............................................................................. 81
Employee Referrals:.................................................................................................. 82
Unsolicited Applicants/Walk-Ins .............................................................................. 82
Schools, Colleges, Universities: ............................................................................... 82
Open House:.............................................................................................................. 82
Advertisements (Newspapers, Website, On-line services, Message Boards, etc.): .. 83
Public Relations: ....................................................................................................... 83
Networking/Word of mouth:..................................................................................... 83
Temporary Help Services: ........................................................................................ 83
Contingency Search Firms: ....................................................................................... 84
Retained Search Firms: ............................................................................................. 84
Job Advertisements: .................................................................................................. 84
Selection Process .......................................................................................................... 85
Employment Applications ........................................................................................ 86
Interviewing Job Applicants ..................................................................................... 87
Preparing For Interviews........................................................................................... 87
Questions to Avoid ................................................................................................... 89
Pre-Employment Testing .......................................................................................... 91
Background Checks on Job Applicants .................................................................... 92
Employment Offers ................................................................................................... 94
New Employee Paperwork ....................................................................................... 94
Additional Steps in Hiring Process ............................................................................... 94
New Employee Orientation....................................................................................... 94
New Employee Training ........................................................................................... 94
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PERSONNEL POLICIES ................................................................................................. 94

Villa La PAWS Employee Handbook .......................................................................... 95
Introduction ............................................................................................................... 95
Employee Benefit Programs ..................................................................................... 95
Timekeeping & Payroll ............................................................................................. 95
Work Conditions & Hours ........................................................................................ 95
Leaves of Absence .................................................................................................... 96
Employee Conduct and Work Rules ......................................................................... 96
Employee Scheduling ................................................................................................... 97
Employee Management Forms (See Appendix C) ................................................... 97
Employee Morale / Motivation ................................................................................. 97
Performance Evaluations .......................................................................................... 97
Employee Discipline ................................................................................................. 97
Summary of Good Employee Management Practices .............................................. 97
Getting Legal Help with Employment Law Issues ................................................... 97
DAILY OPERATING PROCEDURES ........................................................................... 98
Required Days / Hours of Operation ............................................................................ 98
Customer Service Procedures ....................................................................................... 98
Greeting Customers .................................................................................................. 98
Answering the Telephone ......................................................................................... 98
Customer Feedback ................................................................................................... 99
Customer Complaints................................................................................................ 99
Our Customer Complaint Policy............................................................................... 99
Refund Requests ..................................................................................................... 100
New Customer Procedures .......................................................................................... 100
New Dog Evaluation Procedures ................................................................................ 100
Conducting the Pre-Temperament Test & Client Interview ................................... 100
Conducting the Dog Daycare Temperament Test ................................................... 101
Dogs That Fail the Test or Need to be Expelled ..................................................... 103
Merchandising Procedures .......................................................................................... 105
Visual Merchandising Standards ............................................................................ 105
Merchandising Products.......................................................................................... 105
Daily Resort Operations Procedures ........................................................................... 106
Doggie Daycare ...................................................................................................... 106
Boarding/Slumber Party.......................................................................................... 108
Feeding Procedures ................................................................................................. 110
Medication Administration ..................................................................................... 111
Paws Limo .............................................................................................................. 111
Daily Resort Room Set-up/Tear Down ................................................................... 111
Maintaining Inventory ............................................................................................ 112
Sanitation Procedures.............................................................................................. 112
Opening / Closing Checklists.................................................................................. 112
Transacting Sales .................................................................................................... 112
Troubleshooting Common Issues ........................................................................... 117
Inventory Management ........................................................................................... 120
Loss Prevention Techniques ................................................................................... 123
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Safety Procedures.................................................................................................... 123

REPORTING .................................................................................................................. 124
Operational and Financial Reporting .......................................................................... 124
Franchise Fees and Reporting Requirements .............................................................. 128
MARKETING................................................................................................................. 129
Promoting our Business in Your Area ........................................................................ 129
Your General Obligations ....................................................................................... 129
Guidelines for Using Marks .................................................................................... 129
Marketing Standards ............................................................................................... 129
Branding ...................................................................................................................... 129
Logo Specifications ................................................................................................ 129
Required Marketing Expenditures .............................................................................. 129
Local Marketing .......................................................................................................... 129
Introduction ............................................................................................................. 129
Brand Recognition & Awareness...............................Error! Bookmark not defined.
Target advertising in print ....................................................................................... 130
Our Interactive Internet Strategy ............................................................................ 130
TV and Web/TV ..................................................................................................... 132
Winning Industry and Recognition Awards ........................................................... 133
B-2-B Affiliations ................................................................................................... 133
Being a Subject Matter Expert ................................................................................ 134
Keep Them Coming Back ....................................................................................... 134
Special Marketing Programs ....................................................................................... 135
Senior Program ....................................................................................................... 135
Hotel Partnership Program ...................................................................................... 135
Realtor/Event Planner Program .............................................................................. 137
Merchant Neighbor Program .................................................................................. 138
Local Veterinarian Program .................................................................................... 138
Local Pet Store Retailers Program .......................................................................... 139
Marketing with Your Heart ......................................................................................... 139
VLP Animal Rescue/Welfare Program ................................................................... 139
Support our Military and 1st Responders ................................................................ 140
Public Relations / Community Involvement ............................................................... 141
Press Releases ......................................................................................................... 141
Better Business Bureau ........................................................................................... 141
Local Chamber of Commerce ................................................................................. 141
Police and Fire ........................................................................................................ 141
Local Schools .......................................................................................................... 142
Local Churches ....................................................................................................... 142
Obtaining Marketing Approval ................................................................................... 142
SALES PROCESS .......................................................................................................... 142
Introduction ................................................................................................................. 142
The Sales Process ........................................................................................................ 142
Identifying the Customer Needs ............................................................................. 142
Product and Service Knowledge ................................................................................. 143
Features and Benefits .............................................................................................. 143
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The Customer .............................................................................................................. 143

Lead Generation and Lead Tracking....................................................................... 143
Handling Inquiries ...................................................................................................... 143
Closing the Sale .......................................................................................................... 144
The Reluctant Customer ......................................................................................... 144
Handling Objections ............................................................................................... 144
APPENDIXA Employment Law Basics ....................................................................... 145
Employment Law Basics ............................................................................................ 145
Federal Regulations on Employment Relationships ................................................... 145
COMPLIANCE ASSISTANCE MATERIALS ......................................................... 162
State Employment Laws ............................................................................................. 162
OSHA /State OSHA Programs ................................................................................... 163
APPENDIX-B Approved Suppliers ................................................................................ 166
Approved Suppliers .................................................................................................... 166
Approved Products...................................................................................................... 166
APPENDIX-C Forms...................................................................................................... 166
MANAGEMENT DOCUMENTS/FORMS ............................................................... 166
Operational Forms .................................................................................................. 166
Daily Cash Sheet ..................................................................................................... 166
Employee Forms/Examples .................................................................................... 166
APPENDIX-D Demographics ........................................................................................ 167
Using to Determine Your Villa La PAWS Client Base .............................................. 167
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INTRODUCTION TO THE VILLA LA PAWS OPERATIONS

MANUAL
Welcome to the Villa La PAWS Resort & Spa Operational Manual. This Operations
Manual provides you with the policy framework from which to manage your business in
a professional, legal, and profitable manner.
In order to protect the reputation and goodwill of Villa La PAWS and to maintain high
standards of operation under Villa La PAWS Proprietary Marks, Franchisee shall conduct
its business in accordance with the Manual, one (1) copy of which Franchisee
acknowledges having received on loan from Villa La PAWS for the term of their
Franchise Agreement.
You can also view this Operations Manual on-line and will be able to use the hyperlinks
and our document search engine to quickly find the information you are looking for. You
will need an ID and Password to access the on-line Operations Manual. IDs and
Passwords were given to you during your Training session. If you have forgotten your
ID and Password please email administrator@villalapaws.com or call 1-800-877-7833
Manual Organization
This manual contains over 100 pages of section by section analysis of ongoing business
operations. It includes Employer-employee agreements, the hiring process, Federal
Employment Rules, Interviewing follow-up, and post hiring procedures, payroll
functions, avoiding employee lawsuits, employee benefits, and discipline and termination
policies. The manual addresses safety guidelines, uniform requirements, training of staff,
opening and closing checklist requirements, sanitation guidelines, and ongoing marketing
and advertising considerations. This manual also serves as a business resource by
providing numerous forms you will need in the ongoing operation of your business.
Ownership of the Manual

This manual is owned and is the property of Villa La PAWS. You are allowed to borrow
this manual for your use. The Manual shall at all times remain the sole property of Villa
La PAWS and shall at all times be kept in a secure place at Franchisees headquarters or
at the Approved Location. No reproductions of this manual can be made without express
written authorization from Villa La PAWS.
Purpose of this Manual

The purpose of this manual is to give the reader a reference to operate their Villa La
PAWS in a legal and business like manner. Villa La PAWS franchise rules and
obligations are also included.
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Importance of Confidentiality
The Villa La PAWS Operations Manual is highly confidential and is protected by
copyright and its ownership by Villa La PAWS .
Franchisee shall at all times treat the Manual, any other manuals created for or approved
for use in the operation of the Franchised Business, and the information contained
therein, as confidential, and shall use all reasonable efforts to maintain such information
as secret and confidential. Franchisee shall not at any time copy, duplicate, record, or
otherwise reproduce the foregoing materials, in whole or in part, nor otherwise make the
same available to any unauthorized person.
Keeping the Manual Current

Villa La PAWS may from time to time revise the contents of the Manual, and Franchisee
expressly agrees to comply with each new or revised standard. Further, Franchisee shall
at all times ensure that its copy of the Manual is kept current and up-to-date. In the event
of any dispute as to the contents of the Manual, the terms of the master copy of the
Manual maintained by Villa La PAWS at Villa La PAWS headquarters shall be
controlling.
A master copy of the Villa La PAWS Operations Manual and all updates can be accessed
form the Villa La PAWS Intranet Site.
Submitting Suggestions
We welcome suggestions and comments on this manual. Please email them to us at
administrator@villalapaws.com
Disclaimer
This manual and its contents are for guidance only and does not ensure success in the
operations of your Villa La PAWS Resort & Spa.
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INTRODUCTION TO YOUR VILLA LA PAWS FRANCHISE

SYSTEM
Welcome from the President/CEO of Villa La PAWS
Welcome to the Villa La PAWS Family

Obviously youre reading this document because you have decided to join our Villa La
PAWS Family.
We want you to have what we have, a rewarding, fulfilling and gratifying business that
provides potentially a good income, great growth potential, increased owner equity and
personal and professional satisfaction
Dont kid yourself, this is hard work! You will be physically and mentally challenged
every day. The good news is that it does get easier.
Surrounding yourself will staff that has a passion for animals, a strong work ethic, and
the willingness to learn and grow professionally is critical in having a smooth running
organization.
As a company we are very active and involved with animal rescue and welfare groups.
We feel that we need to give back to the pet community that also provides a significant
source of income. You will find that over time, a significant number of your 4-legged
customers will be rescue dogs.
Customer service is paramount to our success. We are always there for our 2-legged
customers and their 4-legged kids. Our mission statement and now yours says it best,
We will be a trusted and extended family member for our customers.
We at Villa La PAWS will be with you every step of the way providing you with the
education and training you will need to launch your Villa La PAWS Resort & Spa. Then
provide you with ongoing support and encouragement to attain your dreams.
Again, welcome!
Tom Murray
President/CEO
Villa La PAWS LLC
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History of the Company

Knowing our history shows the path that we traveled to gain the knowledge and expertise
in the Pet Services industry. This knowledge along with a strong business philosophy
and strategic plan has propelled the Villa La PAWS brand as the go to leader in the Pet
Service industry.
Starting with the Villa La PAWS Concierge in 2005 many people would say that we have
minimal experience in this industry. Our response, time is relative only if you dont use
that time wisely! We used wisely with a strong plan and exploded onto the pet services
scene and havent slowed down one bit.
Chronological Events:
The Villa La PAWS Concierge LLC was formed in November of 2005. Its primary
services were outbound pet services that consisted of, pet-sitting and dog walking.
May 2006, The Villa La PAWS Concierge purchased Its a Ruff Life Daycare &
Beautification Center, Bell Road Location, representing its first physical location. This
location was re-named to The Villa La PAWS Resort & Spa on Bell.
June 2006, The Villa La PAWS Concierge is featured on Good Morning Arizona with
three live segments featuring the Villa La PAWS Resort & Spa Webcams.
January 2007, The Villa La PAWS Concierge changes its unit operational name to The
Villa La PAWS Resort & Spa
February 2007, The Villa La PAWS Concierge launches its Traveling Pet Program and
enters into pet services agreements with five prominent Phoenix area resorts
April 2007, The Villa La PAWS Concierge purchased Its a Ruff Lifes Doggie Daycare
& Beautification Center, 32nd Street location, giving The Villa La PAWS Concierge
significant West Valley and East Valley service hubs. This location was re-named to The
Villa La PAWS Resort & Spa on Shea.
May 2007, The Villa La PAWS Resort & Spas are awarded The Best of Phoenix
Award for pet boarding and pet hotels. Villa La PAWS Spa (grooming) is awarded 3rd
place.
May 2007, The Villa La PAWS Concierge is chosen to be an Employee Benefit offered
through the Employment Management Association (EMA) serving over 80 major
employers in the Phoenix metropolitan area.
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Property of Villa La Villa La Paws LLC
June 2007, The Villa La PAWS Concierge enters into an agreement with American PEO,
to perform all payroll, H/R and benefit administration for The Villa La PAWS Concierge
and its employees.
August 2007, The Villa La PAWS Concierge partners with AAA Association. They
chose the Villa La PAWS Concierge as its travel partner for pet services
November 2007, The Villa La PAWS Concierge starts accepting cats for boarding with
its new Kitty Kasita service offering.
January 2008, The Villa La PAWS Concierge selects Harold Kastenbaum PC as its
Franchising Attorney and signs a UFOC development Agreement
January 2008, The Villa La PAWS Concierge selects Master Franchising development
and marketing group as its Master Franchising developer
February, 2008, The Villa La PAWS Concierge selects Jonathan Ariano as its Trademark
Attorney
April 2008, The Villa La PAWS Concierge files the Trademark application for Villa La
PAWS .
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Mission Statement and Philosophy

The Villa La PAWS Resort & Spa operational units deliver doggie-daycare, boarding,
dog-training, pet-sitting, dog walking and limousine-service. Each operational unit has a
Villa La PAWS Spa that delivers professional pet grooming services and a Villa La
PAWS Boutique that sells upscale pet food products and accessories both in-store and
online.
Mission Statement: Become a trusted extended family member, of our customers (pet
parents), who provides a fun, healthy and safe environment for their 4-legged children.
Our business philosophy is the foundation of our culture. Because we are in a very
personal business we ask ourselves with each business decision:
Is the decision sensitive to all affected

Does the decision hinder or enhance our service portfolio
Does the decision enhance our national rollout model
Our 4-legged customers are someones children and the parents expect that we treat you
as such. We need to know your names, your habits (good and bad), health issues, likes
and dislikes, etc. The parents want feedback on your pets behavior, activities and advice
on issues you may be experiencing at home with the pet.
Like all children, pets have your good days and your bad days. Many times we at Villa
La PAWS spend more quality time with the pet than your owners do. We often become
the first line of awareness of health and behavior issues which often are related. Our
daily conversations with parents usually result in a plan of action if there are behavior
issues. Taking the time to know and understand each and every pet develops our baseline
for sensitivity.
Service means simply, being there when the customer needs you and always exceed your
service and personal expectations.
The Villa La PAWS has built its core service portfolio around pet services with the
highest demand, Pet Boarding, Pet Sitting, Doggie Daycare, Dog Training, Pet
Limousine, Pet Boutique and Grooming.
The Villa La PAWS Concierge provides corporate services to our Villa La PAWS Villa
La PAWS s. It is responsible for all human resources, accounting, lease management,
marketing and sales, national call and reservation center, centralized purchasing and
development and management of the Villa La PAWS Network consisting of partners and
affiliates.
Who Ya Gonna Call?

Not Ghostbusters! Nope, you have access to the best professionals in the pet industry and
also in our specific business that are available to you via the phone or email.
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Please check out our Villa La PAWS Knowledge Center where we have collected and
categorized many Frequently Asked Questions FAQs you may find your answer! If
not, please call or email us.
Call your National Call Center at 1-800-885-7833 (RUFF) and your call center can direct
you to the appropriate person to talk with or get them a message. You can also email
your questions to FranchiseSupport@VillaLaPaws.com
The Villa La PAWS Pet Resort & Spa Corporate headquarters are in Phoenix Arizona,
located at:
10640 N. 32nd Street
Phoenix, AZ 85028
1-800-855-7833 (RUFF) Option 7
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OVERVIEW OF PAWS SERVICES

The following pages will describe the Villa La PAWS Services and the support you can
expect from Villa La PAWS. Your success as one of our Villa La PAWS franchisees is
our highest priority.
Villa La PAWS Services Selection

This section describes in detail the mandatory and optional authorized services that you
can offer and deliver from your Villa La PAWS Resort & Spa.
Doggie Daycare Mandatory Service

Many dogs spend their days bored, lonely and building up a lot of
pent-up energy. By the time the owner finally gets home from a
busy day, their dog wants attention and wants to play. Meanwhile,
they want to unwind and relax after a long day.
Just drop the dog off at your Villa La PAWS Resort & Spa or have them picked up and
delivered using your Villa La PAWS Limo. The lucky dog will spend the day socializing
with other dogs, running around and burning off plenty of pent-up energy. That way, an
evening in pet parents home is relaxing for the both of them and they can both unwind
after a long day.
The Villa La PAWS Resort & Spa requires an evaluation of all dogs prior to them
attending doggie daycare or its Slumber Party boarding solution. The evaluation
contains a review of the pet profile form, verification of required vaccinations and an
introduction between the dog and the others called a Temperament Test.
Once the dog is accepted, he is invited to come for doggie daycare or a slumber party
(overnight) at any time.
During the day, the dog will be placed into a play group that is best suited to his
temperament and size. The Villa La PAWS Resort & Spa has climate controlled daycare
rooms with cool purified water to suit every dog. There are rooms set up for active dogs
where ball playing, rope tugging and bubbles abound. There are lots of toys and
equipment in each room and there is also a playroom for smaller dogs, mature dogs and
gentler players, "Couch Potato Lounge", for dogs who just want to relax with company
and watch dog videos and listen to music.
Each playgroup goes outdoors for hourly bathroom breaks in the morning before heading
off to playtime. After several hours of romping, sniffing and lounging, all dogs take a
well-deserved nap between noon and 2:00 p.m. During this time, dogs receive requested
snacks or medications. After naptime, the dogs are back outside for another bathroom
break, with possible ball throwing or "swimming," depending on the weather.
Daycare Pricing
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The pricing below has been established for the Arizona operations. Pricing should be
established once a complete competitive analysis is done and a marketing plan
established.
Full Days: Up to 11 hours (please no daycare check-ins after 9:30 am)
Sibling Savings Family Pack - 3+
Service
Individual -Per Dog
-Per Dog
Dogs- per Dog
Full Day
$33/day
$30/dog/day
Six Pack - Prepay 6 days plus

$165.00 ($27.50/day)
one free day. (must be used
$150.00
$135/dog
($25/day)
($22.50/day)
$300.00
$275.00
$250.00
($25/day)
($23.00/day)
($20.83)
within 45 days of purchase)
Twelve Pack - Prepay 12

days plus one free day (must
be used within 60 days of purchase)
$27.50/dog/day
Half Days: Up to 6 hours (Please no check-ins after 9:30 am)

Individual - Sibling Savings Family Pack (3+ dogs) Per
Service
Per Dog
- Per Dog
Dog
Half Day
$22/visit
$20/dog/visit
Half Day Club - Prepay 10

plus day free visit (must be
$180.00
($18/visit)
$170.00/dog
$160.00
($17/dog/visit)
($16/dog/visit)
used within 60 days)
$17.50/dog/visit
Day Care Hourly Rate

Three (3) hour minimum/4 hour max. $8.00 per hour per dog
Day Care Late Charges
Late Pickup Charge for Full Day Daycare: We dont penalize people for late
checkout. Our checkout is 7:00 pm and overnight charges may be incurred if after 9:00
PM. If pre-paid or have package days left, a late check-out of 8PM with no charge can be
arranged if we are notified in advance by 5PM.
Late Pickup Charge for Half Day Daycare: Full daycare charge will be applied (after 6
hours)
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Slumber Party (Boarding) Mandatory Service

At the Villa La PAWS Resort & Spa, we offer a cage-free
environment for our guests so their stay with us is stress-free
and pleasurable. As with our daycare program, dogs that pass
our temperament evaluation will be allowed to romp with their
doggie buddies, play with all our interactive toys or just relax
during their overnight stay.
Because dogs are social creatures by nature, they thrive when allowed to frolic and play
with each other. When being away from home, the company of other dogs will help
diminish any anxiety the dogs may have.
Unlike the traditional kennel setting, overnight stays at the Villa La PAWS Resort & Spa
are treated like slumber parties where our guests can enjoy the companionship of their
friends in familiar surroundings. The Daycare rooms are converted into slumber suites for
the dogs comfort.
After a long day of fun and exercise in daycare, the dog can rest and relax with their
friends on a soft bed and watch TV (Animal Planet programs or dog-related movies) or
listen to some soothing music.
Supervised 24 hours a day by experienced staff who will attend to your dogs needs, the
Villa La PAWS Resort & Spa is the perfect place a dog to have fun and unwind. We do
whatever it takes to make a dogs stay with us the most positive experience possible. So
whenever a customer goes on vacation, business travel or they are having an event where
the 4-legged family member is just not invited, their 4-legged kid will be well taken care
of at The Villa La PAWS Resort & Spa.
The Slumber Party (Daycare Included) package includes:
o
o
o
o
o
o
o
o
o
o
Plenty of fun and exercise in our Daycare indoor playrooms and outdoor dog park
Mealtimes twice daily (more feedings can be requested at no additional charge)
Daily wellness check to ensure the physical and mental well-being of the guest
Lots of love and one-on-one attention from our Daycare and night-time resort
staff
Fresh water available at all times and plenty of nutritious treats
A variety of toys and chew bones to amuse the dog
7/24 webcams for monitoring by our staff and our customers via the internet so
they can see how their baby is doing
Daily online guest journals that capture any special happenings for the pet so the
parents can keep up-to-date
Administering of medication, special diets and supplements as needed
The Slumber Party includes our 14 hours of the Daycare program
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Slumber Party (Boarding) Pricing (All Inclusive)

established.
Overnight/Daycare: Up to 24 hours (Please, overnight check-ins by 3:30 pm)
Individual - Per
Dog
Sibling Savings - Per

Dog
Family Pack - 3+ DogsPer Dog
Slumber
Party/Daycare
$45/day
$40/day/night
$35/day/night
5+ Consecutive
Days
$40/day/night
$37/day/night
$33/day/night
Dogs must be from

same family
Dogs must be from same

family
Service
Reservations are required: First time boarding customers will be

required to make a $50 deposit (non-holiday period) when booking a
boarding reservation. This is a non-refundable deposit that will be applied
to the final invoice.
Holiday Policies for Boarding
There is NO drop-off or pickup during Holiday Period dates
Holiday
Period
Required Stay
Memorial Day
Independence Day
Labor Day
Thanksgiving Holiday
Christmas Holiday
New Years Holiday
May 27th & 28th

July 4th
Sept, 2nd & 3rd
Nov. 22nd
December 25th
Jan. 1st
2 night minimum stay

Note: There are holiday deposits required, a $100 deposit will be required
for the first pet and $50 for each additional pet that a reservation is held.
These deposits will be applied to your final bill.
Late Reservations: Reservations made less than 5 days before a
holiday period will incur an additional $10 per dog, per day. This does
not apply to current customers.
Holiday Cancellations: Cancellations made less than 10 days prior to
scheduled check-in date will forfeit the deposit. For current customers,
the deposit will be applied to their account as a credit.
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Kitty Casitas Mandatory Service

We have constructed quiet and peaceful quarters for our hard-to-please
feline guests. Each guest has its own spacious Casita with luxurious bed,
fresh water, private sand box, and an elevated perch. Kitties from the
same family can have connecting Casitas so they can visit and play with
each other.
From their Casita, they can watch bird and fish and bird videos and also watch live fish in
our aquarium.
Each guest will spend time outside their Casita to play on the Kitty Jungle Jim and get
cuddles and hugs from the Villa La PAWS Counselors.
Kitty Casita Pricing
established.
Service
Price
1 cat
2 cats (same family)
3 + cats (same family)
$18 per day/night

$16 per day/night per cat
$14 per day/night per cat
Reservations are required: First time boarding customers will be

required to make a $50 deposit (non-holiday period) when booking a
boarding reservation. This is a non-refundable deposit that will be applied
to the final invoice.
Holiday Policies for Boarding
There is NO drop-off or pickup during Holiday Period dates
Holiday
Period
Required Stay
Memorial Day
Independence Day
Labor Day
Thanksgiving Holiday
Christmas Holiday
New Years Holiday
May 27th & 28th

July 4th
Sept, 2nd & 3rd
Nov. 22nd
December 25th
Jan. 1st

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Note: There are holiday deposits required, a $100 deposit will be required
for the first pet and $50 for each additional pet that a reservation is held.
These deposits will be applied to your final bill.
Late Reservations: Reservations made less than 5 days before a
holiday period will incur an additional $5 per cat, per day. This does not
apply to current customers.
Holiday Cancellations: Cancellations made less than 10 days prior to
scheduled check-in date will forfeit the deposit. For current customers,
the deposit will be applied to their account as a credit.
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The Villa La PAWS Spa (Grooming) Mandatory Service

Grooming is very important in maintaining a healthy life style for a pet.
The Villa La PAWS Spa is also a cage free environment. Our
experienced professional groomers have been carefully selected after
stringent screening and reference checking. These expert stylists
specialize in all dog breeds and cat grooming. They offer top of the line
shampoo and conditioning treatments for all types of skin. They also
have express appointments available for elderly or stressed pets.
o Appearance The pet will come home clean, smelling fresh, have a beautiful
haircut and impeccable nails
o Coat Evaluation The Groomer will examine every pet's skin and coat for any
irregularities, such as lumps, bumps, flaky skin, and external parasites and report
any problems to the owner
o Eyes and Ears - The Groomer will identify any problems with the eyes and/or ears
(redness, odor or discharge) of the pet and report any problems to the Villa La
PAWS Resort Manager and a Guest report card will be completed and given to
the owner.
o Nail Trim - Your pet's nails will be trimmed and filed during the grooming
appointment.
Grooming is an essential player in keeping the pet healthy and assists us and the owner
by identifying any physical abnormalities may have developed since the pet's last visit.
By combining a spa treatment and our quality daycare program, the owner is ensuring
that the pet is healthy, happy and beautiful.
Grooming Pricing
established.
Pricing for grooming is done on an individual pet basis. Depending on breed, size and
hair condition the price will vary from $25 to $100. The average groom, bath & brush is
around $40.
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Villa La PAWS Limos Optional Service

Our Villa La PAWS Limos are
vans customized for safe pet travel.
The Limo is a loss leader but more
than pays for itself by delivering
business to the Villa La PAWS
Resort & Spa that we probably wouldnt get and it is also the most popular advertising
media that we have. It expands our target market reach by and additional 10 mile radius.
It is the core for our target service programs as well, hotel, realtor, travel agents and event
planners.
Our goal is to have the Limo fees get the Villa La PAWS Limo to a break-even basis.
Our limo services are:
Lodging/Daycare pick up and deliver pets to and from The Villa La PAWS
Resort & Spa
Veterinary visits pick up pet and deliver to the Veterinarian and then home after
its visit
Grooming services pick up pet and deliver it to the Villa La PAWS Spa and
then deliver the pet home after its grooming visit
Training Services - pick up pet and deliver it to the Villa La PAWS Trainer at The
Villa La PAWS resort and deliver the pet home after its visit
Food and Supplies Purchase and delivery
established.
Villa La PAWS Limo Pricing
Mileage from selected Villa La PAWS Resort & Spa to your location
Mileage
1-Way
0 - 10
10 15
15 20
One
Way
$10.00
$13.00
$16.00
Round
Trip
$20.00
$26.00
$32.00
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OVERIVEW OF SERVICES PROVIDED BY VILLA LA

PAWS FRANCHISOR
Villa La PAWS shall undertake the following duties in accordance of the Franchisee
Agreement.
Training
The Villa La PAWS shall provide an initial training program for Franchisee (or if
Franchisee is a corporate entity, for a principal of Franchisee) and one (1) additional
person at no additional charge. Villa La PAWS may also provide refresher training
programs. If Franchisee wishes to send additional people to Villa La PAWS initial
training program, with Villa La PAWS consent, Franchisee shall pay Villa La PAWS
then-current fee for the initial training program. In addition, Franchisee shall bear all outof-pocket expenses of its trainees, including travel, lodging, meals and applicable wages.
Operational Assistance
Villa La PAWS shall provide, at Franchisees request and at Franchisees expense,
additional on-site supervision and assistance, subject (as to timing) to the availability of
personnel. Franchisee shall pay Villa La PAWS then-current per diem rate for each of
Villa La PAWS representatives, and shall reimburse the expenses of Villa La PAWS
representative(s), including travel, lodging and meals.
In addition, Villa La PAWS shall provide guidance and assistance in the operation of the
Franchised Business in the form of periodic correspondence, field visits initiated by Villa
La PAWS , and periodic telephone and/or written communications, and will cover topics
such as products or services to be offered to customers; improvements and developments
in the Franchised Business; pricing; administrative, bookkeeping, accounting and
inventory control procedures; and operating problems encountered by Franchisee. If
Villa La PAWS assistance is provided to Franchisee under the situations described in this
paragraph, Franchisee shall not be obligated to pay any fee to or reimburse any expenses
of Villa La PAWS .
Advertising
Villa La PAWS shall make available, from time to time, examples of advertising,
promotional plans and materials for local advertising. Villa La PAWS may, in its
discretion, establish and maintain an Advertising Fund for the benefit of all Villa La
PAWS Businesses in the System.
Operations Manual
Villa La PAWS shall provide Franchisee, on loan, one copy of the Villa La PAWS
Operations Manual (the Manual), as more fully described in Section 8 hereof.
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Inspections
Villa La PAWS shall seek to maintain the highest standards of quality, appearance,
professionalism, reliability and service of the System, and to that end shall conduct, as it
deems advisable, inspections of the Franchise, and evaluations of the services rendered
and the products sold in connection therewith.
National Call Center Fund

Villa La PAWS shall maintain a fund to establish and develop a National Call Center for
the benefit of all Villa La PAWS Businesses in the System. The National Call Center
will be used for customer service inquiries, follow-up calls or other communications with
customers, and to establish a telephone and web-based system for reservations,
cancellations, information requests, and complaints.
Plans and Specifications

Villa La PAWS shall provide Franchisee, on loan, with one set of standard plans and
specifications for a Villa La PAWS Business, including specifications for interior and
exterior design, layout, floor plan, signs, color, dcor and equipment.
Time-To-Market Assistance Programs

Villa La PAWS has identified additional services that we will provide to the Franchisee
that are not required per the Franchise Agreement. These are called Time-To-Market
Programs that are intended to assist in opening your franchise in right location, with the
right approvals in the shortest amount of time.
These Time-To-Market Assistance Programs have been developed to assist you with:
Site Identification
Permit and license approval
Our final approval of your facility
Its in both our best interests to expedite the site selection process which is a critical
success factor in your success
Site Identification Assistance
Villa La PAWS will assist the Franchisee with potential sites through its real estate
specialist services.
Once you have your assigned protected territory you should use the Using
Demographics to Determine Your Villa La PAWS Client Base located in Appendix
D.
Submit the county, city and its zip code and surrounding zip codes to our real estate
specialist and our legal department.
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Our real-estate specialist will convey to you and their real-estate broker network the
commercial facility types that are well suited for a Villa La PAWS facility. They will also
provide the brokers with zoning and permit requirements that must be complied with
and/or adhered to. They will identify the geographic locations for you to visit and review
that have met the preliminary requirements necessary for a franchise.
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DUTIES OF VILLA LA PAWS FRANCHISEE

Franchisee, thats you, understands and acknowledges that every detail of the Franchised
Business is important to Franchisee, Villa La PAWS, and other franchisees in order to
maintain high and uniform operating standards, to increase the demand for the products
and services sold by all franchisees, and to protect Villa La PAWS reputation and
goodwill. Toward that end, Franchisee acknowledges and accepts the following duties:
Training
Franchisee shall attend and successfully complete all of Villa La PAWS required training
programs as set forth in Section 6 below.
Cleanliness
Franchisee and all of its managers and employees shall dress in accordance with Villa La
PAWS standards, as set forth in the Manual, at all times while conducting the business of
the Franchise, and shall present a clean, neat appearance and render competent and
courteous service to clients.
Service and Product Quality

Franchisee shall sell or offer for sale only such services and products as meet Villa La
PAWS uniform standards of quality and as have been expressly approved for sale in
writing by Villa La PAWS. Franchisee shall provide services only in accordance with
Villa La PAWS methods and techniques. Franchisee shall refrain from any deviation
from Villa La PAWS standards and specifications for the provision of services or the type
or quality of products without Villa La PAWS prior written consent. Franchisee shall
discontinue selling or offering for sale such services or products as Villa La PAWS may,
in its discretion, disapprove in writing at any time.
Franchisee shall permit Villa La PAWS or its agents, at any reasonable time, to remove
from the Franchisees Approved Location samples of items without payment therefore, in
amounts reasonably necessary for testing by Villa La PAWS or an independent third
party to determine whether said samples meet Villa La PAWS then-current standards and
specifications. Franchisee shall bear the cost of such testing if the supplier of the item or
the item itself has not previously been approved by Villa La PAWS , or if the sample fails
to conform to Villa La PAWS specifications.
Franchisee must offer and sell its services and products at prices approved by Villa La
PAWS.
Site Selection
Within sixty (60) days after Franchisee executes this Agreement, Franchisee shall provide
Villa La PAWS with a proposed site for the Franchised Business, including all
information Villa La PAWS requires in order to evaluate the proposed site for a Villa La
PAWS Business. Upon receipt of all information it requires, Villa La PAWS shall have
thirty (30) days in which to evaluate the proposed site and notify Franchisee whether the
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proposed site meets Villa La PAWS minimum requirements. Villa La PAWS will not
unreasonably withhold its approval of the proposed site.
Franchisee acknowledges and agrees that the proposed site is crucial to the success of the
Franchised Business, and in no event will a home be considered a suitable location for the
Franchised Business. Franchisee further acknowledges and agrees that Villa La PAWS
approval of a site for the Franchised Business is not meant as a representation, warranty
or guaranty, express or implied, that Franchisee will be successful at the site or will
achieve any particular level of sales. Villa La PAWS approval is only an indication that
the site meets Villa La PAWS minimum criteria for a Villa La PAWS Business.
Site Development and Opening

Villa La PAWS will provide Franchisee, at no additional charge, with standard plans and
specifications for the layout and design of a Villa La PAWS Business, as well as lists of
all equipment, furnishings and inventory required for the Franchised Business, together
with a list of all approved suppliers for required items. Franchisee acknowledges that
Villa La PAWS or its affiliates may be an approved supplier of certain items required to
be purchased by Franchisee for the Franchised Business.
Franchisee shall employ a licensed architect to prepare construction and build-out plans
which adapt Villa La PAWS standard plans for Franchisees Approved Location. The
construction and build-out plans, and any subsequent changes thereto, shall be submitted
to Villa La PAWS for its review and approval before Franchisee may begin building out
the Franchised Business. Villa La PAWS review is not meant to assess compliance with
any law, rule, regulation or code, all of which are Franchisees sole responsibility. The
Villa La PAWS review is intended to assess whether the proposed plans meet Villa La
PAWS requirements for the build-out and image of a Villa La PAWS Business.
Franchisee shall procure all required licenses and permits for the construction, build-out
and operation of the Franchised Business, at its sole expense.
Franchisee may not open the Franchised Business for business until: (a) Villa La PAWS
notifies Franchisee in writing that all of Franchisees development obligations have been
fulfilled; (b) pre-opening training of personnel has been completed to Villa La PAWS
satisfaction; (c) all amounts due to Villa La PAWS have been paid; (d) Villa La PAWS
has been furnished with copies of all insurance policies and certificates required by this
Agreement, or such other documentation of insurance coverage and payment of
premiums that Villa La PAWS requests; (e) Franchisee notifies Villa La PAWS that all
approvals and conditions set forth in this Agreement have been met; and (f) Franchisee
has ordered, received and installed all required fixtures, equipment, furniture, supplies,
inventory and POS System. Franchisee must be prepared to begin operating the
Franchised Business immediately after Villa La PAWS states that it is ready for opening.
Time-To-Market Site Selection Program

Per your Franchisee Agreement you are required to provide us with a proposed site for
your Villa La PAWS Franchise.
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This task is the most important task that you will be responsible for and we are here to
assist you with this effort.
During your Discovery Day at Villa La PAWS headquarters, we will attempt to give you
some preliminary sites that we have identified that could meet our facility requirements
and also meet the various permits and licenses you may need to obtain.
Franchisee acknowledges and agrees that Villa La PAWS approval of a site for the
Franchised Business is not meant as a representation, warranty or guaranty, express or
implied, that Franchisee will be successful at the site or will achieve any particular level
of sales. Villa La PAWS approval is only an indication that the site meets Villa La
PAWS minimum criteria for a Villa La PAWS Business.
Operation
Franchisee shall commence operation of the Franchised Business within twelve (12)
months after the effective date of this Agreement.
Franchisee shall operate the Franchise in strict conformity with such methods, standards,
and specifications as Villa La PAWS may from time to time prescribe in the Manual or
otherwise in writing, to insure that the highest degree of quality, professionalism,
reliability and service is uniformly maintained.
Franchisee agrees to maintain in sufficient supply and use at all times only such products,
materials, supplies, and methods of service as conform to Villa La PAWS standards and
specifications; and to refrain from deviating by using non-conforming items or methods
without Villa La PAWS prior written consent, which will not be unreasonably withheld.
Franchisee shall keep the business open and in normal operation for such minimum hours
and days as Villa La PAWS may from time to time specify in the Manual or as Villa La
PAWS may otherwise approve in writing, subject to local ordinances or restrictions, if
any.
Franchisee shall affix the signs, markings or other advertising required by Villa La
PAWS to the Villa La PAWS Limousine used in the Franchised Business, and shall
identify all such vehicles only in such manner as Villa La PAWS may require from time
to time in the Manual or otherwise in writing.
Franchisee shall, at its own expense, comply with all applicable laws, ordinances, and
regulations of municipal, county, state, or federal authority. Franchisee and its owners
agree to comply, and to assist Villa La PAWS to the fullest extent possible in its efforts to
comply, with Anti-Terrorism Laws (defined below). In connection with that compliance,
Franchisee and its owners certify, represent, and warrant that none of Franchisees
property or interests is subject to being blocked under, and that Franchisee and its owners
otherwise are not in violation of, any of the Anti-Terrorism Laws. Anti-Terrorism
Laws mean Executive Order 13224 issued by the President of the United States, the
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USA PATRIOT Act, and all other present and future federal, state, and local laws,
ordinances, regulations, policies, lists, and other requirements of any governmental
authority addressing or in any way relating to terrorist acts and acts of war. Any
violation of the Anti-Terrorism Laws by Franchisee or its owners, or any blocking of
Franchisee or its owners assets under the Anti-Terrorism Laws, shall constitute good
cause for immediate termination of this Agreement.
Approved Suppliers
Villa La PAWS shall have the right to require that certain equipment, fixtures,
furnishings, signs, supplies, and other products and materials required for the operation of
the Franchise be purchased solely from suppliers (including manufacturers, distributors,
and other sources), who demonstrate to the continuing reasonable satisfaction of Villa La
PAWS the ability to meet Villa La PAWS then-current standards and specifications for
such items; who possess adequate quality controls and capacity to supply Franchisees
needs promptly and reliably; and who have first been approved in writing by Villa La
PAWS and not thereafter disapproved.
If Franchisee desires to purchase any items from an unapproved supplier; Franchisee
shall submit to Villa La PAWS a written request for such approval, and have such
supplier acknowledge in writing that Franchisee is an independent entity from Villa La
PAWS and that Villa La PAWS is not liable for debts incurred by Franchisee. Villa La
PAWS shall have the right to require that its representatives be permitted to inspect the
suppliers facilities, and that samples from the supplier be delivered, at Villa La PAWS
option, either to Villa La PAWS or to an independent third party designated by Villa La
PAWS for testing. Franchisee shall reimburse Villa La PAWS for its costs related to the
inspection and/or testing or shall pay to Villa La PAWS Two Hundred Fifty Dollars
($250), whichever amount is higher.
Villa La PAWS may also require that the supplier comply with such other reasonable
requirements as Villa La PAWS may deem appropriate, including payment of reasonable
continuing inspection fees and administrative costs. Villa La PAWS reserves the right, at
its option, to re-inspect the facilities and products of any such approved supplier and to
revoke its approval upon the suppliers failure to continue to meet any of Villa La PAWS
then-current criteria.
Villa La PAWS approved Supplier list it located in Exhibit ??. It can also be found on
the Villa La PAWS Franchise website. There are also suggested suppliers that Villa La
PAWS has done business with and recommends.
Inspections
Franchisee shall grant Villa La PAWS and its agents the right, at any reasonable time, to
enter upon the Franchise premises and to accompany Franchisee or its employees or
agents in the performance of their duties, to inspect, photograph, or videotape the
franchise and franchise operations therein to insure compliance with all requirements of
this Agreement.
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Franchisee shall cooperate with Villa La PAWS representatives in such inspections by

rendering such assistance as they may reasonably request. Upon reasonable notice from
Villa La PAWS, and without limiting Villa La PAWS other rights under this Agreement,
Franchisee shall take such steps as maybe necessary to correct immediately the
deficiencies detected during any such inspection, including, without limitation,
immediately desisting from the further use of any equipment, advertising materials,
products; or supplies that do not conform with Villa La PAWS then-current
specifications, standards, or requirements.
Harmful Business Practices Prohibited

Franchisee shall not engage in any trade practice or other activity which is harmful to the
goodwill or reflects unfavorably on the reputation of Franchisee, Villa La PAWS, the
Franchised Business, the System, or the services and products sold in connection
therewith, or which constitutes deceptive or unfair competition, consumer fraud or
misrepresentation or otherwise is in violation of any applicable laws.
Corporate Franchisees
A Franchisee that is a corporate entity (including, but not limited to, a corporation, partnership or
limited liability company) shall comply, except as otherwise approved in writing by Villa
La PAWS, with the following requirements throughout the term of this Agreement:
Franchisee shall furnish Villa La PAWS with its article of organization and by-laws or
agreements and any other governing documents Villa La PAWS may reasonably request,
and any amendments thereto.
Franchisee shall confine its activities to operating the Franchise, and its governing
documents shall at all times provide that its activities are confined exclusively thereto.
Franchisee shall maintain stop transfer instructions against the transfer on its records of
any equity securities and shall issue no certificates upon the face of which the following
printed legend does not legibly and conspicuously appear:
The transfer of this stock is subject to the terms and conditions of a Franchise Agreement
with Villa La PAWS, LLC dated _______________. Reference is made to the provisions
of the said Franchise Agreement and to the governing documents of this entity.
Franchisee shall maintain a current list of all owners of record and all beneficial owners
of any class of voting stock of Franchisee and shall furnish the list to Villa La PAWS
upon request.
Maintenance of Franchised Business; Remodeling and

Redecorating
Franchisee shall maintain the Franchised Business in a high degree of sanitation and
repair, and shall make such additions, alterations, repairs and replacements as may be
required for that purpose, including, without limitation, such periodic repainting or
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replacement of signs, furnishings, dcor, and equipment (including, but not limited to,
point of sale or computer systems) as Villa La PAWS may reasonably direct.
Franchisee also shall obtain, at Franchisees cost and expense, any new or additional
equipment, fixtures, supplies and other products and materials which Villa La PAWS
may reasonably require for Franchisee to offer and sell new services or products from the
Franchised Business or to provide such services or products by alternative means. Except
as may be expressly provided in the Operations Manual, no alterations, improvements or
changes of any kind in design, equipment, signs, interior or exterior dcor items, fixtures
or furnishings shall be made in or about the Franchised Business without Villa La PAWS
prior written approval.
At Villa La PAWS request, which shall not be more frequently than once every five (5)
years, Franchisee shall refurbish the Franchised Business at Franchisees sole cost and
expense so that it conforms to the building design, trade dress, color schemes and
presentation of the Proprietary Marks in a manner consistent with the image then in effect
for new Businesses under the System, including, without limitation, remodeling,
redecoration and modifications to existing improvements, and equipment.
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PRE-OPENING PROCEDURES
Introduction
This section will walk you through pre-opening procedures to ensure that when you are
ready to open your Villa La PAWS that you are ready.
Establishment of Business Form

Business Structure
Before you begin operating the Villa La PAWS Franchise, you will probably want to
form an entity to serve as the operator. An entity is a legal fiction which allows a business
to take on a separate existence apart from its owners, even though the owners still control
the business.
There are many different types of entities recognized by the laws of most states (and by
the IRS). However, for most franchisees that choose to form an entity, the best choice
will usually be between:
a C-corporation; or
an S-corporation; or
a limited liability company (LLC).
While this section provides some general information about the selection and formation
of a business entity, there is no substitute for the advice of an experienced business
lawyer and CPA. We suggest that you consult with your own professional advisors for
more detailed information on this topic.
Overview of Entity Choices

Sole Proprietorship: If you choose not to form an entity to operate the Franchise
Business, then you will be considered a sole proprietorship (if the franchise is owned by a
single individual). A sole proprietorship exists when a single individual operates a
business and owns all of the assets. A sole proprietor is personally liable for all debts and
obligations of the business. Under a sole proprietorship, the life of the business is limited
to the life of the individual proprietor. The sole proprietorship makes no legal distinction
between personal and business debts, and it does not require a separate income tax return.
General Partnership: A general partnership exists when two or more individuals or
businesses join to operate a business. A general partnership is a separate business entity,
but creditors can still look to the partners personal assets for satisfaction of debts. If the
franchise is owned by 2 or more individuals, then the individuals will usually be
considered to be partners in a general partnership. General partners share equally in
income and liabilities. A general partnership must file an annual partnership income tax
return (separate from the partners personal returns).
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Limited Partnership: A limited partnership is similar to a general partnership, but 1 or

more of the partners will be general partners, and 1 or more of the partners will be limited
partners. Creditors can still look to the general partners personal assets for satisfaction of
debts, while the limited partners are usually shielded from this kind of liability. A limited
partnership must be registered with the appropriate governmental office (typically the
secretary of states office or the state department of corporations). A limited partnership
must file an annual partnership income tax return (separate from the partners personal
returns).
Corporation: A corporation is created when two or more individuals, partnerships, or
other entities join together to form a separate entity for the purpose of operating a
business. A corporation has a separate legal identity from its owners. The corporation
offers protection to the business owners personal assets from debts and liabilities relating
to the operation of the corporation. A corporation must be registered with the appropriate
governmental office (typically the secretary of states office or the state department of
corporations). Taxation of the corporation depends on the type of corporation formed.
Limited Liability Company: An LLC is an unincorporated business entity which shares
some of the aspects of corporations and partnerships, but which has more flexibility. The
LLC is designed to provide its owners with limited liability and pass-through tax
advantages without the restrictions imposed on corporations and limited partnerships. An
LLC must be registered with the appropriate governmental office (typically the secretary
of states office or the state department of corporations).
Liability Protection
The most important reason you might want to operate the Villa La PAWS Franchise
through an entity (instead of as a sole proprietor) is to shield yourself from personal
liability for the debts or other obligations of the Villa La PAWS Franchise. A Ccorporation, an S-corporation or an LLC all offer this type of protection. A general
partnership or a limited partnership does not offer this type of protection for all owners.
If you operate the Villa La PAWS Franchise as a sole proprietor, for example, you would
be personally liable for all of the debts and other obligations of the Franchised Business.
This means that you would be personally liable for unpaid debts (such as rent, wages and
taxes), contract claims (such as under supply contracts and service contracts), and tort
damages (such as if a customer was injured as a result of your business activities). Most
business owners seek to avoid these types of personal liabilities by the use of a legal
entity to own and operate the business.
Contrast this example with the situation where the Villa La PAWS Franchise is operated
as an entity, such as a corporation or a limited liability company. In this situation, the
entity (and not its owners) would be liable for unpaid debts, contract claims, and tort
damages. Any lawsuit or other legal action to recover on this liability would be filed
against the entity and not its owners. Only the assets of the entity would be at risk for the
satisfaction of this liability. (Of course, if there are independent legal grounds for
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imposing liability on the owners, then an entity cannot shield the owners from the
consequences of their own wrongdoing.)
Income Taxation
The method of taxation of an entity can have a significant impact on your decision. For
example, C-corporations are generally taxed differently than S-corporations, LLCs and
partnerships (but an LLC may be able to choose to be taxed as a C-corporation if it wants
to).
A C-corporation is taxed on its income at the corporate level at special corporate rates. If
the C-corporation makes distributions to its owners, then these distributions would
normally be treated as dividends and would be taxed (again) at the owners level. This
results in double taxation of the same funds. For this reason, C-corporations are usually
not the most tax-efficient choice. However, C-corporations do have other tax benefits
namely C-corporations can provide certain types of employee benefits (such as medical
benefits, retirement plans, and tuition payments) on a tax-free basis.
S-Corporations are taxed differently. They are not taxed at the corporate level. Instead,
they are considered to be a pass-through entity. This means that the income (or losses)
of the S-corporation are passed through the corporation to the owners, who are then
taxed at the owner level. So, the use of an S-corporation avoids the double-tax problem.
Additionally, S-Corporations are easier to administer. But, they do not qualify for the taxfree employee benefits that C-corporations do. Another benefit of S-corporations is that
their dividends paid to their owners are exempt from social security taxation (assuming
that the S-corporation owners are paid a reasonable salary).
General partnerships and limited partnerships are also pass-through entities. They do not
pay taxes at the partnership level. Instead the income and losses of the business are
passed through to the partners.
LLCs can generally choose to be taxed as a corporation (meaning a C-corporation) or a
partnership (meaning as a pass-through entity). Most LLCs choose to be taxed as a
partnership in order to avoid the double-taxation problem.
Administration
Corporations are relatively expensive to administer. Additionally, there are fairly rigid
rules for maintaining corporate formalities, such as requirements for periodic board
meetings, shareholder meetings, corporate minutes, records of shareholders, etc. If the
corporate formalities are not maintained, then there is a risk that the corporate entity
would be disregarded and the owners could be held personally liable for the corporations
debts or other obligations. The rules for LLCs, on the other hand, are much more relaxed.
LLCs are much easier to administer than corporations.
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Other Factors in Entity Choice

There are many factors that can affect your choice of entity. Of course, not all factors are
of the same level of importance, and not all factors are important to all people. Here is a
list of other factors that may be significant in your decision on forming an entity:
o the number and relationship of co-owners;
o the size and complexity of the entity; and
o any regulatory requirements relating to the particular business activity.
Bottom Line
In most states, LLCs are cheap, they provide the best asset protection, and they have the
flexibility to be taxed as a partnership or a corporation. But, you should check with your
lawyer and CPA to find out what is best for your particular situation.
Where to Form Your Entity

The laws relating to the organization and administration of entities vary from state to
state. Some states, like Delaware and Nevada, have a reputation for being businessfriendly, because of state laws that protect the privacy of entity ownership information,
low (or no) state taxes, etc. But, unless your business will be located in Delaware or
Nevada, there will be little reason for you to form an entity in either of those states.
Usually, the best choice is to form the entity in your own state.
Naming Your Entity

If you choose to form an entity and you have determined which type of entity to form,
you will need to select a name for your entity. There are restrictions about what name you
can use.
o Do not use the name that is the same as or similar to the name of another
entity that is already registered in your state. This is prohibited under state
law.
o Do not use the words corporation or incorporated (or any
abbreviations of these words) unless your entity is a corporation. This is
prohibited under state law.
o Do not use any of our Marks in the name of your entity. This is prohibited
under the Franchise Agreement.
o Do choose a professional-sounding name. Your entity name will appear in
your contracts and in other places where your customers and suppliers will
see it.
o Do not choose a name that is long or confusing.
o Do not use profanity or off-color puns in your entity name.
Assumed Name Certificate

Regardless of whether you will operate the Villa La PAWS Franchise as a sole
proprietorship, corporation, partnership or LLC, you must file an assumed name
certificate with the appropriate governmental office. The assumed name certificate is
sometimes called a trade name certificate or a fictitious business name certificate or a
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d/b/a registration. The appropriate governmental office is usually the county clerk, but
you may be required to file at the state level and/or the city level. The purpose of this
filing is so that the general public will be informed of the registered agent for a business
and where official contact with the business can be made.
Each jurisdiction uses a different form. Generally, the required information includes the
name of the business, the street address of the business, the name of the business
owner(s), the type of business to be conducted, and the expected period of operation. The
expected period of operation should correspond to the initial term of the Franchise
Agreement. Usually, each owner must sign the certificate and all signatures must be
notarized. Fees generally range from $10 to $100. In some jurisdictions, you will need to
place a fictitious name notice in a local newspaper for a certain amount of time.
Villa La PAWS Service Selection

Villa La PAWS mandates that your service portfolio at a minimum include:
o Doggie Daycare
o Cage-Free Dog Boarding
o Full Grooming Spa
This implements the Villa La PAWS triple revenue feed business model whereas you
will offer Dog Daycare, Dog Grooming and Dog Boarding as standard/core services, and
each service in turn feeds customers and revenue to the other services provided.
This business model offers a lot of advantages for those that are just starting out as it
provides a wider range of services from which to draw customers and generate the cash
flow needed to keep the business afloat. The other advantage is that by offering a range
of services it creates the ability for you to combine your services and offer a wide range
of options that would otherwise be unavailable. This makes your business a lot more
attractive to potential customers.
For customers that are interested in grooming they now have the option of letting their
dog play before and after its groom whereas before the only choice was to have it locked
in a crate at a standard grooming shop.
Your boarding business will soar as the dogs get to play during the day and your clients
also have the option of having their dog groomed and bathed before picking up their pet.
These other service customers will also see the value in daycare and a lot of them will
become regular daycare clients. In our society of convenience people are inclined to
frequent businesses that provide a variety of services in one place.
The other unique advantage to this industry is that, it is common place to establish very
close relationships with your customers, more so than with a traditional service business.
Even closer relationships than they have with their veterinarians that they may see every
couple of months. Think about how many times a week that you eat at your favorite
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restaurant? Or go to your local barber? Maybe a once every couple of weeks, and you
may even know your favorite waitress or barbers name, but still dont really have
anything more than a professional relationship with them, as your interaction is solely
based on paying for the service provided.
Your daycare customers will see you every day, and will always take that time to listen to
all the wonderful things that their dog did while it was at daycare, who its friends are,
who it played with etc. Every day that you successfully provide joy for the pet they love
they will grow a little closer to you and your establishment. They will establish a
relationship such that they will feel guilty taking their dog anywhere else to use a service
that you offer.
Additional services that can be added initially or at any time during the development of
your Villa La PAWS franchise are:
o
o
o
o
o
Villa La PAWS Limousine Service

Dog Training
Kitty Kasitas (Cat Boarding)
In-Home Pet Sitting
Retail Merchandising
Your Villa La PAWS location and its demographics will determine if additional services
should be added in your initial implementation. Usually customer requests will drive
additional services during the normal course of conducting your business.
Villa La PAWS will assist you in determining what your initial service portfolio should
be.
Competition Analysis for Site Selection

Mapping out your competition will give you valuable insight to the pet services industry
in your geographic area.
The source for this type of information is traditionally the internet and yellow pages.
Internet
Use the available search engines, Google and Yahoo and use the following key words:
1. Dog Daycare, your zip code (Print Results)
2. Kennels, boarding, your zip code (Print Results)
3. Grooming, your zip code (Print Results)
Look in the yellow pages under various headings, dog kennels, pet boarding, pet services,
etc. Seems like every yellow page directory comes up with their own unique headings.
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Create a spreadsheet (like the one below) and list pet service companies that offer more
than 1 type of pet service.
Name
Daycare
Boulder Falls
Applewood
Fidos Fun
House
Doggie
Domain
Camp Bow
Wow
Sleep Over
Rover
Canine County
Club
Raintree
Petsmart
Villa La
PAWS
Boarding
Dogs/Cats
X
X
X
X
X
X
X
X
X
Grooming
Limo
Service
Dog
Training
In-Home
Pet
Sitting
Comments
X
X
X
Cage environment
Cage environment
Cage environment
Enclosed Suites
Enclosed Suites
X
X
X
X
X
X
Foster Families
Cage environment
X
X
Cage environment
Cage environment
Full service Cage-Free
This will be your local competition. Obtain a local map and using push-pins to give you
a graphical picture of where your competition is relative to where you would like to have
your Villa La PAWS.
Having a lot of competition in your geographical area is not necessarily a bad thing
because youre Villa La PAWS Resort offers something that your competitors
traditionally dont, CAGE-FREE environment.
Create a spreadsheet of pricing for each service also. You may need to analyze this
because pet service providers have different ways of presenting their pricing, bundled,
cafeteria style, etc. You need to get it down to the lowest denominator, day/night rate, per
dog/cat.
Competition TIPS
What your competition has done is create an educated group of customers experienced in
pet services. What you have is a Full Service pet services company that has this
unbelievable cage-free environment. Word spreads quickly in the pet community and
you will be taking customers away from established daycare and boarding facilities in
short order.
We will get into the Cage-Free environment differentiation in the Marketing Section of
the Operations Manual.
.
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Site Selection Process

Ok, you have formed your entity, performed the demographic analysis and mapped out
your competition and if you are still convinced this is for you, lets find a site to launch
your dreams.
Note: the following is the process that you will need to follow if you decide to find a
location without our Time-To-Market Site Selection Program.
One of the hardest things about starting a pet services company is choosing a location.
This will not only affect the type and number of customers that you receive but your
build-out costs as well.
The single most important factor is zoning. There is nothing that I or anyone else can
provide to you that will allow you to place a pet services business in an area that zoning
will not permit.
You are first going to have to do your research, and that involves either looking online at
your local city and county zoning ordinances or physically going to the local government
office and looking there. You will more than likely find that Dog Daycare is mentioned
nowhere in the codes. This is due to the fact that the Dog Daycare is still relatively new
in nature. Look for Kennels which has been around for quite some time.
Study the codes and look for zoning that allows businesses that you feel a Villa La
PAWS would be comparable too. Write a well put together letter, citing codes, and
likening your business to one that is already specifically mentioned in the codes, be it a
pet store, kennel, groomer, etc. Explain your Villa La PAWS in a light that makes it
compatible and comparable to the business that are listed in the codes.
Your local government will be more than happy to charge you large fees for a special
exemption or zoning hearings if you present your business as something new and unheard
of.
Once you have the approval or a letter from you local governments concerning the zoning
district it is time to start seriously searching for a location.
The next decision that you are going to have to make is whether you would like to lease a
facility or purchase it outright. This is going to depend on the amount of cash that you
have available to start your facility and what your long term goals are. Below is a
comparison of the two options.
Factors Favoring Leasing a Building for Your Villa La PAWS

o Cash flow. A business can conserve a lot of its cash by leasing. With a lease,
the initial cost will be limited to a month's rent and a security deposit.
o Credit rating. Being a new company it will not have sufficient credit rating to
support a mortgage or the mortgage interest rate will be exceptionally high.
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o Maintenance. The landlord not you are generally responsible for the
maintenance and upkeep of the property, lowering you monthly expenses and
limiting your financial exposure to unforeseen maintenance issues.
o Property. You have been unable to find a suitable property that is for sale and
within your price range.
o Real estate values. The building meets the needs of your business and you are
not affected if the property values in the area decrease.
o Mobility. The building works at the moment but may not accommodate the
future growth of your business. With a lease you can move to a better location
at lease expiration.
o Tax Savings: Rent is deductible as a business expense.
Factors Favoring Purchasing a Building for Your Villa La PAWS

o Long-term savings. Generally speaking, purchasing a facility is usually
cheaper than leasing in the long run. With a lease, the landlord attempts to not
only cover the holding costs of owning the building but to build a profit into
the rent as well. You can avoid payment of this profit premium by
purchasing the building.
o Location. For Your Villa La PAWS Facility location and convenience can be
the most important factor. If you've found the perfect location for your Villa
La PAWS and established the business there, purchasing the property will
ensure that the business will never have to move.
o Control. In doing the build-out for your Villa La PAWS facility there are
substantial renovations that you will make to the property. You may also need
additional space as your business grows or you may want to control your own
business hours and the way you do business. By purchasing the property, you
have control over all of these matters (subject, of course, to local ordinances
and zoning boards).
o Property. There is a lack of suitable properties in your area to lease.
o Real estate values. The building meets your needs and is located in an area of
appreciating land values, which entitles you to an additional profit at the time
that you decide to sell.
o Tax savings. By depreciating the property over time you will have tax savings.
In addition, if the property is financed, deductions based on interest are also
available.
In either instance you gain the use of an asset whether you lease or purchase your Villa
La PAWS facility. The advantage to leasing is that if you have a strict budget your initial
cash outlay is going to be less than if you decide to purchase an entire building. The
advantage to purchasing is that in the long run you will end up paying less than if you had
leased, plus you will get the benefit of any appreciation in the value of the property.
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What to look for when evaluating a building for your Villa La PAWS
facility
When you are actually begin the process of examining individual properties to determine
which is the most suitable for locating your Villa La PAWS facility, you need closely
examine the following factors.
Location
Location, Location, Location, this is the most important factor that you need to consider
when choosing a building for your Villa La PAWS facility. On average people are only
willing to drive about 5 miles to take their dog to pet services. So you need to ensure that
your Villa La PAWS facility is located within a populated area. Dont bank on people
driving across town through traffic, in the summer heat, using gas to bring their dog to
daycare when it can sit home for free. Ideally you should know what the local commuter
route is for your area, and try to position yourself along that route. The more convenient
your location the more people will use its services. Although a location along the main
highway will cost more to rent, you will bring in three times as many customers than if
you decide to start your business at an inconvenient location that is difficult to get to. One
other aspect of location is that you are known by the company you keep. If you start up in
an industrial park, complete with half disassembled cars, dumpsters and auto body shops
it will not reflect as well on your business as if you opened along the main highway in a
retail area.
However, you may be forced to take a lower quality location due to the zoning
regulations and whether or not the elected officials in your area are dog lovers.
Size
Is it of adequate size to meet the needs of your facility and will it allow you to expand
your business as your client base increases. The minimum contiguous space that you
should consider is 3500 square feet with access to an outside area that can be fenced with
a minimum of 750 square feet.
Outside Area
This is a requirement to operate a Villa La PAWS Facility successfully It gives the dogs
a break from being inside and gives you a chance to thoroughly mop and cleanup the
inside area while they are outside playing. It also adds another dimension to your
business that you can sell when you have an outside play area. One of the most asked
questions by potential clients entering the facility and taking a tour is Where do the dogs
go to the bathroom? You dont want to be creating bad habits with your guests. If a dog
is housebroken and knows they need to go outside you dont want to force them to relieve
themselves inside.
So it is useful to have, both as a selling point and as an additional space for the dogs to
utilize. The reality of the situation is that even with an outside area the dogs in your care
will still relieve themselves numerous times during the day while inside your facility.
This is a labor intensive business in either instance.
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Air Conditioning
If it is barely doing the job before you open, it will be miserable inside once you have 25
or 30 dogs with a natural body heat ranging between 99.5 to 102.5F. Having a large
number of dogs indoors will raise the temperature inside the building very quickly. Your
customers will also feel uncomfortable and it will reflect poorly on the facility if it is
uncomfortably hot inside. You also need to look at the filtration set up for the unit: is the
intake near the floor (bad) or on the ceiling (good) and is it accessible for cleaning? Is
there just one filter at the air handler (bad) or two filters, one at the opening in the wall
and one at the air handler (good)? Does it have a UV filtration system to kill bacteria?
How old are the systems? Not a requirement but a plus.
Plumbing
You need to take note of where all the plumbing fixtures are and how they will fit into
your final design. You will absolutely need a deep sink for changing mop water, cleaning
bowls, toys and everything in between. Take note of where you can put one in relation to
the existing fixtures.
Grooming also requires you to obtain approval by not only your local government but
from the state environmental protection agency as well. This is due to the fact that flea
and tick shampoos contain pesticides and require specialized disposal procedures as well
as specialized plumbing equipment to prevent backwards suction of hazardous chemicals
into the city potable water supply.
Floor drains are highly desired. If you can wash down your floors and use floor drains it
reduces a lot of cleaning effort.
Insulation
There are two main reasons that you want to check the current insulation status of the
building, the first being your utility costs. It takes a lot of dogs in daycare to offset a $400
a month electric bill. The second is sound, especially if you are sharing a building with
other tenants. The sounds of happy dogs playing can get extremely loud at times and
insulation in the walls will help to deaden the sounds coming from your facility.
Electrical
You need adequate outlets to run your office and preferably one or two of those outlets
on different breakers if you intend on using items that pull high amps, like industrial fans,
dehumidifiers, or localized air conditioning units.
Your grooming area needs multiple outlets for dryers, clippers, etc. Is the breaker panel
modern? Is additional amperage available in the form of empty breaker space for
updating your facility at a later date?
Flooring
Bare concrete is the best to start with. If there is carpet it needs to go away. This can be
a low effort event if it is currently carpet with tack strips in the corners, or it can be a
nightmare if it is glued down commercial carpeting.
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Your indoor play areas will generally be concrete with a two part epoxy covering or
rubberized glued down flooring. The floors in your office areas should be tile or another
non porous durable surface that is easy to clean and does not provide a nesting place for
hairs, germs and bacteria.
Interior
Because dog daycare and cage-free boarding is unlike other businesses it is unlikely that
you will be able to slide in without making fairly substantial modifications to the existing
interior of the structure.
You need to insure that you have the ability to remove what is currently there and that the
building can handle what you plan to install. What anchor points do you have in the
ceiling? If you plan on adding chain link style enclosures that need to be cemented into
the floor, then where are the plumbing lines in the floor? What restrictions does the
landlord have concerning renovation? These are all items that you need to consider
before signing on the dotted line.
Internet Access
It is mandatory that your Villa La PAWS facility has access to a high-speed internet
connection. At a minimum, you must have access to DSL or Broadband. You will need
the internet access for your Kennel Connection application software, for your Webcams
and to be included in our communication network, i.e., national call center and internal
phone use.
Great Potential Locations
Closed kid daycare centers are a perfect fit for your Villa La PAWS facility. They
traditionally have rooms set up for internal monitoring and usually already have outside
fenced play areas. With little modification your Villa La PAWS franchise can be up and
running without major modifications.
Second and third generation shopping centers, these are typically older centers that have
lost their anchor stores. Your Villa La PAWS Pet Resort & Spa will bring customers into
the area. You business neighbors will love you for bringing in new customers that
otherwise wouldnt visit the center. Normally landlords are much more flexible and
willing to go the extra mile to get you to rent in their out-of-favor shopping center.
Site TIPS
Make sure your Villa La PAWS facility is at a minimum, 150 ft from any residential area.
This is a common requirement by zoning and planning departments. This is not the only
requirement by any means but it does give you the proper buffer.
Get copies of the last 12 months billings from the utility companies, electric, gas & water.
Dont take anyones word for the costs. Knowing the kind of business that was in the
location is helpful because of their usage requirements. You should add 20% + uplift to
this amount for your anticipated utility costs.
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Have an air conditioning/plumbing company give you a FREE estimate on a service

contract for the HVAC system and plumbing. They will examine the all key components
thoroughly especially if they will be on the hook for major repairs and potential
replacement.
Lease Considerations
There are 3 main lease types that you will encounter when you are looking for space to
begin your Villa La PAWS . One of the more common types is a gross lease which would
generally be the same type of lease you would find when renting a house.
Gross Lease: A lease in which the tenant pays a fixed rental amount for the duration of
the lease and the landlord pays the expenses associated with owning the property such as
taxes and insurance.
More commonly commercial property rentals will be one of the following:
Net Lease: A lease in which the tenant pays in addition to rent, the maintenance and
operating expenses such as real estate taxes, insurance premiums, etc.
Triple-Net Lease: A lease in which the tenant pays, in addition to rent, all expenses
related to the operation of the property.
Signage: Most leasers have stringent signage requirements. The lease must allow our
signage designs and colors to be used. This is a part of your franchisee agreement. The
Villa La PAWS Marketing Department will work with you and your landlords to ensure
compliance.
Lease Protections: You need to protect yourself from events that occur during your
occupancy.
The owner may sell the property and the new owner may have plans without you in
mind! Make sure you have a clause in your lease that states you will be given more than
enough time to vacate the premises and that they will pay for all relocation and moving
expenses.
The owner may change zoning for whatever reason which could put you out-ofcompliance. In your lease make sure that you have to agree with any zoning or variance
changes.
If you can get the landlord to absorb the maintenance of critical equipment, air
conditioners, heating units and overall plumbing, do it! Even if you have to pay a little
more monthly what you dont need is replacing an air conditioner and eating a $5000 +
bill. That wrecks your whole day, week and month. If the landlord wants you to take on
the responsibility of the HVAC equipment and overall plumbing, get service contract
with a reputable air conditioner/heating/plumbing repair company.
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TIPS
Many pet service companies experience problems finding quality space to put their
business in because of the real or preconceived notion that this kind of business is
problematic, noise, smell and potential complaints.
Your Villa La PAWS facility will meet and exceed the expectations of any landlord.
What most landlords fail to recognize is that you are a destination business, meaning
people come to their property for the sole purpose of doing business with you!
If there is contiguous space next to your facility, get the right-of-first-refusal when the
space becomes available or before it is rented to someone else.
Our Good Neighbor Program is discussed at length in the Marketing Section. This
program endears you to the landlord and all of your business and residential neighbors.
Seeking Approval of Proposed Sites

Within sixty (60) days after Franchisee executes this Agreement, Franchisee shall provide
Franchisor with a proposed site for the Franchised Business, including all information Franchisor
requires in order to evaluate the proposed site for a Villa La PAWS Business. Upon receipt of
all information it requires, Franchisor shall have thirty (30) days in which to evaluate the
proposed site and notify Franchisee whether the proposed site meets Franchisors minimum
requirements. Franchisor will not unreasonably withhold its approval of the proposed site.
Franchisee acknowledges and agrees that the proposed site is crucial to the success of the
Franchised Business, and in no event will a home be considered a suitable location for the
Franchised Business. Franchisee further acknowledges and agrees that Franchisors
approval of a site for the Franchised Business is not meant as a representation, warranty
or guaranty, express or implied, that Franchisee will be successful at the site or will
achieve any particular level of sales. Franchisors approval is only an indication that the
site meets Franchisors minimum criteria for a Villa La PAWS Business.
Licenses, Permits and Taxes

Operational Permits
Franchisee shall comply with all federal, state, and local laws, rules and regulations, and shall
timely obtain any and all permits, zoning variances, certificates, or licenses necessary for the full
and proper conduct of the Villa La PAWS Franchise Business, including, without limitation,
licenses to do business, fictitious name registrations, sale tax permits, and fire clearances.
Notice of Litigation
Franchisee shall notify Franchisor in writing within five (5) days of the commencement of any
action, suit, or proceeding, and of the issuance of any order, writ, injunction, award, or decree of
any court, agency, or other governmental instrumentality, which may adversely affect the
operation or financial condition of the Franchised Business.
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At the time of this publication there are no federal licensure requirements to open a Pet
Services Company.
There are however, numerous county, city, and local Government ordinances s that do
require pet service facilities to be licensed. In most cases the license requirements and
application are the same as those of a boarding kennel and will require inspections from
the health department and local officials on an annual basis. This is to insure that proper
sanitation methods are followed so as to eliminate the possibility of spreading infectious
diseases from animal to animal. They will also check your records to insure that you
maintain up to date vaccination records for the animals participating in services at your
facility.
The kennel industry can also face inspections by the local health department to check
your handling and disposal of solid waste. Some States require approval by the state
board of agriculture as an animal boarding facility and some do not, this is very much a
regional issue.
You are going to have to contact your local county or city administration office and
review the city and county ordinances specific to your location to determine exactly what
the license requirements for a pet services facility are in your specific area.
Because you will be boarding animals you can expect that 90% of the counties and cities
you will need to obtain a kennel license.
Grooming also requires you to obtain approval by not only your local government but
from the state environmental protection agency as well. This is due to the fact that flea
and tick shampoos contain pesticides and require specialized disposal procedures as well
as specialized plumbing equipment to prevent backwards suction of hazardous chemicals
into the city potable water supply.
You will need to obtain a Sales Tax Permit. Depending on your city, county and state
sales tax statutes, what you sell may be taxed.
Your state, county and city websites will direct you to appropriate departments for your
compliance requirements:
Building Permits
Franchisee shall procure all required licenses and permits for the construction, build-out and
operation of the Franchised Business, at its sole expense.
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Training
Initial Training
Villa La PAWS shall provide a two (2) part initial training program for Franchisee (or, if
Franchisee is a corporate entity, for a principal of Franchisee) and to one (1) of
Franchisees managers or employees, for a maximum of two (2) trainees. The first part
of the initial training is a home study course and must be completed before Franchisee
and its trainee(s) attend the second part of the initial training program. The second part
of the initial training program shall incorporate one (1) week of training at the Villa La
Paws corporate offices located in Phoenix, Arizona. In the event Franchisee wishes to
send additional trainees to the initial training program, Franchisee shall pay to Villa La
PAWS its current training fee. For all trainees attending the initial training program,
Franchisee shall bear their expenses while attending training, including, but not limited
to, travel, lodging, meals and applicable wages.
We will use this Operational Manual as the base course curriculum. Numerous subject
matter experts will deliver training segments throughout the training period.
Franchisee shall attend and successfully complete all of Villa La Paws required training
programs before they will be authorized to open their Villa La PAWS franchise.
Home Study Course - Pre-Opening Primer

The home study course is a Villa La PAWS Primer that will assist you in the initial
planning for your Villa La PAWS Resort & Spa. The topics covered will be:
o
o
o
o
o
o
Getting Started in Pet Services

Pet Services Demographics
Pet Services Opening Cash Flow Analysis
Selecting a Location for your Villa La PAWS Resort & Spa
Licensure Requirements
Introduction to Dog Behavior
One (1) Week Training Program

This is a very intense week of long hours and a lot of information being dispensed to you.
What you need to know is that this is the way we do things so we have the experience
and know-how to support you.
The course curriculum for this week will cover:
Customer Interaction Session
Dog Safety Training
Dog Behavior Evaluation Training
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Additional or Refresher Training

Villa La PAWS may also provide refresher training programs for Franchisee (or, if
Franchisee is a corporation or partnership, for a principal of Franchisee) and for
Franchisees managers and employees as Franchisor, in its sole discretion, deems
appropriate. Villa La PAWS reserves the right to charge a reasonable training fee for
these courses.
Seminars and Conventions

Villa La PAWS may, in its discretion, present national, regional or local seminars,
conventions or continuing development programs for the benefit of all franchisees in the
System. Attendance at most of the seminars presented by Franchisor will be voluntary;
however, Franchisee and/or its manager must attend any mandatory seminar, convention,
or program as designated by Villa La PAWS . Franchisee and/or its manager will not be
required to attend any mandatory seminar, convention or program more than two (2)
times each year. Villa La PAWS will give Franchisee at least thirty (30) days prior
written notice of any mandatory seminar, convention or program. Franchisee shall pay
for the travel and living expenses incurred in attending any mandatory or voluntary
seminar, including travel, living and wages expenses for any manager. Franchisee shall
also pay to Villa La PAWS any convention or training fees at Villa La Paws then current
published rate.
Setting Up Your Facility

In the business of pet care people want to take their dog to a place that has a nice homely
feel, a place that is decorated, fun and professional. Your lobby area should be attractive.
Have some paintings on the walls; add a big board that has pictures of happy pets using
your services. Your play areas should have color; all white walls are boring and get dirty
too fast. Paint the ceilings a nice sky blue, add accent colors to certain walls and ensure
the play areas have items that look fun, a slide, a tunnel etc. You want your facility to
look exciting and fun the moment a customer comes in the door, not dull and boring.
Contact artists in your area and have some murals added to the walls of Dogs engaged in
various activities, to create that light cheery feeling. If you want to be successful your
customers have to believe that their dogs will be having fun while they are in your care
and the interior appearance and decorations that you choose can go along way towards
selling that point.
Start at the lobby and place yourself in your customers shoes, is it cramped and cluttered
or is it warm and inviting with adequate space for multiple customers at one time?
Moving further into your facility, the floors must be clean, have a shiny surface and not
smell of dog! Everything your clients see needs to provide them with a sense of
happiness, cleanliness and professionalism. If clients can see into your office ensure that
chairs are under the desks, and that there is not abundant clutter present, i.e. empty fastfood bags lying on desks, soda cans, trash is not overflowing from the container etc.
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You have to understand that there has been a major shift in the role of the dog in the
American family, they are not merely pets anymore. They are valuable, respected and
loved members of the family. With the emergence of pet suites and other luxury pet
services, boarding kennels of old are now being forced to upgrade their facilities by
adding televisions, heated floors, air conditioning, and other amenities comparable to
what you would find in a human hotel to remain competitive . Appearance is important
and if you want to impress your customers design and decorate the inside of your facility
in a way that makes it appealing and fun.
Building-Out the Facility

Your Villa La PAWS Resort & Spa design has to ensure maximum flexibility,
functionality and security (for the animals)
We give every room in our facilities a revenue target. That means that no space is
designed to be wasted and every square foot has to produce revenue directly or indirectly.
If a space doesnt meet these requirements, we dont need it or we get a cheap storage
unit.
Remember, we are a cage-free environment which means we dont warehouse dogs in
suites, cabins, casitas or kennels; these are confinement areas that are used for boarding
in traditional pet service facilities. We use our playrooms during the day and convert
them to slumber party rooms in the evening.
Construction Specifications
Your Villa La PAWS will need to have a minimum of 3500 sq feet covered are and a
minimum 1000 Sq Feet fenced outside area. Villa La PAWS will give you a borrowed
copy of Construction Specifications for a design requirements and specifics. .
Required Fixtures, Furnishings, Equipment and Services

What your Villa La PAWS Resort & Spa must have the following functional areas:
o Lobby
Reception/Check-Out Counter
Retail Sales Display
Refrigerator (bottled water for customers)
Computer Area
Flatscreen (min 32) TV & Stand (Webcam TV)
Chairs/bench for customer waiting
Wall Space for Dog-Of-The Month certificates
Announcement Board
Animal Rescue card/brochure rack
o Office (Off Lobby)
Lockable File drawers
L Shaped Desk
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o
o
Computer Rack
Administrative Computer
Webcam Computer
Three chairs (office chair plus 2 others)
Customer Restroom (Off Lobby)
Unisex bathroom
Inside Playrooms/Slumber Rooms
Plastic Storage Bench
Couches (for Couch Potato Room)
Couch covers
Toys, hard balls, ropes, tennis balls, etc
Car Beds
Plastic playground equipment
Slides, climbers, tunnels, etc.
Mop closets
Sink
Lemon Cleaner
Buckets
Cleaners
Poop bags
Poop Bag Holders
Poop Receptacles
Trash Receptacles
Outside Areas
Access from each Playroom/Slumber Room
Intake area for daycare dogs
7 Wire Mesh Fence with Fence Shadescreens
Overhead Shadescreen Covered Areas
Plastic playground equipment
Slides, climbers, tunnels, etc
Heavy Plastic Pools.
Water Wigglier
Poop Bag Holders
Poop Receptacles
Trash Receptacles
Hoses for washdown and bleaching
Special Care
Kitchen/Food Preparation
Refrigerator
Washer & Dryer
Dishwasher
Trash Receptacles
Dog Crates (dog enclosures)
Storage room
Cleaning Supplies
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o
o
Detergents
Vacuums
Maintenance materials
Tools
Spare parts
Excess Inventory
Folding Chairs & Tables
Promotional Tent Display
Counselor Break Room
Table
Chairs
Refrigerator
Microwave
Trash Receptacles
Overnight Counselor Room
Bed
TV
Shower
Sink
Chest of drawers
Trash Receptacles
Counselor Restroom
Unisex bathroom
Grooming
Access to outside areas
Tub Area
Drying Area
Grooming Tables
Computer Area
Webcams
Each playroom and outside area must have a webcam assigned to it
Reception area has a webcam
Minimum 32 flat screen TV for webcam viewing in lobby area
Services needed for the Villa La PAWS facility are:

o Electrical Wiring
Each room should have a minimum of 4 electrical outlets in each room.
A 220 electrical outlet will be needed for the dryer in Special Care if using an
electric dryer
Outside electrical feeds for wiring:
Outside webcams
Outside motion lights
Electrical outlets in each outside play area
o Telecommunications
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Internet minimum DSL or Broadband

Phone Service Iphone
o Utility Services
Water Services/Plumbing
Washer hookup
Outdoor hose hookups
Grooming (bath) hookups
Playroom faucets for mop buckets
Air Conditioning/Heating services
Waste pickup
Pest Elimination
o Webcam installation
Mount webcams in assigned areas
Complete wiring and computer hook-up
This is the most desired functionality configuration for your Villa La PAWS facility.
Depending on your space, certain rooms and their functionality can be combined but this
needs to be on a case-by-case basis. The overall facility functionality must be available.
POS and Computer Systems

There will be two (2) computer setups in your Villa La PAWS facility, and
Administrative System and a Webcam System.
The Administrative System is The Kennel Connection Software that will be a local area
network that consists of:
o Main Computer Dual processor configurations
Kennel Connection Main
Resides in Office
Hosts the Local Area Network
o Front Office (Lobby) Computer
Networked from Main
Kennel Connection Slave
POS System
o Grooming Computer
Networked from Main
Kennel Connection Slave
The Webcam System from our approved supplier, see Appendix B Approved
Suppliers, consists of one stand alone desktop computer that manages and drives the
Webcams locally and handles the access to the Internet. The infrared camera setup
chosen with wiring and control box are also included.
o Webcam Computer
Webcam Software
Resides in Office
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2 Terminals
Desktop Monitor
32 TV located in Reception area
These computer packages will come to your Villa La PAWS facility completely loaded
with the software and configurations necessary. Installation procedures and support will
be provided.
Our Point-Of-Sale approved software providers Users Manual will be available to you
online and be in a searchable format.
Sign Requirements
This one is fairly straight forward. You need to work with our Marketing Department for
the proper signage look, placement and usage. We have strict requirements on signage to
ensure proper use of logos and consistent branding.
Sign Compliance
Many cities have sign ordinances and you cant count on your landlords sign
specifications being in compliance. Get approval and a written compliance letter from
the appropriate city department. If you are not in compliance get your landlord to get his
signage requirements in compliance!
Sign Visibility
Viewing distance is the primary factor in determining if an exterior sign will efficiently
promote your business. Items such as passing traffic, trees, foliage, power lines, and
street signs can limit the visibility of your sign, thus limiting the amount of walk in Dog
Owning Customers you pull in. You must insure that the sign is readily distinguishable
from the surroundings. The easiest way to accomplish this is to put yourself in the place
of your potential customers and look at the proposed location from different angles, get in
your car and do some drive bys on the location to check its visibility and placement.
The location needs to be conspicuous so that it can be easily distinguished from the
surrounding urban clutter. You only have a precious few seconds to grab the attention of
people driving by and even large signs will be missed if they are not designed and placed
well.
List of Approved Suppliers

Please refer to Appendix B for a complete list of Approved and suggested suppliers.
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Utilities and Services

Ensure that you electrical/gas and water utilities are setup and with no interruption of
service. Other services that need to be set-up for operation of your Villa La PAWS are:
o
o
o
o
Waste Management schedule and setup

Pest Service schedule and setup
Internet service minimum DSL internet service
Telephone Telesphere IP phone package installed
Uniforms
Our uniforms are our designed Villa La PAWS collared shirts and T-Shirts. Front office
personnel must wear a Villa La PAWS collared shirt at all times while on-duty. Villa La
PAWS Counselors can wear either a Villa La PAWS collared shirt or Villa La PAWS TShirt.
It is strongly suggested that long pants be worn and no open toed shoes be worn for
safety precautions for the Villa La PAWS Counselors.
Bank Accounts
You should set up two (2) business checking accounts, a Main Business Account and an
Payroll Account.
Main Business Account:
You will use this account for all of your expenses with the exception of Payroll.
Payroll Account:
This account she be used strictly for payroll especially if you use a payroll service. Treat
this like clearing account.
Insurance Coverage
General Insurance Requirements
You currently are required to maintain the following insurance coverage: (1)
comprehensive general liability coverage against claims for bodily and personal injury,
death, and property damage caused by or occurring in conjunction with the operation of
your Villa La PAWS Franchise or your conduct of business pursuant to the Villa La
PAWS Franchise Agreement under one or more policies of insurance containing
minimum liability coverage of $1,000,000 per occurrence and $2,000,000 aggregate;
(2) automobile liability (split limit) of $250,000 per person, $500,000 per accident, and
$100,000 property damage for any vehicles used in the operation of the Villa La PAWS
Franchise Business; (3) business property insurance at replacement cost; (4) business
interruption and rent insurance for a period adequate to re-establish normal business
operations, but not less than $1,000,000 per occurrence; (5) an umbrella liability
insurance policy with minimum liability coverage of $2,000,000; (6) employers liability
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of $1,000,000 per incident and Workers Compensation or other employers liability

insurance as well as such other insurance as may be required by statute or rule in the state
in which your Villa La PAWS Franchised Business is located; (7) professional liability of
$1,000,000 per incident and $1,000,000 aggregate; and (8) any other insurance that we
may require in the future or that may be required according to the terms of your lease.
You must maintain all required policies in force during the entire term of the Franchise
Agreement and any renewal terms. We may periodically increase or decrease the
amounts of coverage required under these insurance policies and require different or
additional kinds of insurance at any time to reflect inflation, identification of new risks,
changes in law or standards of liability, higher damage awards, or other relevant changes
in circumstances. Each insurance policy must name us (and, if we request, our directors,
employees or shareholders) as additional insureds and must provide us with 30 days
advance written notice of any material modification, cancellation or expiration of the
policy.
Area Representative Insurance
If you are an Area Representative, you must maintain the following insurance: (1) broad
form comprehensive general liability coverage against claims for bodily and personal
injury, death and property damage caused by or occurring in conjunction with the
conduct of business by the Area Representative and broad form contractual liability
coverage under one or more policies of insurance containing minimum liability coverage
prescribed by us from time to time, but in no event in an amount less than $1,000,000
aggregate. Such insurance shall not have a deductible or self-insured retention in excess
of $5,000; (2) workers compensation and employers liability insurance in statutory
amounts, unemployment insurance and state disability insurance as required by
governing law for the employees for your Area Representative business; and (3) any
additional insurance that may be required to be maintained.
Insurance Company Approval
The insurance company that you select must be approved by Villa La PAWS. A copy of
the insurance policy the meets all of the above conditions must be delivered to Villa La
PAWS thirty (30) days before the Grand Opening date.
Villa La PAWS must also be copied on all correspondence sent directly to the Villa La
PAWS franchisee from the Insurance company.
Your Grand Opening

Your Grand Opening is a staged event that must be carefully planned and orchestrated.
This is your coming out party and you want the WOW factor surrounding this event.
All the work that you have done setting up your Villa La PAWS Resort & Spa up to this
point has been building up to Showtime.
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Goals & Objectives

Your goal is to get as much publicity and exposure that you can for your unique CageFree Villa La PAWS Resort & Spa.
Your objective and ours is name recognition and new customers for all services.
Notifications
When you sign your Franchise Agreement/Area Representative Agreement, you will be
immediately included in our national advertising program.
o Press releases will be sent out nationally and locally in your territory announcing your
intended opening along with instructions to sign-up at Villa La PAWS website for
updates and information about your Villa La PAWS Resort & Spa.
o Monthly Villa La PAWS e-newsletters are sent to all registered website members.
The e-newsletter will have a section that describes the progress of each Franchise.
o Capture information from people in your area that call into the National Call Center
from your territory. These people will be encouraged to sign up at the Villa La
PAWS website and also added to the Villa La PAWS e-newsletters distribution list.
o Identify target TV station/Morning program and secondary target to cultivate
relationship with to do a live shot frrm your Villa La PAWS resort on Grand Opening
day.
Your Grand Opening consists of three (3) major activities, Staffing, Advertising, Dog
Evaluations and Opening Day.
Location Approved:
Once you have your site selected and approved our P/R Specialist will assist you in
developing your individual Facebook Account. The Villa La PAWS Webmaster will also
create your specific home page for your site.
Pictures, Pictures, Pictures! You will keep an online journal of your facility opening
process, construction, build out, decorating, amenities, signage etc. You want to build
the momentum and create the excitement about your new resort. This will not only help
with attracting customers but also new employees.
Five (5) Six (6) Weeks from Grand Opening Date

o Start the advertising campaign for staff
o Order Villa La PAWS uniforms
Four (4) Weeks from Grand Opening Date

Staffing: Identifying and solidifying the Villa La PAWS staff begins;
o Finalize grooming staff (See marketing section)
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o Interview Customer Service Personnel

o Start interviewing Villa La PAWS Counselors
Start interviewing living on-site Counselor
o If your implementing Other Services
Villa La PAWS Limousine
Limo Driver
Dog Training
Trainers
In-Home Pet Sitting
Pet-Sitters
Advertising: Select promotional items for handouts and order them.
Three (3) Weeks from Grand Opening Date

Staffing: Selection of personnel and making final offers with employment start date start
dates, two (2) weeks from Grand Opening Date
Advertising: This phase is all about notifying and alerting people about your Villa La
PAWS Resort & Spa and setting the stage for your VIP Party.
o Send out Press Release to local media
TV, radio, newspapers, internet sites
Advance e-mail notification to your territories web sign-ups
o Deliver in person flyers and VIP Party Invitation to:
Veterinarians and Pet Hospitals
Pet retail stores
Local Animal Rescue Groups
Good Neighbor Candidates
o VIP Party Special Invitation will be sent via email to all website subscribers from
your territory with VIP Party Sign-up online form attached.
o Finalize TV broadcast from your Villa La PAWS on Grand Opening day.
o Create your VIP Party call list
Two (2) Weeks from Grand Opening Date

Staffing: Staff Training starts this week.
Monday will be spent conducting your first company meeting. You will cover:
o
o
o
o
Mission Statement
Values: Honesty, Integrity, Respect, Inclusion, Diversity and Safety.
Review Employee Manual
Review Operations Manual
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Tuesday thru Friday will be spent training and cross training for their specific duties.
o
o
o
o
o
o
Dog Behavior
Group Dynamics
Dog Evaluations
Customer Service
Cleaning
Handout uniforms
Set up roles and responsibilities for One (1) Week activities, VIP Party, Dog Evaluations,
and Resort Set-up. Use employee dogs and rescue dogs for training.
Advertising: Getting attention and interest in your Villa La PAWS and confirming
attendance for your VIP party.
o Print advertising begins with grand opening announcement
Advertise and start the dog evaluation process for potential customers. $10
Registration Fees waived for pre-opening evaluations and they receive a VIP
invitation for the VIP Party.
o Email Grand Opening Announcement campaign to local pet owners (from website
signups and National Call Center). Promote the pre-opening evaluation process
specials.
o Advertise and start the dog evaluation process for potential customers. $10
o Obtain your Good Neighbor business card size advertisements and create on-line and
print advertising collateral.
o National Call Center begins confirming attendance from your call list and from the
online registrations.
o Assemble new customer packets
One (1) Week from Grand Opening Date

Staffing: Continue resort set-up and conduct dog evaluations using employee dogs and
rescue dogs for evaluation. Offer FREE Daycare for customer dogs that have passed
evaluations and can their dogs can be used in the evaluation process for new dogs.
Staff prepares for VIP Party Wednesday night prior to Opening Day. Attend VIP Party
Wednesday evening.
Advertising: Follow-up advertising and confirmations
o Print advertising continues with grand opening announcement
Advertise and start the dog evaluation process for potential customers. $10
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o Second notice email Grand Opening Announcement campaign to local pet owners
(from website signups and National Call Center). Promote the pre-opening
evaluation process specials.
o Finalize Good Neighbor business card size advertisements and create on-line and
print advertising collateral.
o Deliver Advertising Kits to Pet stores, Vets, Good Neighbors and Animal Rescues
o Order food and refreshments for VIP Party and Grand Opening Day
National Call Center finalizes confirmation of VIP attendance from your call list and
from the online registrations.
National Call Center schedules dog evaluations.
Pre-Opening Media Tour (2PM 4PM) Wednesday Afternoon prior to

Grand Opening Day
Conduct a Pre-Opening Media Tour for staff writers, correspondents, bloggers,
broadcasters and reporters in search of a fun and timely pet-themed story angle unfolding
in your geographic area.
o Registration for Door Prizes and name tags
o Hand out promotional items
o Welcome
Introduction of Villa La PAWS Resort & Spa
Special Guests
Ribbon Cutting Ceremony
Our Differentiators
Our Processes
Hours of Operation
o Conduct Tours
o Buffet style appetizers and drinks (self serve)
o Networking
o Drawing for Door Prizes
o Handout advertising Kits
VIP Party (7PM 9PM) Wednesday Evening prior to Grand Opening

Day
o Registration for Door Prizes and name tags
o Hand out promotional items
o Welcome
Special Guests
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o
o
o
o
o
Ribbon Cutting Ceremony

Our Differentiators
Our Processes
Hours of Operation
Conduct Tours
Buffet style appetizers and drinks (self serve)
Networking
Drawing for Door Prizes
Handout advertising Kits
Within 2 days after the VIP Party

o Send Thank You Letters to all Media and VIP Attendees
Grand Opening Day

o
o
o
o
o
o
o
o
o
Accept Daycare. Grooming and Boarding animals

Registration for Door Prizes and name tags
Hand out promotional items
Welcome
Managers
Corporate Staff
Counselors
Our Differentiators
Our Processes
Hours of Operation
Conduct Tours
Buffet style appetizers and drinks (self serve)
Networking with potential customers
Drawing for Door Prizes
Accept Daycare. Grooming and Boarding animals
Within 2 days after the Grand Opening

o Send Thank You Letter and Coupons
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PERSONNEL
Preparing to Staff Your Facility
Staffing your facility is a critical component of building your operation. And, finding the
most qualified personnel is one of the most challenging management responsibilities.
There are several ways to add personnel to your facility.
Leasing personnel
1099 contract personnel
Full time or part time employees
Each option has its benefits and drawbacks and you must carefully consider which will
provide you with the best employees, at a reasonable cost and allow you to comply with
all Department of Labor and IRS guidelines.
Leasing personnel
Leasing personnel is the most efficient and least demanding way to staff your facility. By
using a Professional Employer Organization (PEO), you become joint employers of the
staff. The PEO becomes the administrative employer and you are the work place
employer. A PEO is a company that contractually assumes and manages human resource
responsibilities and employer liability. The PEO assumes the employer responsibility for
payroll processing, payroll tax administration, employee benefit plans, and other human
resource functions.
1099 Contract Personnel

When a person is an employee of a company they are paid on the IRS form W-2 which
automatically withholds and pays all of the income taxes as required by the IRS. These
taxes include Federal Income Tax, State Income Tax, FICA (Social Security and
Medicare), plus all of the employer taxes (FUTA (Federal Unemployment Tax), FICA
(Social Security and Medicare), and SUI (State Unemployment Tax)).
When a person is paid on the IRS form 1099-Misc., all earnings are paid on an untaxed
basis. The individual is then responsible for all of the appropriate taxes.
Caution should be used when considering a 1099 contract staff member. Incorrectly
classifying an individual as a contractor, rather than an employee, can result in significant
fines for the employer. The IRS has a 20-Point Checklist (see below) to determine if the
staff member is really a 1099 contract person or an employee of the company.
The key factor in determining how to classify an individual is who has the "right of
control" over the individual's performance of the job and how the individual
accomplishes the job? The greater the control exercised over the terms and conditions of
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employment, the greater the chance that the controlling entity will be held to be the
employer. The right to control (not the act itself) determines the status as an independent
contractor or employee.
The 20-point checklist is only a guideline; it does not guarantee that a person is correctly
classified. There is no one single homogenous definition of the term "employee." Most
agencies and courts typically look to the totality of the circumstances and balance the
factors to determine whether a worker is an employee.
Following are the 20-points that have been established by the IRS:
1. Must the individual take instructions from your management staff regarding
when, where, and how work is to be done?
2. Does the individual receive training from your company?
3. Is the success or continuation of your business somewhat dependent on the type
of service provided by the individual?
4. Must the individual personally perform the contracted services?
5. Have you hired, supervised, or paid individuals to assist the worker in completing
the project stated in the contract?
6. Is there a continuing relationship between your company and the individual?
7. Must the individual work set hours?
8. Is the individual required to work full time at your company?
9. Is the work performed on company premises?
10. Is the individual required to follow a set sequence or routine in the performance of
his work?
11. Must the individual give you reports regarding his/her work?
12. Is the individual paid by the hour, week, or month?
13. Do you reimburse the individual for business/travel expenses?
14. Do you supply the individual with needed tools or materials?
15. Have you made a significant investment in facilities used by the individual to
perform services?
16. Is the individual free from suffering a loss or realizing a profit based on his work?
17. Does the individual only perform services for your company?
18. Does the individual limit the availability of his services to the general public?
19. Do you have the right to discharge the individual?
20. May the individual terminate his services at any time?
Before bringing on an individual as a contract employee, we strongly recommend
reviewing the situation with your Accountant or Employment Law Attorney.
Full time or part time employees

Employees are defined as those whose method of working can be controlled by their
employer, are regular employees and receive a W-2. If you elect to hire employees, the
following will apply.
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The employer must pay income, Social Security, and Medicare taxes for the employee.
The employer must also match social security and Medicare taxes. These taxes are
deducted from the employee's salary, but the employer is required to collect them, make
their contribution and send them to the IRS on the behalf of the worker.
The employer must pay unemployment tax. The government gives aid to those who have
lost their jobs and are trying to find work in the form of unemployment benefits. The
funds for this program come from a tax on businesses with employees. The tax is not
deducted from an employee's pay and is solely funded by the employer.
They must issue an IRS W-2 form. At the end of the tax year, the employer must send
copies of a completed W-2 to the employee and the Social Security Administration. This
form will notify the government that the employee has received funds and allow the
employee to file state and federal income tax.
Hiring your own employees requires significant recordkeeping and also creates legal
exposure for you. Before bringing on any employees you must ensure that you have all
of the necessary policies and procedures in place.
It is also important to ensure that employees are classified correctly in accordance with
the Fair Labor Standards Act (FLSA) and wage and hour laws. Below are general
employee classifications.
YOUR NUMBER OF FULL VS. PART TIME HOURS MAY BE DIFFERENT.
A full-time employee is an individual who works a normal forty-hour workweek and is
hired for an indefinite period.
A part-time employee is an individual who works less than a normal workweek and is
hired for an indefinite period.
A temporary employee generally is an individual who is hired either part-time or fulltime for a specified, limited period.
A nonexempt employee generally is subject to the minimum wage and overtime
provisions of the Fair Labor Standards Act (FLSA) and is typically paid either on an
hourly or salary basis.
An exempt employee is exempt from the provisions of the FLSA and is not entitled to
overtime payments. Exempt employees typically are paid on a salary basis and include
administrative, executive, and professional employees, outside sales representatives, and
certain highly skilled computer professionals.
Full-time, part-time and temporary employees may be classified as either exempt or
nonexempt. Other flexible staffing classifications or arrangements may be added as
needed.
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Employment Law Basics - Please see Appendix
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Preparing to Hire Your First Employee

Franchise Manager (Resort Manager)
Every new Resort Manager is on a 90-day probationary period where we will evaluate
your performance and provide you with feedback. At any time during the probationary
period if the Franchisee owner doesnt feel that you are performing your job to the
standards of the job you can and will be released unconditionally.
Job Description
Be a professional in all aspects of the business. Have the ability to perform and exceed
customer expectations, problem solving, sales, HR problems, and build a profitable
business.
Reports to: Franchisee Owner
Duties & Responsibilities:
Training and/or classes may be required in this position.
These expectations are in no specific order.
o Sales
Be well versed in the entire service offering. Be able to respond to customers
questions, verbally outline the services in detail.
o Recruiting/staffing
Be aware of recruiting laws. Be aware of the questions allowed and not allowed to be
asked during an employment interview. Be familiar with all of the forms needed to
offer a position and all of the new hire documents required. Be familiar with what a
new hire file should contain. Acquire the ability to hire a flexible workforce.
Hire and staff each shift

Make sure all staff schedules are complete and up-to-date for each month.
Make sure all shifts are staffed completely with the best staff available
Verify all time sheets are updated weekly and printed for payroll
Use discursion on time off especially over holidays. Time off should be given
on a seniority basis. If an employee is regularly scheduled to work during a
holiday, time off is usually not given.
Computer
Must have all of the basic computer skills. Must have knowledge of Windows and MS
applications. Must be comfortable in using a computer and able to type in information
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while on the phone or have a customer at the desk. Must be willing to learn new
applications and apply this learning quickly and accurately.
Customer Service
Must be very familiar with customer service protocol. Be able to handle difficult
customers without abrasive language, manners, or actions. Must also be able to handle
difficult customers when asking them not to return or for payment.
Accounting
Be familiar with basic accounting procedures. Knowledge of debits, credits, off setting
entries, and cash drawer balancing procedures. Basic knowledge of credit card entries.
Have the ability to collect unpaid invoices.
Have negation skills
HR
Must be familiar with how to assign effective and efficient work schedules and
accommodate needs of staff without overlap. Must be familiar with how to develop work
schedules with multiple shifts, employee breaks, and vacations. Must be familiar with
delegation protocol. Be willing to talk to staff and encourage change in behavior, work
ethics, or adherence company policies. Be willing to learn how to document
unacceptable practices. Assist in developing activity schedules with Lead Counselor.
Manage overtime.
Time Management
You must be good at managing time to allow for all of the responsibilities to be
accomplished in a timely manner. You must be good at organizing and prioritizing tasks.
Must have good organization skills and be able to apply them in all tasks.
Willingness to learn
Be willing to learn new tasks and take the time to learn them well. Be willing to filling in
or take responsibility for tasks that someone else may not be able to do or may not have
the time to do. Gain basic knowledge of all aspects of the Resort and respect each
position.
These duties and responsibilities can and will change. You have to be flexible enough to
adjust and adapt to the changes.
We will not compromise on any of the above duties and responsibilities.
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Lead Counselor Job Description

Every new Lead Counselor is on a 90-day probationary period where we will evaluate
Job Description
The Lead Counselor is responsible for supervision of the daycare/animal boarding
facilities and staff duty assignments. Additionally, they are responsible for training new
animal care technicians and monitoring performance to ensure proper procedures are
followed. The Lead Counselor reports to the Resort Manager.
Primary Duties
1. Dog Management
a. Assign dogs to appropriate play group based on personality, play style &
size
b. Ensure proper dog introduction procedures are followed
c. Monitor dog interaction throughout shift watching for stress signs & adjust
playgroups as needed
d. Ensure proper supervision of playgroups and safety of play. Advise staff
regarding proper level of play & use of toys within playgroups.
e. Monitor dog correction methods used by staff & assist when needed to
make sure they are carried out properly.
f. Watch number of dogs in center and bring to managements attention
immediately when levels exceed space & staff limits. Call management at
home if necessary & communicate status with receptionist.
g. Watch new dogs (first few days of daycare) for special needs, comfort in
playgroup, signs of stress, etc. Complete New Dog Report Card form &
submit to receptionist prior to dog pick-up time.
h. Ensure staff understands special needs list & that dogs are being properly
managed/cycled.
i. Ensure dogs are put down for meals properly. Create space for scheduled
arrivals & provide easy access to dogs scheduled for pick-up.
2. Assigning Duties to Staff
a. Assign scheduled staff to dog playgroups, floater & cleaning duties as
needed. Also assign staff to provide a.m. and p.m. breaks.
b. Ensure daily, weekly & monthly cleaning duties are assigned. Follow-up
to make sure proper cleaning procedures are followed.
c. Contact management if extra staff is needed.
d. Lead by example and assign self to all functions on a regular basis.
3. Training Counselor Staff
a. Train new staff in accordance with training checklist.
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4.
5.
6.
7.
b. Ensure 2-3 hours a month is spent working the playgroups with each staff
person. Provide feedback and tips as needed.
c. Provide positive feedback & performance improvement suggestions to
staff and for new staff make training adjustments as needed.
d. Review dog profiles with staff assigned to supervise them & point out any
areas of concern.
e. Work with management to communicate, explain and train on new
procedures.
Monitor Staff Performance
a. Ensure that floor, floater and cleaning tasks are completed each day.
b. Keep records on verbal feedback given to staff related to improving their
performance.
c. Assist in creating a spirit of teamwork by treating all staff equally,
instructing in a respectful manner & showing appreciation for work well
done & extra efforts.
Provide feedback to management
a. Staff less than 90 days review progress from training checklist weekly
with management
b. Staff over 90 days review verbal record on each staff and when progress
is not made to satisfactory level complete written memo for management
to use in corrective action.
c. Complete written memo form for staff praises and outstanding
performance above & beyond expected job duties and submit to
management.
Administrative
a. Maintain dog board in hall with critical information daily (night lead for
the entire weekend)
b. Special Needs List maintained
c. Cleaning duties checklist completed
d. Print dog lists for shift & review scheduled staff and plan assignments
e. Check previous days reports for proper completion
f. Ensure forms needed are available for staff use
g. Create & maintain dog profiles (day lead creates)
h. Night Lead - Review sleepover reports & dog profiles and point out any
items of concern for night/weekend staff (e.g., dogs not eating, dogs not
getting along together, etc).
i. Night Lead Review weekend staff folders for proper sign offs
Other duties as assigned
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Job & Equipment Requirements

Check items that apply
x
x
x
x
x
x
x
Writing
Reading
Proofreading
Traveling
Lifting:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Personal Computer
Adding Machine
Calculator
x
x
x
x
x
x
Bending
Typing
Data Input
Manual Dexterity
Carrying:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Telephone
2-Way Radio
Automobile
x
x
x
Standing
Hearing
Walking
Driving
Other List Below:
Other List Below:

Vacuum Cleaner
Minimum Experience, Skills, Certification or Academic Background Required

1. High school graduate or GED preferred
2. Good oral & written communication skills
3. Previous work experience demonstrating dependability
4. Understands and is proficient in dog behavior (must demonstrate)
5. 2-4 years experience providing animal care
6. Self motivated, independent worker
7. Proven leadership and training skills
8. Ability to work in a team environment
9. Good decision and problem solving skills
10. Good organization and planning skills
11. Demonstrated flexibility and proven coping skills
Dog Counselor
Every new Resort Manager is on a 90-day probationary period where we will evaluate
Job Description
The Villa La PAWS Dog Counselor is responsible for the supervision, control and
management of daycare dogs and ensuring the safety of the playgroup. The Counselor
may also be assigned care of other animals boarding at the facility. Additionally, the
Counselor is responsible for the maintenance and cleaning of the playrooms as well as
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other areas of the facility as assigned. The Counselor works under the supervision of the
Facility Manager and/or a Lead Counselor.
Reports to: Lead Counselor
1. Dog Management
a. Interact with dogs in playgroups using appropriate toys and tools to ensure
safe levels of play and minimizing stress levels of all dogs in playgroup.
Maintain visual observation of dogs at all times and spread attention and
play among all dogs in playgroup.
b. Control level of play by following dog management and control
procedures and instructions provided by manager/lead counselor.
c. Use proper dog handling techniques including use of kennel leads to
transfer dogs if necessary.
d. Use proper dog introduction procedures.
e. Use appropriate praise and dog correction methods.
f. Ensure you know all dogs in playgroup and can properly identify them. If
not, request assistance from manager/lead counselor. Use collars to
identify dogs that are similar in appearance.
g. Watch all new dogs carefully and immediately consult with Manager/Lead
Counselor if you have concerns. For all dogs in playgroup; report any
unusual behavior, or eliminations and injuries to the Manager/Lead
Counselor immediately.
h. Review special needs list and manage dogs as instructed.
i. Maintain playroom as instructed in the Duties Checklist. Turn in
completed checklist at end of shift until lead advises it is no longer
required.
j. Ensure staff that relieve you for break or shift change know all dogs in
group, the special needs dog status and any unusual behaviors or concerns
you have been managing during your shift. If the next shift staff are not
available, update the manager/lead Counselor before leaving.
k. Plan how dogs will be fed in accordance to procedure.
l. Keep a working 2 way radio at all times when managing dogs. Request
back-up coverage prior to leaving the playgroup floor.
m. Use proper procedures when moving dogs to outdoor play yard and
returning to indoor playrooms.
n. Review dog profiles of any dog you do not know prior to starting shift.
o. Complete dog incident reports timely when required. If you are not sure
whether a report is required check with manager/lead.
p. Complete maintenance or repair reports as needed. Immediately report
any out of stock items to floater tech or lead tech.
2. Floater and Cleaning Duties
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a. Complete floater duties as described in Floater Animal Tech Duties

Checklist. Turn in completed checklist at end of shift. Advise night lead
or management of any incomplete duties that will need attention from the
overnight staff.
b. Complete cleaning duties as assigned and indicate proper completion by
signing the Monthly Cleaning Checklist.
c. Maintenance litter pit in accordance to procedures.
d. Clean out dog litter pit, clean and refill as requested.
e. Report supplies needed to lead tech prior to running completely out of
item.
3. Cat Room and other animal care duties
a. Clean and maintain cat room as outlined on schedule. Initial form to
indicate tasks were completed.
b. Provide care or potty breaks to other dogs as assigned (puppies, groom
dogs, etc).
4. Overnight Counselor
a. Review overnight folder, dog board and review dog profiles upon arrival.
Clarify any concerns prior to lead and/or management leaving for day.
b. Maintain safety of all dogs during shift. If you must leave the floor put
high energy, snappy or potential problem dogs in runs/crates prior to
leaving sight of playroom.
c. In the event of a dog incident or emergency contact management at home
immediately.
d. Enforce Villa La PAWS policies regarding approved drop-off and pick-up
times. Contact management to approve an unexpected client drop-off. Do
not allow unknown persons into property after hours. Staff visitors are not
allowed in premises after hours without prior approval from management.
e. In the event you note unknown persons on the grounds that are disturbing
you and/or dogs or damaging property, call the police. If immediate
danger is a concern, call 911, if not use the police non-emergency number.
Complete an incident report for management.
5. Other duties as assigned
x
x
Writing
Reading
Proofreading
Traveling
Lifting:
Up to 10 lbs
Bending
Typing
Data Input
Manual Dexterity
Carrying:
Up to 10 lbs
x
x
x
Standing
Hearing
Walking
Driving
Other List Below:
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x
x
x
11 20 lbs
Over 25 lbs
Personal Computer
Adding Machine
Calculator
x
x
x
11 20 lbs
Over 25 lbs
Telephone
2-Way Radio
Automobile
Other List Below:

Vacuum Cleaner

Customer Service
Every new Customer Service Representative is on a 90-day probationary period where
we will evaluate your performance and provide you with feedback. At any time during
the probationary period if the Franchisee owner doesnt feel that you are performing your
job to the standards of the job you can and will be released unconditionally.
Job Description
This person is responsible for the efficient operation of the front reception desk and upfront general area. The specific duties and responsibilities are as follows but not limited
to any other task designated by the Resort Manager:
Reports to: Resort Manager
Work Days & Times: TBD by Resort Manager
o
Answer the phone quickly and professionally

Be able to convey and discuss, with training, all services with customers and
potential customers
Be able to sell and cross sell services to customers
Be able to handle difficult calls with unhappy customers professionally and
courteously
When leaving the front area, always carry the cordless phone with you and
answer the calls
If there are messages on the phone system, respond to them immediately
o Perform the Front Desk customer service role professionally
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Be friendly, courteous and helpful to customers

Open doors coming and going for customers whenever possible
Deliver animals to car if assistance is needed
Give departing animals treats and LOVE when leaving
Assist outside receiving in the AM if possible, no customer should have to
wait
Perform Business Operations
Perform invoices efficiently and correctly
Perform opening day and closing day procedures
Grooming
Take grooming appointments according to the groomers requests
Perform next day confirmations for Grooming Appointments
Daycare & Boarding
Take reservations for Daycare & Boarding
Take and make reservations for evaluations
Assist in evaluations if requested
Paws Limousine
Take Paws Limousine reservations
Pass information onto Paws Limo Driver
Merchandise
Make sure all retail merchandise is organized, priced and stocked
Computer Operation
Be proficient or be able to quickly learn the operation of our POS Software
Be proficient in Microsoft Word, Excel, Outlook, and other Microsoft Office
Suite products
Cleaning
Be responsible for keeping the entire front area, reception, offices and
customer bathroom clean.
Clean other areas as directed by the Resort manager
Counselor
Be a back-up counselor when requested
Be able to efficiently and effectively handle a group of dogs
Perform breaks for counselors if needed

x
x
x
Writing
Reading
Proofreading
Traveling
Lifting:
Up to 10 lbs
11 20 lbs
x
x
x
x
Bending
Typing
Data Input
Manual Dexterity
Carrying:
Up to 10 lbs
11 20 lbs
x
x
x
x
Standing
Hearing
Walking
Driving
Other List Below:
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Over 25 lbs
x
x
x
Personal Computer
Adding Machine
Calculator
x
x
x
Over 25 lbs
Telephone
2-Way Radio
Automobile
Other List Below:

Vacuum Cleaner

This is NOT an all inclusive list and can be modified and prioritized by the Resort
Manager.
Lead Groomer
Every new Lead Groomer is on a 90-day probationary period where we will evaluate
Groomer
Every new Groomer is on a 90-day probationary period where we will evaluate your
performance and provide you with feedback. At any time during the probationary period
if the Franchisee owner doesnt feel that you are performing your job to the standards of
the job you can and will be released unconditionally.
Groomer Job Description
Be a professional experienced groomer in all aspects of the business. Have the ability to
perform and exceed customer expectations and build a repeatable customer base.
Reports to: Lead Groomer
Comb, clip, trim, and shape coats to groom animals using knowledge of
characteristics, grooming techniques, and styles
Reads written and receives oral instructions to determine clipping pattern desired.
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Precuts and baths animal. Use customers/animals preference on drying.

Places animal on grooming table and fits grooming collar to hold animal safely and
comfortably to table.
Be able to study proportions of animal to determine most appropriate cutting
pattern to achieve desired style.
Clip hair according to determined pattern, using electric clippers, comb, brush, and
shears.
Combs and shapes coat. Talks to animal or uses other techniques to calm animal
Customer communication skills are mandatory.
x
x
x
x
x
Writing
Reading
Proofreading
Traveling
Lifting:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Personal Computer
Adding Machine
Calculator
x
x
x
x
x
x
x
Bending
Typing
Data Input
Manual Dexterity
Carrying:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Telephone
2-Way Radio
Automobile
x
x
x
Standing
Hearing
Walking
Driving
Other List Below:
Other List Below:

Vacuum Cleaner

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Bather
Every new bather is on a 90 day probationary period where we will evaluate your
if the Franchisee management doesnt feel that you are performing your job to the
Bather Job Description
The bather works in the grooming department prepping the dogs for the groomers. The
pay is 15% pf the grooming charge. Bathers must be on time and punctual as the
groomers are dependent on timely delivery of animals.
Reports to: Lead Groomer
Perform bathing procedures

Knowledgeable of product usage
Express Anal glands
Knowledgeable of drying methods
Brushing animals
Ear cleaning, toenail trims, oral care
Pest control
Cleaning and sanitation of facilities
Knowledge of animal behavior can handle/manage behavior
Perform basic pet first aid
These duties and responsibilities can and will change and you have to be flexible enough
to adjust and adapt to the changes.
x
x
x
x
Writing
Reading
Proofreading
Traveling
Lifting:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Personal Computer
Adding Machine
x
x
x
x
x
x
x
Bending
Typing
Data Input
Manual Dexterity
Carrying:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Telephone
2-Way Radio
x
x
x
Standing
Hearing
Walking
Driving
Other List Below:
Other List Below:

Vacuum Cleaner
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Calculator
Automobile

Paws Limo Driver

The following represents your job description and its responsibilities and duties. A
background investigation including driving record is necessary for this position. You
must have a valid and current drivers license and have insurance. You must have
minimum auto insurance.
The new limo driver is on a 90 day probationary period where we will evaluate your
if Franchisee management doesnt feel that you are performing your job to the standards
of the job you can and will be released unconditionally.
Limo Driver Job Description
You must represent the Franchisee in a professional and courteous manner. Be prompt
on pick-up and deliveries and call if delayed or to re-schedule. This job may require only
15 20 hours per week. You must be able to handle dogs and cats properly and safely.
Experience with animals is mandatory!
Duties and Responsibilities:
Ensure the safe transportation of all pets
Be courteous and helpful with all customers
Be a courteous and law abiding driver
Monday thru Friday:
Pick-up and deliver animals to and from customers residence to Franchise
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Pick-up and deliver to and from Hotel customers to Franchise

Pick-up and deliver necessary supplies and data from Franchise to customer or
Franchise
Take animals to vet if necessary and wait with them
Saturday & Sunday

On-Call
Reports to: Resort management
x
x
x
x
x
Writing
Reading
Proofreading
Traveling
Lifting:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Personal Computer
Adding Machine
Calculator
x
x
x
x
x
x
x
Bending
Typing
Data Input
Manual Dexterity
Carrying:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Telephone
2-Way Radio
Automobile
x
x
x
Standing
Hearing
Walking
Driving
Other List Below:
Other List Below:

Vacuum Cleaner

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Cleaner/Feeder
The following represents your job description with its responsibilities and duties.
Every new cleaner/feeder is on a 90 day probationary period where we will evaluate your
if Franchisee management doesnt feel that you are performing your job to the standards
of the job you can and will be released unconditionally.
Cleaner/Feeder Duties and Responsibilities
Typically there is an early morning shift and a late afternoon shift with this position.
Your primary duties and responsibilities are to keep facilities clean and presentable to the
public. First shift is responsible for feeding the overnight boarding dogs in the AM and
the second shift cleaner feeds the overnight boarding dogs in the PM.
Detailed daily/weekly cleaning tasks will be given to you by the Lead Counselor or
Resort Manager on a daily/weekly/monthly basis.
Reports to: Lead Counselor and/or Resort Manager
Thoroughly clean the complete facility:
o Dry mop floors
o Sweep floors
o Wet mop floors
o Vacuum any carpet, rugs, upholstered furniture
o Wash walls and base boards
o Clean windows inside and out including sills
o Clean restrooms
o Take out trash
o Pull weeds/grass
o Wash down entrance/exit areas
o Clean play yards
o Bleach play yards
o Wash feeding bowls
o Maintain supplies in play rooms and bathrooms
o Clean play equipment inside and outside including animal toys
o Clean employee break area
o Clean boarding bins and area
o Clean trash cans and mop buckets
Any other maintenance duties requested
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x
x
x
x
x
Writing
Reading
Proofreading
Traveling
Lifting:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Personal Computer
Adding Machine
Calculator
x
x
x
x
x
x
x
Bending
Typing
Data Input
Manual Dexterity
Carrying:
Up to 10 lbs
11 20 lbs
Over 25 lbs
Telephone
2-Way Radio
Automobile
x
x
x
Standing
Hearing
Walking
Driving
Other List Below:
Other List Below:

Vacuum Cleaner

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Recruiting Employees
If leasing employees is the best option for your operation, the first step will be to identify
a Professional Employer Organization (PEO) to contract with. The Phoenix Villa La
PAWS Resorts use a PEO to perform payroll and H/R administration (See Approved
Suppliers).
If you decide that hiring employees is the best option for your operation, the first step is
to review or prepare a job description that clearly defines the qualifications necessary and
the expectations for the position. This must be completed first to ensure a clear
understanding of the role to be filled and to allow you to correctly position the job in any
advertisements and in your discussions with recruiters and potential candidates.
Sources of Employee Candidates

Small business owners are often at a disadvantage in recruiting candidates for
employment. Often unable to offer the competitive benefits and salaries of larger
companies, and unwilling/unable to spend substantial dollars on recruitment costs, small
business owners must find different sources for identifying candidates.
There are a number of creative recruitment techniques that small businesses have found
successful where the costs are not prohibitive. It is important to understand that your
recruiting strategy and budget will differ depending on the position being hired. The
recruiting process is more likely to achieve its objectives if the sources utilized are
customized for the position. For example, you would utilize different recruiting sources
and be willing to invest more to fill your Assistant Manager position than you would use
to fill a Bather/Feeder opening. Below are some recruiting sources for you to consider.
Internal search:
One of the best sources of candidates is your own employees.
A comprehensive succession planning process can help you identify talent within your
organization and utilize that talent most effectively.
Promoting people from within not only gives you the advantage of knowing the
individual, their work ethic and capabilities, but also creates a developmental culture
which contributes to positive staff morale.
If employees believe there is an opportunity to advance within the organization, they are
more likely to stay.
If you plan to promote/transfer existing employees, it will be necessary to develop a Job
Posting Program. By establishing these guidelines in advance, you will ensure that
employees are treated fairly, an appropriate and consistent process is followed and all
necessary records are maintained.
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Employee Referrals: Too often businesses fail to communicate with their staff
about the challenges they face in recruiting qualified candidates. Your employees can
represent a ready source of recruiters. Make sure they know what you're looking for and
understand your recruitment and selection process.
Similar to promotion from within, employee referrals give you additional insight into the
candidate. If the individual is referred by a respected employee, it is likely anyone they
refer may have similar qualities. The potential downside to using employee referrals is
that if the new hire does not work out, it may create problems with the referring
employee. Also, employee referrals need to be considered in light of any policies relating
to the hiring of relatives and conflict of interest.
Unsolicited Applicants/Walk-Ins: It is a good practice to accept applications

from any interested candidates whether or not you have a suitable opening available at
the time. Encourage interested individual to come in and fill out an application. Many
companies have a steady stream of "off the street" applicants who fill out applications
expressing general interest in working for the company. It is important to be able to track
these applications properly to be able to consider these candidates when a suitable
opening arises.
It is not necessary to purchase a sophisticated applicant tracking system. You can set up
a simple database on your computer to help keep track of applications received. Include
important information such as date received, job interest, special skills, education, etc.
This will allow you to readily search and retrieve applicants when you're trying to fill a
specific position. While you're building this database, also consider how you will
communicate with the applicants who contact you. These candidates are good prospects.
Do you follow up with them? Do you maintain contact? Do you inform them when
positions open up that they are qualified for?
Similarly, an applicant who wasn't right for one position may be perfect for another. But
without a good data gathering and tracking mechanism, these applicants can fall through
the cracks. Make sure you have a reliable way of gathering and sharing information on
all potential hires.
Schools, Colleges, Universities: Area schools can be a great source of applicants

from high schools to technical colleges to universities. You may already have contacts
with these institutions, but are you taking advantage of every opportunity to build strong
relationships with students? Consider making career presentations, offer internships or
school-to-work programs, advertise openings in school publications or post jobs with
career counselors. These efforts take time and resources, and results may be difficult to
measure, but over time a strong relationship can help build your company's image and
applicant pool.
Open House: Hold your own open house to attract candidates. These are very
effective if you are looking to fill a number of positions. An open house provides you
with the opportunity to show off your operation, have the undivided attention of
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interested applicants and streamline your interviewing process. Be creative in how you
represent your business and make sure youre providing value to those who attend.
Advertisements (Newspapers, Website, On-line services, Message

Boards, etc.): The concept of advertising open positions has changed dramatically
over the past few years. Previously, ads were placed in the local newspaper or possibly
in other specialized publications depending on the type of position. While newspaper
advertising is still utilized, the more popular resource is the Internet. This includes
everything from posting the job on your own website, posting on message boards within
the industry, Craigs list, Monster.com and a multitude of other options.
You may also utilize Facebook or Twitter to promote the company and the opportunities
available. Each of these options has their own unique requirements to post a job. An ad
on Monster.com may be positioned very differently from a posting on the companys
Facebook page. It is important that you consider the position being recruited and which
of these options would best present the opening.
Public Relations: You may have a relationship with the classified ad rep at your
local newspaper, but do you communicate with the editorial staff? Features about your
company can provide you with good exposure and help build your image as a great place
to work. Consider contacting the media about any special programs or activities you
have, your employees' involvement in community events, any unique employee activities
that you sponsor or about tie-ins to broader media issues related to the pet care industry.
This exposure can help to augment your other paid efforts to inform the public about your
business.
Networking/Word of mouth: When you have an open position or a particularly

difficult area of recruitment, talk it up! Sometimes referrals can come from the most
unexpected sources. For example, your customers may know of people who would be
interested in working for the company and fit well in the organization. Let people know
when you are looking to fill a position. Other employers may also be a possible resource.
A candidate might not be a fit for them, but could be a perfect match for your opening.
State Agencies: Most states and counties have unemployment services. There are
typically opportunities to post jobs with the local unemployment office to help generate
applicants. Contact your local unemployment office and see what options may be
available to you.
Temporary Help Services: The temporary market is growing rapidly as more and
more employees take advantage of the opportunity to find work and try out various jobs.
Employers can benefit from testing employees before they hire as well. While
temporary agencies have restrictions on exactly what you can and cannot do in terms of
recruiting temporary staff, these individuals can be a valuable recruitment source. This
option also allows you to add to staff in a very controlled manner. For example, you can
start by bringing in a temporary employee and only bringing them on full-time when
there is sufficient work to justify the expense.
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Contingency Search Firms: These firms work with you on a contingency basis.
You are only obligated to pay their fee if an individual they refer is hired. This type of
employment agency would typically be used for a more specialized position such as your
Assistant Manager or Trainer. In most instances, it would not be cost effective to use this
resource for entry level positions. Given the current economy, unless you were having
difficulty finding a specific skill set, this would not be the best option. In most instances,
you should be able to generate candidates utilizing less expensive options.
Retained Search Firms: This option should only be reserved for the highest level
positions, such as your Franchisee Manager. With a retained search firm, you have a
contract with the firm to pay a percentage of the fee at different stages of the recruitment
process. If you elect to utilize a retained search, you must ensure that the firm has
experience recruiting within the pet care industry so they already have contacts in place
and have an understanding of the expectations for this type of position.
Job Advertisements: The first step in preparing to hire your first employee is to
advertise for the open position(s). Some research is required to make sure the
advertisements that you place in your local area are the most used/looked at vehicle for
job hunters.
There are a lot of free spaces to place ads such as Craigs List at
http://www.craigslist.org/about/sites. You will need to select your state, city, and
category of ad, which is usually in job offered.
Ads should be written in clear concise language. Your ad should include the following
information:
Headline: A punchy, attention grabber, and informative attention getter. For instance A
high growth startup seeks a hands on dog trainer or We need a superhero dog trainer.
Position Title: This is a functionally descriptive such as Puppy Trainer or Lead
Groomer.
Position Description: The job hunter wants to know if this position is a good fit for
them. The clearer you can make the description about the duties, growth potential, and
working conditions, the more you allow the job hunter to see if there is a fit to their skills.
The position description should be specifically vague and future oriented. Caution
should be exercised when listing the hard definitions of academic and experience
requirements. You do not want to rule someone out before they even apply.
Company Description: Give enough information to make sure the job hunter can
evaluate hit fit for the company.
Required Skills: Be very specific both in skill level and years of experience.
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Expiration Date: Give a date that you want the job to expire so you do not get any more
candidates.
Contract Information: Give name, e-mail address, phone, fax, URL, and physical
address providing you want to receive resumes via all of these Medias.
Use key words to describe the job and its requirements. These key words are usually
nouns that the job hunters will use to search databases for your job ad.
Remember when you emphasize the must have in your job ad, the fewer responses you
will get. Give your potential candidates a reason to check out your ad and WEB site by
creating interest in your ad.
Some other sites you might want to consider are Monster.com. WHAT OTHER
SOURCES ARE YOU USING OR WOULD LIKE TO INCLUDE
Selection Process
Selection activities typically follow a standard pattern beginning with an initial screening
and ending with the final employment decision. The selection process typically consists
of the following steps:
o
o
o
o
o
o
o
Initial Screening of resumes and selection of candidates for preliminary interview

Completion of the Employment Application
Initial Interview
Comprehensive Interview
Pre-Employment Tests
Background Investigation/Reference Checks
Offer of Employment
Each step in the process seeks to expand the companys understanding of the applicants
skills, abilities and attributes and represents a decision point requiring some affirmative
feedback for the process to continue.
In the initial resume screening phase, the goal is to identify those candidates who meet
the requirements of the position. Using the Job Description as a guideline, each resume
should be evaluated to determine whether or not there is a potential fit. Factors that
might lead to a negative decision at this point include inadequate or inappropriate
experience or education. Other red flags might include significant gaps in
employment, a poorly prepared resume or a salary requirement that is clearly out of the
range for the position.
Candidates who pass the initial screening are contacted and scheduled for an interview.
Upon arriving at the facility, each applicant must complete the Employment Application
form prior to their interview. It is not appropriate for a candidate to simply attach their
resume rather than complete the job history component of the application.
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The initial interview is designed to meet the candidate in person and determine if there is
an overall fit with the organization and that there are no obvious issues to prevent the
candidate from moving forward. This is the time to review the job responsibilities and
expectations in detail. It is appropriate to share the Position Description with the
candidate to ensure a clear understanding of the job for which they are interviewing. This
is also the time to discuss general salary expectations to ensure they are in the appropriate
salary range for the position. This does not need to be a salary negotiation, but it is
important to determine a general range to ensure that neither party is wasting their time.
If after this initial interview the company representatives and the candidate are interested
in proceeding, a comprehensive interview is set up. During this session, it is important to
gain a more in-depth understanding of the candidates abilities and to determine if they
have the necessary skills to perform the job.
Any pre-employment tests should be administered during this meeting. There are a
variety of testing methods available. However, prior to conducting any pre-employment
tests, you must determine the testing methods that accurately predict job performance.
If the candidate moves forward after the comprehensive interview and any employment
tests, background checks are conducted prior to making an offer of employment. Finally,
if it is determined that the individual is the best qualified candidate for the position, an
offer of employment is made. Usually, this is done verbally and followed up with a
written offer letter. More information on each phase of the selection process is included
in the following sections of the Manual.
Employment Applications
Requiring a candidate for employment to fill out a standard Employment Application is
an important tool in hiring the best employees, identifying disqualifying characteristics,
demonstrating compliance with Equal Employment Opportunity laws and preserving the
at-will employment relationship. Even when a rsum has been received, requiring a
candidate to complete a standard application prior to the initial interview is considered a
good hiring practice.
Recommended features of employment applications include the following:
o A statement that the organization is an equal employment opportunity employer
that does not discriminate on the basis of any attribute outlawed by federal, state
or applicable municipal laws.
o A prominent statement that employment is being considered only on an at-will
basis, and an acknowledgement by the candidate that he or she understands that
and is seeking employment only on that basis. (This will depend on each States
position on Employment at Will)
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o Authorization for the organization to conduct whatever background or reference

checking information it deems necessary.
o A prominent statement that falsification of any information in the application
process will be deemed grounds to reject a candidate, and to discharge the
candidate if employed, and an acknowledgement by the candidate that he or she
understands and agrees to those terms as a condition of being considered for
employment.
o An employment history section that makes it difficult for candidates to conceal
periods of unemployment.
It is also important to establish a timeframe that applications will remain active.
Employment applications should only be viewed by members of management involved in
the hiring process.
Interviewing Job Applicants

Normally done in a face-to-face meeting, an interview involves asking a job applicant
questions to determine whether the applicant is suitable for a position of employment.
The interview process is structured and planned to accomplish the task of selecting the
best person for the job, and to avoid asking questions about personal characteristics that
are protected under equal employment opportunity (EEO) laws.
Traditionally, interviewing has focused on communication skills, personality,
professionalism and assessment of related job experience. However, behavioral event
interviewing is an approach that looks at past behavior as the best predictor of future
performance.
The key assumption in behavioral event interviewing is that candidates who have
previously demonstrated a particular behavior to address a situation will repeat that
behavior when confronted with a similar scenario. It is up to the hiring authority to
determine which specific behaviors are necessary for success on the job and then seek out
candidates who have demonstrated they are capable of exhibiting those behaviors.
Preparing For Interviews

To utilize behavior based interviewing successfully, the following areas should be
addressed for each position being recruited.
1. Identify the knowledge, skills, abilities, behaviors and core competencies that are
key or critical to successful job performance. This evaluation should be based on
an analysis of the job and the incumbents of the position.
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2. Develop questions that focus on the key competencies required for the job and
then ask each candidate the same questions.
a. Questions might be phrased along these lines: "Think of an occasion when
you" and then describe a particular situation. Another approach might be,
"Can you give me an example of". A follow-up question might be, "What
needed to be done about that situation?" And finally: "What was the
result?"
b. Questions are designed to address the various types of behaviors
demonstrated by successful incumbents. Examples sought might address
values/ethics, work intensity, relationship skills, problem solving, people
management and others associated with success on the job.
c. Typically open-ended, structured questions are developed and each
applicant is asked the same questions.
Prior to the interviews, determine the responses that would be considered examples of
strong, average and inappropriate answers to the questions. There is often a score sheet
developed with points assigned to each of the categories.
Interviewers must be trained in how to conduct a behavioral event interview and fully
understand the requirements of the position.
Once the questions and scoring have been developed, the individuals involved in the
recruiting process should review the information and ensure they are comfortable with it.
Interviewers should also review the candidates qualifications and the appropriate
questions to ask in an interview in advance of the meeting.
Conducting Successful Interviews
The most valuable skill in conducting an effective interview is the ability to sit back and
listen and not share too much information with the candidate too early. One of the
mistakes most interviewers make is to provide too much information to the candidate
about the type of responses they would like to hear.
While it is important to provide a candidate with some background information to the
business and the requirements of the position, do not tell them exactly what you are
looking for or that is exactly what they will describe to you. Your goal as an interviewer
is to frame the session to obtain the most objective information about the candidate as
possible. The more you talk, the more the candidate learns about you and the company
and the less you learn about their qualifications to perform the job.
If you will be utilizing the behavioral event approach, it is important to take notes during
the session and record the candidates actual responses to the key questions. Try to avoid
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making any initial judgments or evaluation of the candidate and try to follow the same
format of asking questions for each candidate.
The behavioral event questions are best asked toward the end of the interview once the
applicants skills and qualifications for the position have been determined. Then the
interviewers role is to decide if the candidate can demonstrate and has demonstrated the
behaviors that will assure success on the job.
In asking the behavioral event questions, it may be necessary to ask follow-ups to fill in
any gaps. A guideline to use is the STAR model. For every behavioral event question,
you want to have the candidates describe the SITUATION they were in, the TASK they
were asked to accomplish, the ACTIONS they took and the RESULTS that were
achieved.
Once all of the questions have been covered and the interview is completed, the final step
is to score the candidate on each of the questions and to summarize any additional notes
that would be valuable in the final selection process.
Any notes should be taken on a separate sheet of paper or on a designated score sheet.
Do not write any notes directly on the Employment Application. This document will
become part of the individuals permanent file if they are hired and any comments
recorded on it will be included.
Questions to Avoid
The laws that govern the employment process were outlined earlier in this Manual and as
such, there are several areas that are unacceptable to ask questions without putting the
organization at risk. The guiding principle behind any question to an applicant is, can the
employer demonstrate a job-related necessity for asking the question? It is the intent
behind the question, as well as how the information is used, that the EEOC would
examine to determine if any discrimination has occurred.
Therefore, an applicant should only be asked questions that are job related. In asking an
applicant questions, the interviewer should ask himself/herself if this information is really
needed in order to judge the applicant's qualifications, level of skills and overall
competence for the job in question.
Generally, potential discriminatory questions are posed on the basis of the applicant's
gender, race, age, national origin, religion, or other non-job-related basis. Prohibited
interview questions, for example, would be asking women applicants different questions
than male applicants, or asking different questions of married female applicants than
single female applicants.
Below are some general guidelines you can follow:
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1. Race: There are no job-related considerations that would justify asking an

applicant a question based on race.
2. Religion: There are no job-related considerations that would justify asking about
religious convictions, unless your organization is a religious institution, which
may give preference to individuals of their own religion.
3. Gender: Generally, there are no appropriate questions based on the applicant's
gender during the interview process. Specifically:
(a) Women are no longer protected under state wage/hour laws re: number of
hours worked, lifting restrictions, etc.
(b) It is unlawful to deny a female applicant employment because she is pregnant,
or planning to have a child at some future date.
(c) Questions on marital status, number of children, child care arrangements, etc.
are not appropriate.
(d) Questions as to availability to work should be job-related: What hours can you
work? What shift(s) can you work? Can you work on weekends and/or
holidays?
4. Sexual Preference: There are no permissible questions regarding an applicant's
sexual preferences.
5. Height and/or weight restrictions: These questions may support gender or
national origin discrimination claims unless their relationship to specific job
requirements can be demonstrated.
6. Age: Any recruiting effort that is age-biased such as "recent graduate", or any
question during the interview process that deters employment because of age is
unlawful. The Age Discrimination Act of 1967 bars discrimination against
persons age 40 or over.
7. Arrest & Conviction Records: Questions relating to an applicant's arrest record
are improper, while questions of an applicant's conviction record may be asked, if
job related. The Equal Employment Opportunity Commission and many states
prohibit use of arrest records for employment decisions because they are
inherently biased against applicants in protected classes. The EEOC has issued a
Revised Policy Statement covering the use of conviction records by employers in
making employment decisions:
The employer must establish a business necessity for use of an applicant's
conviction record in its employment decision. In establishing business necessity,
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the employer must consider three factors to justify use of a conviction record:
(a) Nature and gravity of the offense for which convicted; (2) Amount of time
that has elapsed since the applicant's conviction and/or completion of
sentence; and (3) The nature of the job in question as it relates to the
nature of the offense committed.
The EEOC's Revised Policy Statement eliminated the existing requirement
that employers consider the applicant's prior employment history along
with rehabilitation efforts, if any. The Revised Policy Statement requires
that the employer consider job-relatedness of the conviction, plus the lapse
of time between the conviction and current job selection process.
8. National Origin: It is not appropriate to ask an applicant where he/she was born,
or where his/her parents were born. It is appropriate to ask if the applicant is
eligible to work in the United States.
9. Financial Status: An interviewer should not ask if the applicant owns or rents a
home or car, or if wages have been previously garnished, unless financial
considerations for the job in question exist. Any employer who relies on
consumer credit reports in its employment process must comply with the Fair
Credit Reporting Act of 1970 and the Consumer Credit Reporting Reform Act of
1996.
10. Military Record: An interviewer may not ask what type of discharge the
applicant received from military service. It is appropriate to ask whether or not the
applicant served in the military, period of service, rank at time of discharge, and
type of training and work experience received while in the service.
11. Disability: An interviewer may not ask whether or not the applicant has a
particular disability. It is only appropriate to ask whether or not the applicant can
perform the duties of the job in question with or without a reasonable
accommodation.
Although federal EEO laws do not specifically prohibit any pre-employment questions,
the EEOC does look with "extreme disfavor" on questions about age, color, disability,
national origin, race, religion, gender or veteran status. Many state fair employment laws
do expressly forbid certain types of questions. In the Addendum there is a representative
list of unacceptable and acceptable questions. It is NOT all-inclusive.
Pre-Employment Testing
Pre-employment testing is a practice of subjecting a job applicant to testing in order to
determine their suitability for a particular position. These tests may include, but are not
limited to, drug and alcohol tests, medical examinations, skills tests, physical agility tests,
honesty/integrity tests or personality tests.
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In order to stay in compliance with equal employment opportunity (EEO) laws, an

employer must be able to show that the particular pre-employment test is both reliable
(i.e., having a high degree of consistency) and valid (i.e., that the conclusions drawn from
the test are accurate).
These tests may present additional issues when utilizing drug testing and incorporating
the requirements of the Americans with Disability Act.
WHAT TYPE OF TESTS ARE YOU CURRENTLY DOING? WHAT WOULD
YOU LIKE TO DO?
Background Checks on Job Applicants

If after the comprehensive interview, you believe there is a viable candidate for the
position, the next step is to conduct a background or reference check on the applicant.
This phase of the process is done prior to extending an offer of employment.
While you want to know as much as possible about the candidate, there are limits to the
type and extent of background checking that is appropriate. Below are a few guidelines
to consider when conducting background checks on candidates.
Make sure your inquiries are related to the job. If you decide to do a
background check, focus on information that is relevant to the job for which you
are considering the individual. For example, if you are hiring a security guard
who will carry a weapon, you might reasonably check for past criminal
convictions. If you are hiring a Counselor, a criminal background check is
probably unnecessary.
Ask for consent. You are on the safest legal ground if you ask the applicant, in
writing, to consent to a background check. Explain clearly what you plan to check
and how you will gather the information. This gives applicants a chance to take
themselves out of the running if there are things they don't want you to know. It
also prevents applicants from later claiming that you unfairly invaded their
privacy. If an applicant refuses to consent to a reasonable request for information,
you may legally decide not to hire them on that basis.
Be reasonable. You will not need to perform an extensive background check on
every applicant. Even if you decide to check, you probably won't need to get into
extensive detail for every position. If you find yourself questioning neighbors,
ordering credit checks, and performing exhaustive searches of public records
every time you hire a customer service or front desk person, it may be excessive
and unnecessary.
In addition to these general considerations, specific rules apply to certain types of

information:
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School records. Under federal law and the laws of some states, educational
records, including transcripts, recommendations, and financial information are
confidential. Because of these laws, most schools will not release records without
the consent of the student. And, some schools will only release records directly to
the student.
Credit reports. Under the Fair Credit Reporting Act (FCRA), employers must
obtain an employee's written consent before requesting the employee's credit
report. Many employers routinely include a request for such consent in their
employment applications. If you decide not to hire or promote someone based on
information in the credit report, you must provide a copy of the report and let the
applicant know of his or her right to challenge the report under the FCRA. Some
states have more stringent rules limiting the use of credit reports.
Bankruptcies. Federal law prohibits employers from discriminating against
applicants because they have filed for bankruptcy. This means you cannot decide
not to hire someone simply because he or she has declared bankruptcy in the past.
Criminal records. The law varies from state to state on whether, and to what
extent, a private employer may consider an applicant's criminal history in making
hiring decisions. Some states prohibit employers from asking about arrests,
convictions that occurred well in the past, juvenile crimes, or sealed records.
Other states allow employers to consider convictions only if the crimes are
relevant to the job. And some states allow employers to consider criminal history
only for certain positions: nurses, childcare workers, private detectives, and other
jobs requiring licenses. Because of these variations, you should consult with a
lawyer or do further research on the laws of your state before doing extensive
research into an applicant's criminal past.
Workers' compensation records. An employer may consider information
contained in the public record from a workers' compensation appeal in making a
job decision only if the applicant's injury might interfere with his or her ability to
perform required duties.
Other medical records. Under the Americans with Disabilities Act, (ADA),
employers may only inquire about an applicant's ability to perform specific job
duties. They may not request an employee's medical records. An employer may
not make a job decision (hiring, promotion, transfer, etc.) based on an employee's
disability, as long as the employee is able to perform the essential functions of the
job, with or without a reasonable accommodation.
Records of military service. Members and former members of the armed forces
have a right to privacy in their service records. These records may be released
only under limited circumstances, and consent is generally required. However, the
military may disclose name, rank, salary, duty assignments, awards, and duty
status without the member's consent.
Driving records. An employer should check the driving record of any employee
whose job will require large amounts of driving (delivery persons, limo or bus
drivers). These records are available, sometimes for a small fee, from the state's
motor vehicles department.
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Employment Offers
Written offers of employment are an important tool for documenting the terms and
conditions of employment. Recommended features of an offer letter include the
following:
The title of the position being offered.

The amount and basis of compensation (hourly, salary, bonus, etc.) and a
reference to the organizations benefits plan.
Whether the employment is full-time or part-time.
The department in which the candidate will be employed and the name of the
candidates supervisor.
Whether the employment is deemed exempt or nonexempt under the Fair Labor
Standards Act.
That the employment is at-will. (unless the employer is offering employment for a
specific length of time or the doctrine does not apply in the state).
That employment is subject to the candidate providing proof of eligibility for
employment as required by applicable immigration laws.
If applicable, that the employee pass a post-offer medical examination or drug
test.
A sample offer letter is included in the APPENDIX C.

ARE THERE ANY OTHER HIRING ISSUES THAT NEED TO BE
ADDRESSED?
ARE THERE ANY OTHER STEPS IN THE HIRING PROCESS THAT NEED TO
BE DISCUSSED?
New Employee Paperwork
Additional Steps in Hiring Process

New Employee Orientation
New Employee Training
PERSONNEL POLICIES
Introduction
The personnel policies are contained in the Villa La PAWS Employee Handbook that is
updated annually and available online. .
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Villa La PAWS Employee Handbook

Each and every employee will be given an Employee Handbook when they are hired and
also an updated copy (if necessary) annually. The following is the table of contents of
the Villa La PAWS Employee Handbook.
Introduction
Welcome to VILLA LA PAWS!
Introductory Statement
Employment
Nature of Employment
Equal Employment Opportunity
Americans with Disabilities Act
Immigration Law Compliance
Business Ethics and Conduct
Conflicts of Interest
Outside Employment
Non-Disclosure
Employment Status & Records

Employment Categories
Introductory Period
Personnel Data Changes
Performance Evaluation
Salary Compensation
Employee Benefit Programs

Employee Perks
Paid Time Off (PTO) and Holiday Pay
Vacation Days
Workers' Compensation Insurance
Benefits Continuation (COBRA)
Timekeeping & Payroll

Timekeeping
Paydays
Employment Termination
Pay Deductions and Setoffs
Work Conditions & Hours

Safety
Housekeeping
Work Schedules
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Pet Sitting
Communicable Diseases
Use of Phone & Mail Systems
Computer and Email Usage
Employee Lounge
Smoking
Overtime
Use of Equipment and Vehicles

Equipment
Vehicles
Leaves of Absence
Family and Medical Leave
Employee Conduct and Work Rules

Drug and Alcohol Policy
Sexual and Other Unlawful Harassment
Personal Appearance
Visitors in the Workplace
Dress Code
Return of Property
Employee Acknowledgement Form
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Employee Scheduling
Employee Management Forms (See Appendix C)
Employee Morale / Motivation
Introduction
Factors of Good Morale
Signs of Bad Morale
Improving Morale and Motivation
Performance Evaluations
Employee Discipline
Resignation / Termination
Resignation
Termination
Post-Separation Procedures
Final Paychecks
Explaining Termination to Other Employees
Giving References
Summary of Good Employee Management Practices

Getting Legal Help with Employment Law Issues
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DAILY OPERATING PROCEDURES

Introduction
This section will give you the Daily Operating Procedures to ensure that you are
operating your Villa La PAWS Resort & Spa in compliance with your franchise
obligations and the expectations from your customers.
Required Days / Hours of Operation

Your Villa La PAWS is operational 7 days a week 24 hours a day. Your open to the
public hours are:
Monday Friday
Saturday
Sunday
7AM 7PM
8AM 5PM
By Appointment Only
Exceptions to these hours will be discussed in the individual services sub-sections
Customer Service Procedures

The following customer services procedures must be implemented and adhered to in the
daily operation of your Villa La PAWS Resort & Spa.
Greeting Customers
You have heard this time and time again; a first impression is the starting point of having
a one-time only opportunity to build a customer relationship.
Answering the Telephone

A telephone call from an existing customer or potentially a new customer has to be
handled with professionalism with a helpful and friendly Villa La PAWS Customer
Service Representative that is able to deliver and dispense information accurately and
quickly.
The Customer Service Representative must be well versed with all Villa La PAWS
Services and personnel in their Villa La PAWS organization. They are the first line of
customer service for:
o
o
o
o
o
Potential Customer information inquiries

Customer reservations
Customer inquiries and information requests
Customer complaints
Directing the call to the appropriate person
The Customer Service Representative is also trained in suggestive selling techniques.

This is extremely important since all of the Villa La PAWS services can be bundled into
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a total solution for the customer.
Customer Service Philosophy

Exceed the customers expectations through unparalleled service delivery and flexibility
to earn the right to be a trusted extended family member of our customer.
Customer Feedback
Constant customer feedback is essential in validating our processes and procedures, our
staff and presence in the marketplace.
Customer feedback in the Villa La PAWS environment can come from a number of
sources:
o Face-to-face with Resort personnel
o Through on-line surveys;
Website surveys
E-Newsletter (Villa La PAWS News Monthly)
New Customer Experience Survey
Service delivery surveys
New Customer
o Daycare
o Boarding
o Grooming
o In-Home Pet Sitting
o Training
o Via E-Mail
o From the National Call Center
We encourage and reward customers that have taken the time to help us continually reevaluate our processes, procedures, personnel and our services.
Customer Complaints
They are part of the business and how you respond and act needs to be personalized to
each situation.
Our Customer Complaint Policy

Each and every complaint will be treated very seriously and responded to immediately.
Call the customer after you have investigated your side of the story, no more than 24
hours. The ONLY time that you use e-mail in response to a customer complaint is to
notify them that you have received their complaint and working on it and setting up a
time to contact them directly either on the phone or a face-to-face meeting.
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Do not and I repeat, Do not try to resolve a complaint through e-mail. Email has no
personality and is always up for interpretation. This is not the communication vehicle for
these types of discussions.
Many times by handling a complaint in an expeditious manner you have the opportunity
to build a strong and trusting relationship.
Refund Requests
If you are asked to refund the cost of services you delivered, honor the request and notate
this in your POS system with a customer alert.
If they are asking for a refund for services that also has out-of-pocket expenses that you
incurred in the delivery of these services, food/med purchases, emergency vet visit, etc.
then inform them that you will refund the service portion of the bill but they will need to
pay your out-of-pocket expenses. This may vary from situation to situation but you must
use your best judgment and you can always confer with Villa La PAWS management and
legal if necessary.
New Customer Procedures

A new customer and
New Dog Evaluation Procedures

Introduction
Every new dog that is coming for Daycare and/or Boarding must pass a dog evaluaton to
ensure that they are socialized and have the proper temperament for a Cage-Free
environment.
Conducting the Pre-Temperament Test & Client Interview

Initially your clients should arrive on the day of their temperament test with all the
applications and waivers complete and an up to date record of vaccinations. For the
interview portion you need to sit down with the client and their dog in the lobby and
briefly touch on information that they have provided you in your dog daycare application
package, talk about the dogs likes and dislikes, and any other relevant information that
you see in the package.
The Villa La PAWS application package will take the customer a minimum of 30
minutes to fill out all the information that it requests, ensure that you read it. If a client
spends their precious time filling out your package, justify that effort by reviewing it with
them, not just throwing it on a desk to file away later.
Check to insure that the shot records are current and up to date, and generally make small
talk to make the client feel at ease about the situation. A lot of potential clients, even
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though they desire your service, will feel a bit embarrassed about taking a dog to daycare;
they may get razzed by their friends, feel as though they are unnecessarily spoiling their
dog, or in the event that the dog has serious separation anxiety that they did something
wrong when the dog was a puppy that led to it. Ensure them that this is not the case and
explain the benefits of dog daycare that dogs like people have different personalities and
different attention needs, also insure that you explain that there is no such thing as a
spoiled dog, just well loved ones.
Always ensure that you conduct the temperament test with the owner not present. Im
sure that I will get a lot of criticism on this, but it is the absolute easiest way to conduct
business and gives you a much better assessment of what the dogs social skills are. The
owner is not going to be present while their dog is in Daycare, so why would you want
them present while youre trying to set up the Daycare Simulation for the new dog?
If the owners stay, you will find that the dog spends most of its time staring at them or
interacting with them, and that the owners will spend the majority of their time trying to
convince their dog to interact with you. It provides an unneeded distraction and makes
you look unprofessional and it lends your temperament testing methods to close scrutiny.
Conducting the Dog Daycare Temperament Test

The way that we conduct temperament tests is as follows.
Have the owner drop their dog off in the morning as you would any other daycare client
and offer the first day of daycare free with the temperament test. Although you are losing
money here, you may be gaining a client that will pay you many times over if you
provide a quality service. Also keep in mind that the majority of your clients believe their
dog will pass and no one will bring you a dog if they believe it will fail; people dont
generally indulge the idea of throwing money out the window.
The single most important item that you need to conduct a temperament test is stock
dogs or facility dogs. These are dogs that you know, trust and can control at the drop of
a hat. Preferably your own dogs or well behaved rescue dogs, they need to be mild
mannered, non retaliatory, well socialized and generally middle of the road.
Now place the dog in a secure area, a temperament testing area or an empty play area.
Keeping the new dog on a strong leash, give the dog the opportunity to meet each staff
member that will be interacting with the dog on a daily basis, have them greet the dog,
and give some affection, observing for fearful or aggressive behaviors toward your staff.
Once this is complete you are all set retrieve one of the aforementioned stock dogs,
preferably a very mild mannered and non retaliatory female in the event that a fight does
erupt you want to ensure that you have complete control over one of the dogs, aka the
(stock dog). Ensure that you keep the dog you are testing on a leash or strong lead to
insure that you can maintain control at all times slowly let the two sniff each other and
watch how they interact. Observe for threatening body language, or posturing, and if no
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negative behaviors present themselves go ahead and unleash the new dog being mindful
to stay on top of the action. If all goes well and they interact socially, bring a toy into the
equation and play with them at the same time, then give them a treat. You are checking
for toy aggression and food possessive/aggressive tendencies. The last thing that you
want is a riot when you have 15-20 dogs in a small area, so take the screening process
seriously and observe them for a minimum of 10 minutes.
If all is going well, bring in another stock dog and repeat the routine. Repeat the process
of introducing new dogs a few more times introducing different stock dogs and watching
how the new dog interacts with this small pack taking time to observe each new dogs
introduction for a minimum of ten minutes. You should see play behavior, or even casual
disinterest by the new dog after he becomes accustomed to the situation. These are the
behaviors that you want to see. This process should take a minimum of 30-45 minutes if
done correctly.
At this time it is more than likely safe to introduce the new dog to the main pack, which
is a fairly easy process and one that does not need a lot of fanfare. Place the leash back on
the new dog and return the stock dogs to their respective play areas. Walk the new dog on
leash into the play area, being mindful to ensure that you have control over the pack and
that they do not over whelm the new guy. There will be a lot of sniffs, and wags, and
possibly a little posturing from some of the senior members of the pack but keep control
and issue corrections if you feel someone is being a little too pushy. You need to insure
that you maintain a mindset of total control over the pack during this time, and insure that
all the dogs know the new dog is with you, that you control the situation, and that the new
dog is a welcome member of the pack. After 5 to 10 minutes the initial excitement will
die down and the play group will return to normal and the new guy will be just another
dog to the pack.
The pack will then return to its normal activities, this is the point when it is more than
likely safe to let the new dog off leash to roam amongst the pack. What you need to do
now that the new dog is off leash and free roaming the play area is to shadow him closely
for a few more minutes. He or she will more than likely bolt around the room introducing
himself or herself one more time to the other dogs. Some of your senior pack members
may not enjoy this up close and personal introduction and can react negatively if you are
not on top of the situation and able to control the new dogs enthusiasm and the senior
dogs reactions.
Again after 5 minutes or so the excitement will die down and the pack will return to its
normal activities. Congratulations you have just added a paying customer to your client
list.
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Dogs That Fail the Test or Need to be Expelled

When expelling a dog or failing a dog taking the temperament test, it should be handled
with professionalism and great tact. We all know that these dogs are peoples children, so
we must look at the best interests for the dog at hand, as well as our entire pack.
Generally, means for expulsion or failing would be a dog reacting to another in a harsh
manner (I.E. a fight) but if we are watching our group closely and are observing our
packs body language, we can stop a fight before it even happens. A dog doesnt always
have to make contact with another dog to be expelled or fail the test.
Some means for expulsion:
o
o
o
o
o
o
Dog fight
Stalking, mounting or growling at another dog
Over dominance
Uncontrollable excitement
Extremely timid/shy
Guarding a counselor
In some cases a dog can be suspended rather than expelled/failed. This would require
parents to sign their dog up for group obedience class with your trainer. We require that
the parents use our trainer (in this case) rather than theirs because Villa La PAWS
trainers have the ability to work with their dog in daycare or boarding. Villa La PAWS
trainers not only train the dog but also your counselors to help a dog succeed at your
facility.
If a dog needs to be expelled or fails the test, whether it be their first day of
daycare/boarding or in the middle of their boarding stay, you should
1. Separate the dog from the rest of the pack
2. Access the situation. (Talk with the counselor/s in group, review video
recordings)
3. Create a plan of action to offer to the parents rather than their dog being
expelled (possible training)
4. Call the parents, within 30 minutes of separating their dog. If necessary,
write an incident report
Our main objective is to have a SAFE environment for people to leave their four-legged
kids at. We should also be trying all means we have to help the dog succeed at Villa La
PAWS. With that being said, not all dogs are suitable for the cage-free environment so do
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not keep a dog at your facility just to increase revenue. Make sure it is a safe
environment for dogs and counselors.
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Merchandising Procedures
Your franchise agreement states that no sale of any product, material or service except
those products, materials and services approved by us may be solicited, accepted or made
at or from your Villa La PAWS Franchised Business. If requested by us on at least 30
days notice as part of a general program or standardization effort by us, the marketing of
a product, material or service must be discontinued. Then this product ceases to be an
approved product or service.
We may conduct market research and testing to determine consumer trends and salability
of new products, materials and services. You must cooperate by participating in our
market research programs, test marketing new products and services and providing timely
reports and other relevant information regarding marketing research. In connection with
such test marketing, you must purchase a reasonable quantity of products to be tested and
effectively promote and make a reasonable effort to sell such products, materials and
services.
This restriction is very important and has been set up to protect you as well as restrict you
from selling unknown or untested products.
You will from time to time be approached by local hobbyist merchandisers. People
that have turned their kitchens into a pet treat factory, cookies, dried meats, etc. These
well intentioned peoples dream of being a national supplier quickly disintegrates
because of lack of commitment and/or interest.
Let us be the bad guys, we will put them through our product stress testing that will
politely weed out any product hobbyists.
Youre not in the business to compete with PetsMart or Petco in merchandising. Our
approved products have been tested for the Best of label and are proven sellers.
Visual Merchandising Standards

You will be instructed on positioning and placement of all approved merchandise in your
Villa La PAWS Resort & Spa reception area.
Merchandising Products
Our approved products list and their ordering information is in Appendix B
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Daily Resort Operations Procedures

This section will describe the procedures and processes needed for each service on a daily
basis.
Doggie Daycare
The normal hours for Doggie Daycare are from 7AM , Intake to 7PM departure.
Morning Prepping Procedures
These are the processes and activities that encompass delivering a quality daycare
experience for our 4-legged guests.
Set-up
One half hour before opening review the morning opening checklist.
o Ensure rooms were properly cleaned by closing staff, if not, document and
clean
o Put out fresh water bowls in each room
o Set up inside playrooms and outside play yards
o Print the Daycare reservations for the day
o Review room/group assignments with Villa La PAWS Counselors
o Review play room activity schedules.
o Villa La PAWS Counselors review Dog Behavioral Cards for each dog in
their group.
Intake
The kids are coming in! A Senior Villa La PAWS Counselor should perform the
intake processing:
o Remove the dogs collar and leash and hang on Clothes Rack with their
assigned identification number.
o Put on one of our collars
o Direct which playgroup the dog (s) should join
o Update the Daycare reservation printout with:
Dogs Checked In
Dogs No-Show
Additional dogs, no reservation
o At the conclusion of Intake:
Take the updated Daycare reservation printout to the Front Desk
Morning Front-Office
o Check-In and reconcile the Daycare attendees on the Kennel Connection
system
o Call No-Shows and document results in Kennel Connection customer notes
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o
o
o
o
o
o
o
If there is a serious no-show situation, inform Resort Manager

Update Daycare departure list with assigned clothes rack identifiers
Create Vaccination Notices if necessary for each dog that has upcoming
expired vaccinations
Update dogs vaccination computer records with proof of vaccination
from customer or from faxed Vet acknowledgements
If the parent has brought a lunch for their dog, put it in the lunch basket and
update the lunch log.
If Boarding dogs are to have lunch, update lunch log.
If medications are to be administered during the dogs stay, obtain explicit
instructions fro administering and update the Medication Log.
Put medications in secured area
Create Package Reminders to give to the customers when they pick up who
are on their last day.
You will have a very good idea by this time of what your Daycare/Boarding
dog ratio is to the number of Counselors that you have. Adjust working
hours at this time and inform Counselors.
Play Rooms
o Follow activity schedule for the day
Inside Games and fun
Scheduled outside play and potty
o Constant behavioral training
No rushing the door
No jumping up on counselors
No rough play
o Continually update the Dog Behavioral Cards if necessary
o Constant Cleaning
Immediately clean any poop or pee areas
o Create and update a Daily Report Card for each dog in their group.
Lunch Time
Parents that want their dog to have a lunch will bring their lunch when the dog is
dropped off in the morning and boarding dogs that have lunch will also be fed.
o Lunch Counselor obtains Lunch Log and lunches from Front-Desk
o Lunch is given in quiet area, one dog at a time (siblings can eat
together)
Update lunch log when completed
o If medications are to be given, only approved Counselors or
Management is allowed to administer meds
Update medication log when completed
o Return dogs to assigned play groups
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Departure Daycare
Dogs will be departing throughout the day; half day dogs will be departing from
noon to 2PM the rest usually between 4PM and 7PM. The parents will come into
the reception area to retrieve their dogs.
o Upon parent arrival, Front Desk will broadcast via Walkie/Talkie to get (dogs
name) ready to go home.
The Room Counselor where the dog is will deliver dog to the Runner
Counselor along with the dogs Daily Report Card.
The Runner Counselor will dress the dog with their collar and leash
and deliver the dog to the reception area at the Treat Station.
The Runner Counselor will also deliver the Daily Report Card to the
Parent
o While the parent is waiting for the dogs arrival, the Front-Desk
Check for any additional services performed
Grooming
Massage
Training
If there is a Package Reminder give to customer and sell new package
Takes payment for the day, if single day pay, package due and/or
additional service charges
Give any vaccination notices to customer if necessary
Discuss Report card if requested
Ensure the dog is offered a treat
Confirm next Daycare visit and update reservation if necessary
If there are any behavioral issues, the Resort Manager should talk
individually with the customer.
Offer training, if warranted
Offer advice and what Resort personnel will do to try to
alleviate the issue
o If there are other parents waiting, introduce them to each other!
o Bid the dog and parent a genuine farewell
Daycare Rooms Night Prep
o All of the daycare rooms need to be thoroughly cleaned and set-up for
Slumber Party
o
Boarding/Slumber Party
The normal hours for Boarding Dogs/Cats are any time between 7AM to 7PM. We
encourage customers to bring their dogs/cats in as early in the day as possible so we can
acclimate the dogs during Daycare. They are going to be charged for a full day anyway
so they should use it.
Boarding Intake Procedures
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These are the processes and activities that encompass delivering a quality
boarding experience for our 4-legged guests.
o Check-in
Accept the dog at front desk and have transported back to Daycare
Make sure you have a current veterinarian release form
Validate customer contact information
Sign Boarding Contract
Complete Boarding Check-in Form
Special feeding instructions
Description of belongings, collar, leash, etc.
Medication instructions
Additional Services
o Grooming
o Training
Complete Boarding Instruction form
If the customer is picking up on pre-arranged off-hours or on a day
that front-desk personnel are not on duty, they must pre-pay or have a
valid credit card on file.
Take food and belongings to Boarding Room.
Assign a numbered Bin to the boarding dog and put food and
belongings in the assigned bin.
Put assigned number on Boarding Instruction Form and put
form in Boarding Binder
Add the boarding dog to the visual list on grease board
Front-Office
o Check-In and reconcile the Boarding dogs/cats on the Kennel Connection
system
o Call No-Shows and document results in Kennel Connection customer notes
If there is a serious no-show situation, inform Resort Manager
The boarding dogs will be added to the Daycare groups and processes and procedures for
daycare will be used.
Departure - Regular
Boarding Dogs will be departing throughout the day. The parents will come into
the reception area to retrieve their dogs.
o Upon parent arrival, Front Desk will broadcast via Walkie/Talkie to get (dogs
name) ready to go home.
Runner Counselor will collect food, and Daily report Cards from
assigned property bin and deliver to Reception Area and give to
customer
Runner Counselor will retrieve dog from play rooms and dress with
their collar and leash.
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The Runner Counselor will dress the dog with their collar and leash
and deliver the dog to the reception area at the Treat Station.
The Runner Counselor will also deliver the current Daily Report Card
to the Parent
o While the parent is waiting for the dogs arrival, the Front-Desk
Takes payment for the boarding stay
Discuss Report cards if requested
Ensure the dog is offered a treat
Confirm next Daycare/Boarding visit and update reservation if
necessary
If there are any behavioral issues, the Resort Manager should talk
individually with the customer.
Offer training, if warranted
Offer advice and what Resort personnel will do to try to
alleviate the issue
o If there are other parents waiting, introduce them to each other!
o Bid the dog and parent a genuine farewell
Departure Off Hours
Boarding Dogs that have been scheduled for departure during off hours will
follow these procedures.
o Upon parent arrival, they will ring the doorbell on front door.
Counselor on-duty will meet and greet the customer and invite them
into Reception Area
Counselor will collect food, and Daily report Cards from assigned
property bin and deliver to Reception Area and give to customer
Counselor will retrieve dog from play rooms and dress with their
collar and leash.
Counselor will dress the dog with their collar and leash and deliver the
dog to the reception area at the Treat Station.
Counselor will also deliver the current Daily Report Card to the Parent
Feeding Procedures
At Villa La PAWS we try and accommodate our customers requests, no matter
how far from the norm they are. It is important to have a refrigerator accessible
for special requests such as yogurt, wet food, cheese, etc.
With many sensitive stomachs, allergies and special diets these days it is
incredibly important to pay close attention to each detail of parents feeding
instructions. If a client takes the time to assign each individual baggie a date and
time, take the time to give the proper baggie of food at the correct time.
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If they just bring in a large bag of food, make sure to check the xxxxxxxx form
and white board for feeding instructions. See sample xxxxxx form.
Because we are a cage-free facility, feedings are need to be done precisely.
Utilize all of your extra rooms and crates. Be sure that all dogs are separated from
each other while feeding:
1.
Prepare all meals in kitchen area.

a.
All meals should be written on your white board as well as in the
over-night folder. See sample xxxx form.
2.
Clip or place name pins on/in food bowls to determine which meal goes to
which dog.
3.
Prepare medications for dogs (if needed). Follow each individual

medication instructions EXACTLY. Place medication on top of their food
bowl. Medication should always be given separate from the dogs food
a.
NOTE: Medication should NEVER be given in the dogs food.
Always give meds separate to be sure each dog has consumed it
rather than spitting it out.
4.
When the dogs have finished (or given sufficient time and have not
finished) their meal, place the name pin back into the bowl and take it to
the kitchen. You will then log how much food each dog consumed.
a.
It is important to log how much our over-night guests eat or do not
eat. If a dog is not eating during their stay you may ask the parents
if we can add in something to make his/hers food more appetizing.
5.
BE SURE TO SIGN OFF ON MEDICATION SHEETS AFTER YOU

GIVE THE MEDICATION. When signing off on med sheet be sure date,
time and initials are filled out completely and accurately.
6.
Be sure to update the white board and the feeding forms. See
instructions for preparing the white board and feeding forms in XXXX
section.
Medication Administration
Paws Limo
Daily Resort Room Set-up/Tear Down
Setting up Daycare Rooms
Daycare Activity Schedule
Setting up Slumber Party Rooms
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Setting up Dog Training Rooms
Maintaining Inventory
Doggie Daycare
Boarding (Slumber Party- Dogs)
Kitty Kasitas
Grooming
Villa La PAWS Limousine
Dog Training
Sanitation Procedures
Required Cleaning and Maintenance
Daily Cleaning and Maintenance
Weekly Cleaning and Maintenance
Monthly Cleaning and Maintenance
Opening / Closing Checklists

Opening Checklist
Closing Checklist
Transacting Sales
Entering Orders Using the Point of Sale System (POS) System
Cash Handling Procedures
o Each day should begin with $100 in the drawer, consisting mostly of small
bills. Because all charges are in whole dollar amounts, there is not much call
for coins; however, some of the discounts offered result in irregular amounts
(i.e., a full day of daycare at the individual rate is $33; apply the AAA
discount, it becomes $31.35). Therefore, it is helpful to keep a small supply
of coins on-hand for such times.
o Acknowledge the amount of cash given you by a customer. Do not simply
take the cash in silence, mentally do the math & hand him the change without
a word. Speak throughout the process as if narrating, and maintain eye
contact with the customer as you go. "That will be thirty-eight dollars,
please." "Out of forty... two dollars is your change. Thanks very much!"
o Good customer service requires active engagement. No one wants to be made
to feel as if his money is more welcome than he is. Acknowledge the
customer, then acknowledge the money, and even then keep the customer
involved. Also, verbalizing the process as you go through it forces you to
focus on it to a greater degree, thereby reducing the chances of making a
mistake.
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o From the invoice, click "Take Payment", select "Cash" under the "Payment
Method" drop-down and click the "Pay" check-box. Click "OK" to finalize
the transaction.
Cash tips are not tracked in Kennel Connection. They are strictly between the
customer and the recipient.
Accepting Personal Checks
Checks lack the immediacy of cash or credit cards. You are essentially accepting
an IOU as payment for services rendered. Accordingly, customers paying with
checks will require a bit more scrutiny than those that pay by other means.
Request a photo ID from the customer. If there is a numerical sequence on it,
such as on a driver's license or military ID card, write it on the check in ink. If the
customer refuses, inform him that policy requires it and that without it he will
need to pay with either cash or credit card.
As a customer becomes a regular and establishes a mutual sense of trust, verifying
ID can be forgone from the process; however, this should not be considered until
after several successful transactions.
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Like credit cards, accounting for tips made by check is a must. On the receipt
screen, select "Check" from the "Payment Method" drop-down.
In the "Reference" field, type the initials of the staff member to receive the tip as
well as the amount. Click the "Pay" check-box, then click "OK."
Accepting Credit Cards

For starters, check if and what credit cards are accepted at your PAWS location.
Credit card theft and misuse has become increasingly traceable and thereby harder
to successfully perpetrate. With that in mind, ID is not required for card
transactions. If you should notice that a customer has written "See ID" on the
back of his or her card, feel free to ask if for no other reason than to accommodate
a very reasonable request. If it is a repeat customer, this is not necessary beyond
the first transaction. He or she will simply assume that you remember him or her
from previous visits, which you very well may. Remember, a good first
impression consists of several steps, some more subtle than others.
o Review the invoice to be paid; make sure all services, charges, applicable
discounts and gratuities have been accounted in the correct quantity.
o Remember, discounts (AAA, Senior, Military, etc.) apply to total amounts
NOT including tips. Also, an individual customer's file can be flagged to
remind you at check-out to apply the discount
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(open customer file, click on the Info tab and type in the type & amount
of discount to the Invoice Warning field).
o Click Take Payment
o Use the drop-down Payment method menu in the upper-right corner

of the receipt screen to select the type of card. Add a picture of the
screen here.
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o The lower half of the receipt screen should now consist of 2 tabs:
Credit Card and Receipt Information, with the former being
selected by default.
o You will be presented with two selectable buttons: Manual Entry

and Swipe Reader. Select Swipe Reader and swipe the card
through the reader; if there is not a card reader on that computer, select
Manual Entry. If the card information does not automatically fill in
the appropriate fields, it may be necessary to select the Manual
Entry field any type in the card number and expiration date. On the
back of the card, you will see a sequence of numbers; enter the last 3
digits into the CVV2 field. This may not be necessary for every
transaction processed, but it will be for some, and is just good practice
for thoroughness' sake. Make sure to check the box next to Present.
If the card is badly scuffed & you cannot read the numbers, check the
Not legible box. The Not present box applies to manually entered
transactions taken over the phone, or similarly conveyed.
o Although possible at any point throughout the process, this is as good
a time as any to denote the tip (if any). In the Reference field in the
upper-left quadrant of the receipt screen, enter the initials of the staff
member to receive the tip along with the amount. This step is critical
to correctly run the weekly and nightly revenue reports. There is a
Tip field on the right side of the receipt screen DO NOT enter
anything in to this field. It will result in system errors.
o Click over to the Receipt Information tab.
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o Verify that the invoice, date and total amount to be processed are correct, then
click the check-box to the corresponding line under the Pay column. After
doing so, check the Amount Due field in the center of the upper quadrant of
the receipt; if you've followed the preceding steps correctly, the amounts will
be identical.
o Click back over to the Credit Card tab and click the Submit button. After
a few moments, you should receive an Approved message at the bottom of
the receipt. This will automatically print a sales slip for the customer to sign.
If the customer would like a copy of the receipt, clickOK on the receipt
screen to clear it & be taken back to the invoice. Print this for the customer,
as it provides an itemized list of charges.
Troubleshooting Common Issues

When processing a card, you may receive an error message in red lettering instead
of approval. If the message pertains to the CVV2 code, try clicking the Not
legible button, regardless of if it is or not, and re-submit without altering any
other information. If the message pertains to the card itself, try entering the same
information manually rather than via swipe reader. If the error message persists,
or the card is simply declined, the customer will need to supply a different card or
pay with other means. If processing errors persist and become the rule rather than
the exception, you may need to contact your card processing software
administrator to address the issue.
If a customer has a pre-existing credit on his account, it will NOT appear as an
itemized value on the invoice, as it is likely from a previous invoice. The total
amount processed will be reflected at the bottom of the invoice, though.
"Total Paid" reflects an absolute value of the dollar amounts involved in the
transaction; the total amount charged to the card is reflected under the amount
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corresponding with the invoice's date and the method of payment (in the example
above, Amex).
Suggested Prices
Daily Pricing
Packages
Daycare Packages
Boarding Packages
Grooming
Villa La PAWS Limo
Dog Training
In-Home Pet Sitting
Gift Certificates
To create a gift certificate:
1
Accounting > Gift Certificates
2
Enter the administrative login ID and password if prompted
to do so.Click "Add."
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3
Type the date that the certificate is issued; they expire after
one year.
Type the amount and click "Payment."
5
6
Process the payment.

Enter the "To" and "From" information, and any additional
message the customer would like.
Click "OK" and print the certificate. It will now appear on
the gift certificate list.
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To redeem a gift certificate:

1
2
First you need to create an invoice. Click "Take Payment."

On the receipt screen, click the "Redeem Gift Certificate"
button on the right-hand side.
3
4
5
Double click the gift certificate to be redeemed.

Click "Yes."
Check the "Pay" boxes next to the initial invoice amount
and next to the gift certificate. Then click "OK."
Inventory Management
Maintaining adequate supply inventory is as simple as it is crucial to the smooth,
efficient operation of your Villa la PAWS Resort & Spa. Create and maintain a
checklist itemizing every necessary provision, from office supplies to cleaning
products, including a minimum on-hand quantity. This document will grow & evolve
along with the rest of your operation.
Once a month, using your checklist as a guide, submit your supply order on a
predetermined day to whomever is responsible for procurement within your
organization. Consistency in this task is of the utmost importance, as running out of
an important item can greatly hinder your day-to-day operational efficiency. Items
should be arranged upon resupply whereby the holdovers from the last order will be
used first. This will help to ensure freshness and reduce wastefulness. The items
and their function should be easy to determine and readily apparent; however, if they
are not, additional labeling on your part may be necessary to aid in the safe and
correct use of each item.
Supplies, especially cleaning products, should be stored in a secure area well away
from where the pets in your care pass on a regular basis. Also, to avoid crosscontamination, cleaning products should be stored at the lowest level of the storage
area, or at the very least well below anything that may come into contact with or be
ingested by the pets, i.e. food, toys, bowls, bedding, litter boxes, etc.
Chances are, retail will not be a make-or-break component of your operation; it can,
however, provide a substantial supplement, as well as serve as a potential hook for
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drawing customers. Retail inventory management functions upon the same

practices and principles as supply inventory; namely, track consumption and order
accordingly.
Each retail item must be set up in Kennel Connection's inventory module. From the
menu bar, File=>Setup=>Inventory.
Under the Vendor screen, create a category for each supplier of your retail items.
Click "New," enter the vendor's information into the corresponding fields, then click
"Save." Be sure to include as much information as possible for each vendor,
including company name, primary contact, address, phone number and email. It
may become necessary to delete certain of these entries in the future, for a variety of
reasons. Never do so without first checking with your director of operations deleting these entries will also delete any information pertaining to them from your
records, information that may be needed for accounting purposes.
Click back to the "Inventory" main screen and begin making entries. First, click
"New" (again). DO NOT enter anything into the "Vendor" or "Category" fields at the
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top of the screen. You will deal solely with the lower portion. In the Code field, type
in a descriptor for the item to appear under on the invoice Code drop-down.
Remember that the code has to include both a generalized (i.e. product type or
brand name) and specific (i.e. flavor, size, etc.) description, but for the sake of clarity
and coherency should be kept as brief as possible.
Immediately to the right of the Code field are two check-boxes, Tax 1 and Tax 2;
unless instructed to otherwise by your operations manager, leave these boxes
unchecked. With each new retail item entered into your inventory module, check
with your operations manager to make sure that your tax liability remains the same.
In the Vendor drop-down just beneath the Code field, select the corresponding
vendor for the product you are entering. For each retail item entered, the option
selected from the next drop-down, Category, should be Merchandise. The On Hand
field is used to track the quantity of each item; when a particular item is sold, the On
Hand number will adjust accordingly, much in the same way daycare package days
are automatically debited upon check-out. If the item is returned, and the
corresponding receipt deleted (Accounting=>Receipts), it will be credited back onto
the On Hand field. The next field you'll fill will be Retail, in which you'll enter the
item's cost to the customer.
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Under Desc (Description), enter as detailed and exhaustive a description as

necessary; this will appear under the Description column on an invoice. As this
example entry is for a retail item, make sure the button next to Product is selected at
the bottom of the screen. From here, click save; your new item should now appear
on the inventory menu.
Loss Prevention Techniques

Cash
Inventory
Safety Procedures
Preventing Accidents and Injuries
Crisis Management Policy
Reporting Accidents
Workers Compensation Issues
Fire Safety
Robbery / Burglary
Unruly Customers
Using the Alarm System
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REPORTING
Operational and Financial Reporting
Kennel Connection is capable of storing, sorting and organizing a truly prodigious
amount of data and furthermore of presenting it in a clear, lucid format. Everything
from finance by category to daycare attendance to new customers, all sortable by
simply selecting a range of dates. All of these reports are grouped under generalized
categories in the Reports option on the menu bar.
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The majority of the reports you'll have to generate & analyze will be found under the
Revenue category.
The same report may be used for multiple purposes, with a slight adjustment in range.
The Receipts Report, for example, is used as the cover sheet for the end-of-day
reports. After the final transaction of the day, Reports=>Revenue=>Receipts Report;
the day's date will be the default Beginning and Ending Dates. Select Printer as your
destination and click OK.
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To generate the end-of-week revenue report, which among other things is used to tally
up groomers' tips, follow the same process to pull up the receipts report. The Ending
Date should be the current day's date, which will be every Friday. The Beginning Date
should be the preceding Saturday. Select Screen for the print location and click OK.
The resulting report should be several pages long; you'll then go through each
reference number (2nd column from the left) and add each groomer's tips to submit to
your operations manager to cash them out. As a reminder, only credit card and check
tips should be flagged thus; cash tips are settled between groomer and customer.
After you've gone through and added up each groomers' tips, click the Export button
on the menu bar. It is represented by an icon showing a red arrow pointing down into
an open envelope.
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From the Export pop-up menu, you will be presented with two drop-downs: Format
and Destination. For Format, always select Excel, designated by (XLS). For
Destination, always select Application.
Your report will now be formatted as an Excel spreadsheet. From the menu bar,
File=>Save As. Select a name & a save location that will be easy to locate ("Revenue
Report [current date]" and My Documents, respectively, for example). Attache this
document to an email & submit it to your operational director., along with the tip
totals by groomer in the main body of the email.
Another multipurpose report you'll commonly use is the Groomer Report (Reports=>
Grooming=>Groomer Report). For the daily Groomer Report submitted with the day's
receipts, the Beginning & Ending Dates will once again be the current day. Select
Printer as the print destination and click OK. The resulting printed document will be
filed along with the Receipts Report & the day's deposits. Although making sure the
correct price is entered for each grooming appointment is ultimately the responsibility
of the groomer, keep an eye out on the Groomer Report for anything glaring, such as
zero dollar amounts or groom or bath prices that seem too high or low. If you do
notice something, bring it to the groomer's attention - he or she may very well have a
good reason for entering it, or it could simply be a typo. By watching out for each
other in these seemingly small, subtle ways you and your team will solidify your
collective standing as a team.
The second-most common use you'll have for the Groomer Report is the bi-weekly
payroll filing. For the range, the Ending Date will be the end of the pay period, which
will fall on a Friday; the Beginning Date will be the Saturday before the preceding
Saturday, i.e. Saturday Dec. 31st, 2011 for the Beginning Date and Friday Jan. 13th,
2012 for the Ending Date. Export the resulting document as an Excel spreadsheet in
the manner described above. The resulting spreadsheet will be cut & pasted onto the
main, multi-worksheet Excel document that comprises the meat of the Payroll Report.
The reports and their applications, while not limitless, are certainly considerable.
Some will be end results in and of themselves. Some will simply provide data to be
analyzed elsewhere. Others will be cut & pasted and compiled and combined into
patchwork amalgamations. Each is a vital tool for providing you with an in-depth
understanding of each aspect of your operation.
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Product Ordering Procedures

o Ordering from Approved Suppliers
o Changing Approved Suppliers
o Product Receiving Procedures
o Storing Procedures
o Labeling and Rotating Inventory
Operational and Financial Reporting
Features of the Kennel Connection POS System
Generating Reports
Analyzing Reports
Sample Reports
Franchise Fees and Reporting Requirements

Royalty Payment
Marketing Fee
National Call Center Fee
Required Reports
Financial Statements
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MARKETING
Promoting our Business in Your Area
Your General Obligations
Guidelines for Using Marks
Marketing Standards
Branding
Logo Specifications
Brand Recognition & Awareness
Its all about getting attention and having them remember the name, Villa La PAWS.
What does it take for someone to take a second look, write down and look up a web site
or jot down a phone number?
Required Marketing Expenditures
Local Marketing
Introduction
Our successful marketing strategies have propelled Villa La PAWS to unprecedented
growth in a very short amount of time while creating a marketing framework for the
future. Knowing your potential customer base is critical to any marketing strategy and
we have been very successful of identifying who they are, what they want and how to
keep them as long-term customers.
Our Marketing Strategies have a very strong message, we are passionate about the wellbeing of all animals, those in our charge and not, and we live and demonstrate our
mission statement each and every day by being, a trusted extended family member our
customers.
Our marketing can be categorized into three distinct strategic and tactical areas; Brand
Recognition & Awareness, Marketing with Your Heart and Keep Them
Coming Back. Some of our Marketing Strategies will cross over and support all three
areas both strategically and tactically.
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Target advertising in print

We have elected not to use yellow pages, Dex or any other print media with the exception
of some coupon publications that are delivered to targeted geographic zones which allows
us to focus on the zip codes surrounding our existing Resorts.
Advertising Collateral
Single Page Color Brochure: We have developed a single page, (front and back)
brochure that contains a $5 New Customer coupon on one side. We distribute our
brochures at:
All Villa La PAWS locations
The Paws Limo with a pick-up/delivery
Pet events that we have a booth or are participating in
From our surveys and research, over 85% of our new customers come from customer
referrals and 8% from searching the Internet. A mere 3% come from print advertising.
Our Interactive Internet Strategy

Villa La PAWS is focused on using the internet as one of its differentiators.
Used correctly and efficiently, this medium is the most powerful marketing/sales tool on
the planet. Villa La PAWS has strategically placed itself in a position to take advantage
of the Internet through the following e-media marketing strategies:
Website (wwwVillaLaPAWS.com)
In 4 short years we have increased our unique visitors to our website from 500 monthly to
averaging over 20,000 per month. This has been accomplished by creating an
entertainment and educational portal and keeping content evergreen and fresh.
Each franchisee will be furnished a website specifically for their resort. The company
will host their website and provide training on updating the website.
The franchisee website MUST be kept up-to-date with current information and local
happenings and pet news.
Resort Webcams
By far, our internet based webcams at our Resorts have been a huge marketing and sales
success. This marketing strategy and technology event gives potential customers a look
at what the environment for their pet will be. It sells the facilities and the professional
staff in a real-time environment.
The webcams have also become a great customer retention tool. We are definitely on the
high-end of pet services companies and are raising the bar for pet care services that our
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competitors struggle to compete with. We have had customers try other pet services at
lower prices only to return because of the webcams. They became addicted to watching
their kids at play, rest or sleeping, no matter where they were, at work or traveling.
Email Newsletters
Each franchisee will be responsible for generating a monthly newsletter for their
franchise.
Villa La PAWS Marketing will assist with the training and distribution of the enewsletters to the targeted geographical recipients.
The Arizona Resorts accumulated over 7000 email addresses of pet owners that have
opted-in in requesting our monthly newsletter since its inception in 2009. The monthly
newsletter, The Paws News, contains promotional information, videos, local resort
contests, pictures of customers pets, relevant stories, upcoming charity events that we
are participating in and personal stories.
You should be adding between 100 250 new addresses monthly to your mailing list.
The Paws Newsletter is definitely one of our major differentiators.
Our newsletter is set up to be forwarded and our tracking indicates that the newsletter is
forwarded onto over 4000 6000 more people.
Facebook and Twitter
Each franchisee will have their own Facebook Page and Twitter Account. Villa La
PAWS will provide the initial set-up for both of these services.
Bark-Ups
This is a Villa La PAWS creation that follows and emulates the popular Groupon
strategy and regulations. The Bark-Up is a marketing/sales tool that allows the resort
manager to do an immediate advertisement via, a special mailing to all customers,
Facebook posting, Twitter Posting and website posting that will generate sales for a
specific paws service within a prescribed perios of tie and for a limited number of
participants.
As an example, its Monday and the manager looks at the grooming bookings for
Wednesday and there is a lot of availability. The manager creates a Bark-Up that states a
10% off bathing for the first 10 people that call in and make a reservation.
These call-to-action ads are great ways to generate immediate sales for a specific service.
Internet Search Engine Positioning
More and more people use the major search engines, Google, Yahoo, MSN, as their
yellow pages. Villa La PAWS has a SEO positioning program that ensures being high in
search results based on certain keywords used in the search argument, pets, daycare,
boarding, cage free, grooming, etc.
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Internet Rating and Referral Portals

Our customers are very loyal and supportive of our growth efforts. We have asked them
to visit these sites and rate our services so potential customers can get the real skinny
right from the dogs mouth, so to speak.
Internet Service Rating Services
Villa La PAWS has a 4 5 star rating on most service rating sites, i.e., Kudzu, Angies
List, Google, Yahoo, BING, etc.
Referring Portals
Villa La PAWS requires that the following organizations websites have the Villa La
Paws Logo with a referring web link to our website.
Affiliates
Paws Rescue Partners
Business Partners
Associations:
o Industry
o Professional
o Civic
Internet Strategy Summary
Our Internet strategy recognizes that current and potential customers can reside in
multiple media vehicles. They can be:
Paws Newsletter Subscribers

Your Facebook Followers
Your Twitter Followers
RSS Newsfeed Recipients
YouTube Subscribers
Google, Yahoo and BING Alert subscribers
Your targeted audience is being built hourly and daily. We have a media strategy so that
we can communicate once and have it distributed immediately to all of the above media
outlets.
TV and Web/TV
Local TV
Villa La PAWS has been continually featured on local TV stations; this kind of exposure
is priceless. Morning and noon new shows typically run a rigid schedule for having
remote location shoots. There are times when a situation occurs that a feature story cant
be run and they need to find an immediate fill in for that time-slot. By being extremely
flexible and accommodating they know that they can always use us to fill a TV spot void
with a feel good remote story.
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We also have appeared on TV because of the Rescue Events that we host at our Resorts.
Large rescue events also garner very good exposure not just for the event and their
organizer but also for our location.
Web/TV
Still in its infancy from a media distribution outlet standpoint, Web/TV is gathering a
loyal following. Tom Murray was a guest on Pet Web/TV recently with a shows title
being, Doggie Daycare Delight. There has been some positive feedback, immediate
business and further name recognition because of this exposure. We also link to the
actual Doggie Daycare Delight program (streaming video) from our website and
Newsletter to further the reach of the program and use it as a brand naming tool.
Winning Industry and Recognition Awards

Villa La PAWS is constantly aware of business awards available and their criteria for
participation. Each award brings immediate credibility and name recognition and shows
the commitment that the organization has to the industry and the local community.
Local Service Awards
Almost every location will have annual contests for the BEST OF ???, and pet services
is always one of the categories.
Villa La PAWS has been awarded the Best of Phoenix Award in 2007, 2008, 2010.
We screwed up in 2009 and didnt enroll.
There are over 100 pet services companies in the Phoenix area that initially were on the
list, and then it was pared down to the top 10. PetsMart and Petco made the final 10 and
Villa La PAWS beat these companies by a 3-1 vote.
B-2-B Affiliations
Affiliations are formed when two business entities can complement each others
customers by providing unique added value to those customers.
We have single affiliations and affiliations where we have developed Special Programs
for specific groups or industries. (See Special Marketing Programs)
We currently have one single affiliation:
Automobile Club of America (AAA)
Automobile Club of America

Villa La PAWS entered into a partnership agreement with AAA of Arizona in July of
2007. The partnership has AAA advertising Villa La PAWS as its certified Pet Services
Supplier in Arizona. We in-kind offer all AAA Members a $5 discount up to $10 on any
Paws Services.
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AAA of Arizona has featured us in their Highroads Travel Magazine and on their AAA
Arizona website, http://www.aaaaz.com. This relationship has driven a number of new
customers to us and also endeared a lot of existing customers to us who use the AAA
Program.
AAA of Arizona will sponsor us nationally to Automobile Club of America and their
local AAA companies for our national franchise rollout.
Being a Subject Matter Expert

If your marketing program is working you will become a sought out expert on pet issues
and stories. Reporters in print and the media always need an expert to validate and
corroborate their stories.
Being recognized by the media as a Subject Matter Expert gives Villa La PAWS
credibility, exposure and further name recognition.
Keep Them Coming Back

Customer retention, keep them coming back! All the marketing and sales strategies are
fruitless unless you have a complete marketing strategy that includes keeping the
customers you have. In the early months of Villa La PAWS existence we were focused
totally on new customer strategies and ignoring our existing customer base.
Two significant events happened that changed our strategy, our early analysis of where
our new customers were coming from and why they kept coming back.
Our new customer source analysis, with 5 years of historical data, showed that over
88% of our new customers came from customer referrals.
New Customer Acquisition Analysis
Our current statistics as of 01/31/2011show our new customers have come from:
1.
2.
3.
4.
Customer referrals
The Internet
Print Ads
Other
85%
12%
2%
1%
Quality Assurance Calls & Surveys

To answer the question of Why our customers keep coming back we call every new
customer after receiving their first PAWS service and take a survey. We also have online
surveys that are changed monthly and offer a $5 Coupon for each survey taken. These
surveys ask questions and request comments on our customers total Villa La PAWS
experience:
The customers satisfaction and service ratings on existing services
What additional services they would like to see
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What are the reasons they prefer Villa La PAWS

Level of satisfaction with Paws Staff
Which Resort do they frequent
How they heard about us or found us
What content to they like in the newsletter and/or website
Do they refer us and if so, to whom
Our customers have embraced our surveys as an anonymous way of communicating

their wants, wishes, desires and dissatisfaction to us in a safe environment. We publish
the results of the monthly surveys on our website and our answers or action steps that we
will take to enhance their Villa La PAWS Experience. We have demonstrated that we
listen and act upon their ideas and suggestions. This has given credibility to the whole
survey program.
Our customers have taken ownership in providing us with the direction to continually
enhance their Villa La PAWS experience.
Special Marketing Programs

Senior Program
Pets take on a whole different role for our senior customers, they are companions and
replacement children for their 2-legged kids that have left the nest. Often these seniors
are widows or widowers on a fixed income and have limited ability to exercise or
transport their 4-legged kids.
Villa La PAWS recognizes the important and sometimes critical services we provide to
this select group of customers. We take this responsibility very seriously and have
developed a Senior Program that assists and supports this group with specialized services.
Transportation services:
Pet food and accessory shopping
Pet Veterinarian visits
Day Care, Grooming & Boarding
We give our seniors a 10% discount on all Paws services. Seniors are those customers 65
and older.
This specific group of customers is also our most vocal and provides the most referrals of
any group of customers. They appreciate our recognition them and their unique needs.
Hotel Partnership Program

There has been a dramatic increase of travelers, both business and pleasure, that are
taking their pets with them. In response to this the hotels and resorts that cater to these
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travelers have implemented pet friendly campaigns for their properties. These
campaigns have been very successful but also brought along with it challenges that were
unanticipated.
Pets having the proper vaccinations

Stringent restrictions for pets on premise
Liability issues regarding staff being injured
Potential pet loss due to negligence by owner or hotel/resort
Villa La PAWS has a Concierge program that eliminates or greatly minimizes the
challenges that the hotel/resorts encountered and provides the desired services for their
guests.
Please see an article written about our the Concierge program that appeared in the
Arizona Republic, January, 2nd 2008, Resorts Cater to Canines, or
http://www.azcentral.com/business/articles/1231Biz-petfriendlyhotels0102-ON.html
The following two affiliations, Travel Agents Affiliation and Event Planners Affiliates
are sub-sets of our Hotel/Resort Affiliation. Both groups will be affiliated with our Pet
Concierge service.
Travel Agents Affiliates
Being a full service travel agent means taking all of the hassle out of a trip so
everything goes smoothly for a customer.
There is so much pressure on travel agents to provide additional value-add in
todays competitive travel environment that they need a real differentiator, Villa
La PAWS provides that differentiator.
Travel Agents become the booking agent for Villa La PAWS Services for
customers with traveling pets or they can just refer them to us. Either way, the
customer will know that the travel agent is adding that critical personal touch.
Villa La PAWS services can be applied to any travel scenario:
Vacations
Business travel
Emergency travel
As a Travel Agency Affiliate, we will supply the agent with a Paws Concierge
Travel Agency Affiliate button for their website. This button will redirect the
customer or the travel agent, to Villa La PAWS website and a pets service
itinerary can be created.
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Event Planners
An event planner has to anticipate everything that could go wrong with an event
and proactively have solutions for each of them.
Event planners dont get many second chances so it has to be done right the first
time. They can do it a hundred times perfectly but will always be remembered for
the one time it didnt go right. Make sure its not because of a little four legged
attention getter.
When the Event Planner recommends our services to their customers, we will
treat this as a referral and we will advertise them on Villa La PAWS Web Site as
a Pet friendly and conscientious event planner. Most important, their customers
will know that they are adding that critical personal touch.
There are a full range of Paws Concierge services that can be applied to specific
events that an event planner and their customers will encounter during the
business arrangement.
o Parties, wedding receptions, etc:
o Cant use a room or the backyard because there are pets in residence?
o Dont want to use a backyard because of pet odors or worse yet, little poop
landmines in the yard
o Have a pet escape through an open door or gate and you spend your
precious time hunting and chasing, not planning
o Guests are allergic to pet hair
o Guests that are terrified of animals all together
o Worse scenario, the pet gets loose and cant be found
As an Event Planner Affiliate, we supply a Paws Concierge Event Planner
Affiliate button for their website. This button will redirect the customer to Villa
La PAWS website and they can create the pets service itinerary.
Villa La PAWS will launch a marketing campaign in 2008 to sign up Travel Agency and
Event Planner Affiliates. We waited until our Pet Concierge program was proven with its
Hotel/Resort Affiliates.
Realtor/Event Planner Program

Dont let a multi (thousand/million) dollar sale or future referral fall through because
you didnt think of the family pet!
Being a full service realtor means getting the best deal for a customer and taking all of
the hassle out of the buy/sell transaction.
Realtors are in the most competitive market ever and they need a real differentiator, Villa
La PAWS can provide that differentiator.
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When a realtor recommends our services to their customers, we will treat this as a referral
from the realtor and advertise them on Villa La PAWS Web Site as a Pet friendly and
conscientious realtor. Most important, their customer will know that they are adding that
critical personal touch.
There are a full range of Villa La PAWS services that can be applied to specific events
that the realtor and the customers will encounter during their business arrangement.
Move in/Move out days

A hectic day at best and no place for a pet. Statistics prove that more animal
companions are lost during these two activities than any other, except the 4th of
July. This will totally ruin an otherwise happy occasion.
Open houses
o How often does the realtor have to show a house and pet sit at the same
time?
o Cant show a room or a backyard because there are animal companions in
residence?
o Dont want to show a house because of pet odors or worse yet, little poop
landmines in the yard?
o Had a pet escape through an open door or gate and you spend your
precious time hunting and chasing, not selling?
o Worse case scenario, the pet cant be found
Merchant Neighbor Program

Villa La PAWS has developed a Good Neighbor Program that creates a coop
advertising program with neighboring merchants at each resort. This program also
provides PAWS Discounts to the merchant and their employees.
There is also a component of the Good Neighbor Program for residential neighbors living
within 150 of the resort. These residents are also offered PAWS Discounts and these
discounts stay with the property not the occupier.
Local Veterinarian Program

A very good advertising location but you need to make sure that the Vet recognizes the
value of the services you provide. Many Vet clinics are also competitors; they may
provide grooming, boarding and even daycare services. There are also Vets that do NOT
subscribe to our cage-free environment.
Vet referrals are golden and must be appreciated and rewarded. Specific PAWS
Discounts for the vet and his employees is a great way to ensure that these referrals keep
coming.
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Local Pet Store Retailers Program

Every day there are more and more boutiques or specialized pet retailers that are opening
their doors and taking advantage of this growing industry. Smaller chains and
independents, i.e., Choice Pets, Pet Planet, etc. are expanding locally, regionally,
nationally and competing effectively with the big box stores.
Securing a relationship and positioning your marketing collateral in their stores also
becomes a good referral source. Same referral PAWS discount rewards should be offered
to the stores employees in-kind.
Marketing with Your Heart

These marketing strategies demonstrate the character and moral platform of Villa La
PAWS. We take our civic responsibility very seriously and these marketing strategies
have been created because its the right thing to do. The marketing benefits that we
receive from these strategies are long-lasting and build solid relationships with those that
participate.
VLP Animal Rescue/Welfare Program

We are very passionate about eradicating the mistreatment and neglect for those that
cant speak for themselves. Thats why a primary component of the Villa La PAWS
mission is to partner with and support as many animal rescue groups, welfare societies
and corporate-related activities as possible.
Tom Murray, Villa La PAWS President/CEO
Serious causes may bring people together for a moment-in-time, but quality partnerships
must benefit all concerned for the long term. In the case of the Villa La PAWS Rescue
Partnership Program, that would be:
o
o
o
o
the partnering animal rescue group

the animals in the partnering animal rescue groups care
the fosters and adopters associated with the partnering animal rescue group
and of course, Villa La PAWS
Villa La PAWS Rescue Partners receive:

o Villa La PAWS services for homeless animals in your groups care
o $5 Cage-Free Daycare for prescreened, qualified dogs
o $5 Cage-Free Boarding for prescreened, qualified dogs
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o $1 Kitty Kasita Boarding for prescreened, qualified cats

o 10% off Grooming Services for both dogs & cats
o 10% off Obedience & behavioral training for dogs, their fosters and adopters
o 10% DISCOUNT on all Villa La PAWS services for the personal pets of active rescue
members, foster and general volunteers
o VALUABLE DONATIONS of gift baskets and gift certificates for rescue fundraising
events
o CONSISTENT VISIBILITY for both rescue group and the animals in their to thousands
of pet lovers through exposure on the PAWS
o Website: stories about your organization and links to the rescue website
o Monthly Newsletter: stories about the rescue organization and links to their
website
o Social Media Sites (e.g. Facebook, Twitter, etc.)
o YouTube videos of adoptable animals
o Spotlight interviews on VLP-TV (Villa La PAWS series of web TV features)
o Posting/distribution of partner-provided flyers at our facilities
o Low Cost pet & people-friendly, indoor/outdoor venues for rescue
organizational meetings, and/or private fundraising, visibility or adoption events
(schedule permitting)
o INVITATIONS to participate in highly trafficked PAWS-sponsored events
Support our Military and 1st Responders

Military Discount
We have a standing discount of $10 of all services for our active military, police and
fireman.
Our Home for the Holiday Program
Villa La PAWS created Operation Home for the Holidays as a support to the Military
families during the holidays. Villa La PAWS provides FREE boarding for dogs and cats
during the Thanksgiving and Christmas season.
Participants in the program must be or have an immediate relative on active duty in the
military.
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Public Relations / Community Involvement

Press Releases
Effective Press Releases
One of the most overused and misunderstood marketing vehicles used today. Our goal
with each and every press release is:
Get the information out to the masses

Build relationships with the recipients as there go to source for human interest
stories involving pets, pet information and where to find it or who to talk to.
Become their pet Subject Matter Expert
Get our release published with a follow up story, printed or an interview
conducted because of the release
Effective press release creation and distribution is an art that few people possess and
fewer yet understand.
All press releases must be approved by the Villa La PAWS Marketing Department before
being sent out. The marketing department will also assist you in the creation and
distribution of press releases.
Better Business Bureau

Join your local Better Business Bureau, potential customers will and often do, check out
businesses they havent done business with.
If there is a complaint filed about your franchise you must reply and try to get it resolved.
Be warned, that most BBB organizations are consumer focused and will not be on your
side in any dispute.
Local Chamber of Commerce

Becoming an associate member of the local chamber is great for networking. But and
here is the big BUT, you will only get out what you put in. You must be a pro-active
member and be an asset to the organization.
This is one of those organizations that you need to find and make time for.
Police and Fire

You are basically open 24/7 and are the eyes and ears of your resort locations merchant
and residential neighbors. You also have outside webcams that are motion activated and
at times may record activity within camera range.
Have the police and fire units that are assigned to your location stop by and visit and
discuss what and how you can be of service to them.
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Local Schools
These are the two-legged brothers and sisters of a lot of your current and potential
customers.
Visit classes as the pet expert and give talks and information. Place advertisements in the
sports programs and school newspaper, they are normally very affordable and build quick
loyalty.
They are always having fund-raising events, donate a PAWS Basket that contains a $50
Gift Certificate for the silent auctions/raffles.
Also consider the high-schools as a potential source of P/T staff for cleaning and feeding
duties, especially during the holiday rush.
Local Churches
They too are always having fund-raising events, donate a PAWS Basket that contains a
$50 Gift Certificate for the silent auctions/raffles.
Obtaining Marketing Approval
SALES PROCESS
Introduction
The sales process for Villa La PAWS LLC is to offer services and products that meet and
exceed the expectations of our 2-legged customers. This forms the base for a customer
relationship that you will continue to grow and nurture.
This is definitely a relationship business and loyalty is built by strengthening the personal
relationship each and every time you encounter your customer. Make no mistake, the
strength of these relationships at some time be tested.
The Sales Process

Identifying the Customer Needs
Over the past few years we have implemented surveys to capture why our customers
keep coming back to us and what is important to them from a pet services supplier.
The results of past surveys and current surveys still maintain that the top reasons for our
customer loyalty, has a direct relationship to their needs and wants.
o
o
o
o
o
Cage-Free environment
7/24 staff
7/24 webcams
Extended days and hours of operation
All inclusive pricing
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o Friendly and caring staff
Product and Service Knowledge

Features and Benefits
Every staff member working at your resort should know all of the features and benefits
that your resort has.
When they wear their PAWS Shirt in public they will always be asked where they work
and what they do.
These staff members are walking, talking, and selling billboards for your resort. Prepare
them for these moments!
Staff orientation is not just about the job they will be doing, its also about who they work
for. They should be proud and prepared so they can show that pride when telling our
story to a potential customer.
The Customer
Lead Generation and Lead Tracking
With all of the marketing activities going on you be receiving leads from multiple
sources.
o
o
o
o
o
o
o
Opt-in subscribers from PAWS newsletter

Registrations from your Website to view the webcams
Gift Basket/Certificate entries for drawings held at all Pet Events
Facebook Likes
Twitter Followers
Chamber of Commerce Member e-mal list
Basically any organization you join will normally provide a membership roster if
requested.
The PAWS Newsletter service that we use allows us to categorize where the leads can
from and then track their responses by click and viewing our correspondence.
Handling Inquiries
Inquires from potential customers must be handled by staff members that know your
products and services.
The kiss of death is when the person answering the phone says someone will have to get
back to you for very basic questions.
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The National Call Centers charter is to handle all general information inquiries
professionally and with a sales flair. We want our most informed and best product
educated staff to be the 1st responder for us.
Closing the Sale

The Reluctant Customer
Handling Objections
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APPENDIXA Employment Law Basics

This information is not meant to serve as legal advice, only to provide an overview of
the employment laws that may impact your operation. Specific questions should be
referred to your accountant or attorney to ensure compliance. It is recommended that
you identify an accountant and attorney to be available to review any employment law
related questions that may arise.
Employment Law Basics

New and growing small businesses often need help identifying and understanding the
specific U.S. Department of Labor (DOL) laws and regulations that apply to them. A
variety of the Departments compliance assistance resources can help in this regard,
including the elaws FirstStep Employment Law Advisor and the Employment Law
Guide, which describes 24 major laws enforced by DOL in plain, easy-to-understand
language. These tools, and a variety of other compliance assistance materials, provide
employers with the introductory information they need to develop wage, benefit, safety
and health, and nondiscrimination policies for their business. All of this information can
be obtained at www.dol.gov.
The Department of Labor (DOL) administers and enforces more than 180 federal laws.
These mandates and the regulations that implement them cover many workplace
activities.
The following is a brief description of some of DOL's principal statutes most commonly
applicable to businesses, job seekers, workers, retirees, contractors and grantees. This
brief summary is intended to acquaint you with the major labor laws and not to offer a
detailed exposition. For authoritative information on these laws, you should consult the
statutes and regulations themselves; DOL's compliance assistance Web site at
www.dol.gov/compliance/
Federal Regulations on Employment Relationships

Wages & Hours
The Fair Labor Standards Act (FLSA) prescribes standards for wages and overtime pay,
which affect most private and public employment. The act is administered by the Wage
and Hour Division of the Employment Standards Administration (ESA). It requires
employers to pay covered employees who are not otherwise exempt at least the federal
minimum wage and overtime pay of one-and-one-half-times the regular rate of pay. For
nonagricultural operations, it restricts the hours that children under age 16 can work and
forbids the employment of children under age 18 in certain jobs deemed too dangerous.
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The Wage and Hour Division also enforces the labor standards provisions of the
Immigration and Nationality Act that apply to aliens authorized to work in the U.S. under
certain nonimmigrant visa programs (H-1B, H-1B1, H-1C, H2A).
Workplace Safety & Health
The Occupational Safety and Health (OSH) Act is administered by the Occupational
Safety and Health Administration (OSHA). Safety and health conditions in most private
industries are regulated by OSHA or OSHA-approved state programs, which also cover
public sector employers. Employers covered by the OSH Act must comply with the
regulations and the safety and health standards promulgated by OSHA. Employers also
have a general duty under the OSH Act to provide their employees with work and a
workplace free from recognized, serious hazards. OSHA enforces the Act through
workplace inspections and investigations. Compliance assistance and other cooperative
programs are also available.
Workers' Compensation
Many states require that all employers with one or more employees maintain workers
compensation insurance. Workers compensation laws and programs are state-specific,
and therefore vary from state to state. However, they all pay medical, rehabilitation, death
and burial benefits and partial wage loss indemnification to employees who experience
on-the-job injury or illness.
Workers compensation protects the employer as well as the employee. If the employer
has coverage from a private insurer, state fund or is self-insured (the requirements vary
among the states), its liability for on-the-job accidents is limited to the cost of providing
the insurance. Claimants are limited to the statutory benefits provided by the insurer. The
quid pro quo of workers compensation is that employers accept responsibility for
workplace accidents as a cost of production and the employees forego their right to sue,
and the possibility of a larger recovery, for certain and timely medical and wage loss
benefits.
Go to www.dol.gov/compliance to see if your state requires that all employers carry
Workers Compensation insurance.
Unemployment Insurance
While there is variation from state to state, most state unemployment laws are similar.
Unemployment insurance typically covers wage-replacement benefits of two-thirds of the
claimants pay up to a specified maximum (which varies greatly from state to state) for
up to 26 weeks.
Under the Federal Unemployment Tax Act, the program is financed by a payroll tax on
employers that is subject to experience rating. Funds are deposited with the federal
government and part of the tax is allocated to Washington for administrative expenses
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and to pay for extended benefits during periods of high unemployment. Depending on
current economic conditions the benefit amounts and length of eligibility may change.
Employee Benefit Security
The Employee Retirement Income Security Act (ERISA) regulates employers who offer
pension or welfare benefit plans for their employees. Title I of ERISA is administered by
the Employee Benefits Security Administration (EBSA) (formerly the Pension and
Welfare Benefits Administration) and imposes a wide range of fiduciary, disclosure and
reporting requirements on fiduciaries of pension and welfare benefit plans and on others
having dealings with these plans. These provisions preempt many similar state laws.
Under Title IV, certain employers and plan administrators must fund an insurance system
to protect certain kinds of retirement benefits, with premiums paid to the federal
government's Pension Benefit Guaranty Corporation (PBGC). EBSA also administers
reporting requirements for continuation of health-care provisions, required under the
Comprehensive Omnibus Budget Reconciliation Act of 1985 (COBRA) and the health
care portability requirements on group plans under the Health Insurance Portability and
Accountability Act (HIPAA).
Employee Protection
Most labor and public safety laws and many environmental laws mandate whistleblower
protections for employees who complain about violations of the law by their employers.
Remedies can include job reinstatement and payment of back wages. Occupational Safety
and Health Act (OSHA) enforces the whistleblower protections in most laws.
Below are general overviews of the specific employment laws that may apply to
your operation.
Age Discrimination in Employment Act of 1967
The Age Discrimination in Employment Act of 1967 (ADEA) protects individuals who
are 40 years of age or older from employment discrimination based on age. The ADEAs
protections apply to both employees and job applicants. Under the ADEA, it is unlawful
to discriminate against a person because of his/her age with respect to any term, condition
or privilege of employment, including hiring, firing, promotion, layoff, compensation,
benefits, job assignments and training.
It is also unlawful to retaliate against an individual for opposing employment practices
that discriminate based on age or for filing an age discrimination charge, testifying or
participating in any way in an investigation, proceeding or litigation under the ADEA.
The ADEA applies to employers with 20 or more employees, including state and local
governments. It also applies to employment agencies and labor organizations, as well as
to the federal government. ADEA protections include: apprenticeship programs, job
notices and advertisements, pre-employment inquiries and benefits,
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Use this link to review the full text of the Act.

http://www.eeoc.gov/laws/statutes/adea.cfm
Americans with Disabilities Act of 1990 (ADA)
Title I of the Americans with Disabilities Act (ADA) of 1990 prohibits private
employers, state and local governments, employment agencies and labor unions from
discriminating against qualified individuals with disabilities in job application
procedures, hiring, firing, advancement, compensation, job training and other terms,
conditions and privileges of employment. The ADA covers employers with 15 or more
employees, including state and local governments. It also applies to employment agencies
and to labor organizations.
An individual with a disability is a person who has a physical or mental impairment that
substantially limits one or more major life activities; has a record of such impairment and
is regarded as having such impairment.
A qualified employee or applicant with a disability is an individual who, with or without
reasonable accommodation, can perform the essential functions of the job in question.
An employer is required to make a reasonable accommodation to the known disability of
a qualified applicant or employee if it would not impose an "undue hardship" on the
operation of the employer's business. An employer is not required to lower quality or
production standards to make an accommodation, nor is an employer obligated to provide
personal use items such as glasses or hearing aids.
Title I of the ADA also covers medical examinations and inquiries and drug and alcohol
abuse.
http://www.eeoc.gov/laws/statutes/ada.cfm
Consolidated Omnibus Budget Reconciliation Act (COBRA) of 1986
The Consolidated Omnibus Budget Reconciliation Act (COBRA) is a law that gives
workers who lose their jobs, and thus their health benefits, the right to purchase group
health coverage provided by the plan under certain circumstances. COBRA generally
requires that group health plans sponsored by employers with 20 or more employees in
the prior year offer employees and their families the opportunity for a temporary
extension of health coverage (called continuation coverage) in certain instances where
coverage under the plan would otherwise end.
If the employer continues to offer a group health plan, the employee and his/her family
can retain their group health coverage for up to 18 months by paying group rates. The
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COBRA premium may be higher than what the individual was paying while employed
but generally the cost is lower than that for private, individual health insurance coverage.
The American Recovery and Reinvestment Act of 2009 (ARRA) provides for
premium reductions and additional election opportunities for health benefits under the
Consolidated Omnibus Budget Reconciliation Act of 1985, commonly called COBRA.
Eligible individuals pay only 35 percent of their COBRA premiums and the remaining 65
percent is reimbursed to the coverage provider through a tax credit. The premium
reduction applies to periods of health coverage beginning on or after February 17, 2009
and lasts for up to nine months.
http://www.dol.gov/dol/topic/health-plans/cobra.htm
Consumer Credit Protection Act of 1968
Title III of the Consumer Credit Protection Act (CCPA) protects employees from
discharge by their employers because their wages have been garnished for any one debt,
and it limits the amount of an employee's earnings that may be garnished in any one
week. Title III applies to all employers and individuals who receive earnings for personal
services (including wages, salaries, commissions, bonuses and income from a pension or
retirement program, but ordinarily not including tips).
Wage garnishment occurs when an employer withholds the earnings of an individual for
payment of a debt as the result of a court order or other equitable procedure. Title III
prohibits an employer from discharging an employee because his or her earnings have
been subject to garnishment for any one debt, regardless of the number of levies made or
proceedings brought to collect it. Title III does not, however, protect an employee from
discharge if the employee's earnings have been subject to garnishment for a second or
subsequent debt.
In most cases, Title III gives wage earners the right to receive at least partial
compensation for the personal services they provide despite wage garnishment. The
Wage and Hour Division of the Employment Standards Administration accepts
complaints of alleged Title III violations.
If a state wage garnishment law differs from Title III, the employer must observe the law
resulting in the smaller garnishment or prohibiting the discharge of an employee because
his or her earnings have been subject to garnishment for more than one debt.
http://www.dol.gov/compliance/laws/comp-ccpa.htm
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Employment at Will Doctrine

At will employment describes the employment relationship between employers and
employees in almost every state. At will employment means that the Company does not
offer tenured or guaranteed employment for any period of time, to any employee without
an employment contract or written direction from the CEO/President. In at will
employment, either the Company or the employee can terminate the employment
relationship at any time, with or without cause, with or without notice.
This does not mean that employers can arbitrarily fire employees without good faith
communication, fairness, and non-discriminatory practices. In fact, courts are
increasingly finding for employees in litigation. Employers must demonstrate a good
faith effort to correct the employee's performance or the other issues that led to
employment termination.
In addition, there are considered to be three major exceptions to the employment-at-will
doctrine, as developed in common law. The exceptions principally address terminations
that, although they technically comply with the employment-at-will requirements, do not
seem just. The most widespread exception prevents terminations for reasons that violate a
States public policy. Another widely recognized exception prohibits terminations after
an implied contract for employment has been established. Finally, a minority of States
has read an implied covenant of good faith and fair dealing into the employment
relationship. The good faith covenant has been interpreted in different ways, from
meaning that terminations must be for cause to meaning that terminations cannot be made
in bad faith or with malice intended.
Equal Pay Act of 1963

The right of employees to be free from discrimination in their compensation is protected
under several federal laws, including the following enforced by the U.S. Equal
Employment Opportunity Commission (EEOC): the Equal Pay Act of 1963, Title VII of
the Civil Rights Act of 1964, the Age Discrimination in Employment Act of 1967 and
Title I of the Americans with Disabilities Act of 1990.
The Equal Pay Act requires that men and women be given equal pay for equal work in
the same establishment. The jobs need not be identical, but they must be substantially
equal. It is job content, not job titles, that determines whether jobs are substantially equal.
Specifically, the EPA provides:
Employers may not pay unequal wages to men and women who perform jobs that require
substantially equal skill, effort and responsibility, and that are performed under similar
working conditions within the same establishment.
Pay differentials are permitted when they are based on seniority, merit, quantity or
quality of production, or a factor other than sex. These are known as "affirmative
defenses," and it is the employer's burden to prove that they apply.
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that discriminate based on compensation or for filing a discrimination charge, testifying
or participating in any way in an investigation, proceeding or litigation under Title VII,
ADEA, ADA or the Equal Pay Act.
http://www.eeoc.gov/laws/types/equalcompensation.cfm
Fair Credit Reporting Act (FCRA) of 1969
Employers often rely on information contained in consumer credit reports to decide

whether to hire, promote or retain applicants and employees. The Credit Reporting Act
of 1970 (FCRA) governs the use of consumer reports in all employment decisions.
Under the FCRA, an employer may obtain an applicant's or employee's consumer report
for employment related purposes if it (1) gives the applicant or employee a clear and
conspicuous written disclosure (in a document consisting solely of the disclosure)
notifying him or her that a consumer report may be obtained and (2) obtains written
authorization from the applicant or employee.
An employer may not obtain an investigative consumer report under the FCRA unless it
(1) provides a written disclosure that an investigative consumer report may be made,
including a statement to the effect that the consumer may request additional disclosures
regarding the nature and scope of the investigation, as well as a written summary of his or
her rights under the statute, and (2) certifies to the consumer reporting agency that it has
made the above disclosures and that it will comply with any requests for additional
disclosures.
An employer who negligently fails to comply with the FCRA (e.g., neglects to put the
disclosure in a separate document or to provide a copy of the report before taking adverse
action), the employer shall be liable to the applicant or employee for actual damages,
costs and reasonable attorney's fees.
http://www.ftc.gov/os/statutes/031224fcra.pdf
Fair Labor Standards Act

The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime pay,
recordkeeping, and youth employment standards affecting full-time and part-time
workers in the private sector and in Federal, State, and local governments. The Wage and
Hour Division (Wage-Hour) administers and enforces FLSA.
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Basic Wage Standards

Covered, nonexempt workers are entitled to a minimum wage of not less than $7.25 per
hour effective July 24, 2009. Non-exempt workers must be paid overtime pay at a rate of
not less than one and one-half times their regular rates of pay after 40 hours of work in a
workweek. Please note some states have a higher minimum wage rate. In cases where an
employee is subject to both state and federal minimum wage laws, the employee is
entitled to the higher minimum wage. You can check minimum wage rates for your state
using the link below.
http://www.dol.gov/whd/minwage/america.htm
While the FLSA does set basic minimum wage and overtime pay standards and regulates
the employment of minors, there are a number of employment practices which FLSA
does not regulate. For example, FLSA does not require:
1.
2.
3.
4.
5.
vacation, holiday, severance, or sick pay;

meal or rest periods, holidays off, or vacations;
premium pay for weekend or holiday work;
pay raises or fringe benefits; or
a discharge notice, reason for discharge, or immediate payment of final wages to
terminated employees.
Also, FLSA does not limit the number of hours in a day or days in a week an employee
may be required or scheduled to work, including overtime hours, if the employee is at
least 16 years old.
The above matters are for agreement between the employer and the employees or their
authorized representatives and must be in compliance with any state regulations.
Exemptions
Some employees are exempt from the overtime pay provisions or both the minimum
wage and overtime pay provisions. Because exemptions are generally narrowly defined
under FLSA, an employer should carefully check the exact terms and conditions for each.
Detailed information is available from local Wage-Hour offices.
Recordkeeping
The FLSA requires employers to keep records on wages, hours, and other items, as
specified in Department of Labor recordkeeping regulations. Most of the information is
of the kind generally maintained by employers in ordinary business practice and in
compliance with other laws and regulations. The records do not have to be kept in any
particular form and time clocks need not be used. With respect to an employee subject to
the minimum wage provisions or both the minimum wage and overtime pay provisions,
the following records must be kept:
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1.
2.
3.
4.
5.
6.
7.
8.
9.
personal information, including employee's name, home address, occupation, sex,

and birth date if under 19 years of age;
hour and day when workweek begins;
total hours worked each workday and each workweek;
total daily or weekly straight-time earnings;
regular hourly pay rate for any week when overtime is worked;
total overtime pay for the workweek;
deductions from or additions to wages;
total wages paid each pay period; and
date of payment and pay period covered.
Records required for exempt employees differ from those for nonexempt workers.
Special information is required for home workers, for employees working under
uncommon pay arrangements, for employees to whom lodging or other facilities are
furnished, and for employees receiving remedial education.
Computing Overtime Pay

Overtime must be paid at a rate of at least one and one-half times the employee's regular
rate of pay for each hour worked in a workweek in excess of the maximum allowable in a
given type of employment. Generally, the regular rate includes all payments made by the
employer to or on behalf of the employee (except for certain statutory exclusions). The
following examples are based on a maximum 40-hour workweek applicable to most
covered nonexempt employees.
Please note some states have overtime requirements that differ from the federal standard.
In cases where an employee is subject to both state and federal minimum wage laws, the
employee is entitled to the higher minimum wage. You can check minimum wage rates
for your state using the link below.
http://www.dol.gov/whd/minwage/america.htm
Family and Medical Leave Act (FMLA) of 1993
The U.S. Department of Labor's Employment Standards Administration, Wage and Hour
Division, administers and enforces the Family and Medical Leave Act (FMLA). The
FMLA entitles eligible employees to take up to 12 weeks of unpaid, job-protected leave
in a 12-month period for specified family and medical reasons.
Amendments to the FMLA by the National Defense Authorization Act for FY 2008
(NDAA), Public Law 110-181, expanded the FMLA to allow eligible employees to take
up to 12 weeks of job-protected leave in the applicable 12-month period for any
qualifying exigency arising out of the fact that a covered military member is on active
duty, or has been notified of an impending call or order to active duty, in support of a
contingency operation. The NDAA also amended the FMLA to allow eligible employees
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to take up to 26 weeks of job-protected leave in a single 12-month period to care for a

covered service member with a serious injury or illness.
The FMLA applies to all private-sector employers who employed 50 or more employees
in 20 or more workweeks in the current or preceding calendar year, including joint
employers and successors of covered employers.
To be eligible for FMLA benefits, an employee must:
work for a covered employer;
have worked for the employer for a total of 12 months;
have worked at least 1,250 hours over the previous 12 months; and
work at a location in the United States or in any territory or possession of the
United States where at least 50 employees are employed by the employer within
75 miles.
A covered employer must grant an eligible employee up to a total of 12 workweeks of
unpaid leave during any 12-month period for one or more of the following reasons:
for the birth and care of a newborn child of the employee;
for placement with the employee of a son or daughter for adoption or foster care;
to care for a spouse, son, daughter, or parent with a serious health condition;
to take medical leave when the employee is unable to work because of a serious
health condition; or
for qualifying exigencies arising out of the fact that the employees spouse, son,
daughter, or parent is on active duty or call to active duty status as a member of
the National Guard or Reserves in support of a contingency operation.
A covered employer also must grant an eligible employee who is a spouse, son, daughter,
parent, or next of kin of a current member of the Armed Forces, including a member of
the National Guard or Reserves, with a serious injury or illness up to a total of 26
workweeks of unpaid leave during a single 12-month period to care for the service
member.
Under some circumstances, employees may take FMLA leave intermittently taking
leave in separate blocks of time for a single qualifying reason or on a reduced leave
schedule reducing the employees usual weekly or daily work schedule.
A covered employer is required to maintain group health insurance coverage for an
employee on FMLA leave whenever such insurance was provided before the leave was
taken and on the same terms as if the employee had continued to work. If applicable,
arrangements will need to be made for employees to pay their share of health insurance
premiums while on leave. In some instances, the employer may recover premiums it paid
to maintain health coverage for an employee who fails to return to work from FMLA
leave.
Upon return from FMLA leave, an employee must be restored to the employees original
job, or to an equivalent job with equivalent pay, benefits, and other terms and conditions
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of employment. An employees use of FMLA leave cannot result in the loss of any
employment benefit that the employee earned or was entitled to before using FMLA
leave, nor be counted against the employee under a no fault attendance policy. If a
bonus or other payment, however, is based on the achievement of a specified goal such as
hours worked, products sold, or perfect attendance, and the employee has not met the
goal due to FMLA leave, payment may be denied unless it is paid to an employee on
equivalent leave status for a reason that does not qualify as FMLA leave.
The FMLA is very complex and the administration of it is very detailed. It is
recommended that you review the full text of the Act and develop a policy and the
appropriate forms if you qualify as a covered employer.
http://www.dol.gov/compliance/laws/comp-fmla.htm
The Genetic Information Nondiscrimination Act (GINA) of 2008
The Genetic Information Nondiscrimination Act (GINA) prohibits U.S. insurance
companies and employers from discriminating on the basis of information derived from
genetic tests.
It forbids insurance companies from discriminating through reduced coverage or pricing
and prohibits employers from making adverse employment decisions based on a persons
genetic code. In addition, insurers and employers are not allowed under the law to request
or demand a genetic test.
GINA also protects the privacy of personal genetic information by prohibiting group
health plans and insurers from collecting or requesting genetic information with narrow
exceptions;
Prohibits employers from collecting and using employees' genetic information;
Prohibits employers from discriminating against employees in hiring, firing or

any other terms and conditions of employment based on a workers genetic
information; and
Allows victims of genetic information discrimination to bring their case to court.

http://www.eeoc.gov/laws/types/genetic.cfm
Health Insurance Portability and Accountability Act (HIPAA) of 1996
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The Health Insurance Portability and Accountability Act (HIPAA) offers protections for
workers that improve portability and continuity of health insurance coverage.
HIPAA protects workers and their families by:
Limiting exclusions for preexisting medical conditions.

Providing credit against maximum preexisting condition exclusion periods for
prior health coverage and a process for providing certificates showing periods of
prior coverage to a new group health plan or health insurance issuer.
Providing new rights that allow individuals to enroll for health coverage when
they lose other health coverage, get married or add a new dependent.
Prohibiting discrimination in enrollment and in premiums charged to employees
and their dependents based on health status-related factors.
Guaranteeing availability of health insurance coverage for small employers and
renewability of health insurance coverage for both small and large employers.
Preserving the states role in regulating health insurance, including the states
authority to provide greater protections than those available under federal law.
HIPAA also established the Medical Privacy Rule that covers public and private sector
entities including health plans, health care clearinghouses, and health care providers who
conduct administrative or financial transactions electronically.
Covered information includes medical records or other data that contain individually
identifiable health information that may be used or disclosed in any form such as
electronically, on paper, or orally.
In its simplest terms, the Medical Privacy Rule requires employers to keep
medical/benefits information confidential and to ensure the privacy of the employee.
http://www.dol.gov/dol/topic/health-plans/portability.htm
Immigration Reform and Control Act of 1986 (IRCA)
Under the Immigration Reform and Control Act (IRCA), when hiring, discharging,
recruiting or referring for a fee, employers with four or more employees may not:
Discriminate because of national origin against U.S. citizens, U.S. nationals, and
authorized aliens. (Employers of 15 or more employees should note that the ban
on national origin discrimination against any individual under Title VII of the
Civil Rights Act of 1964 continues to apply.)
Discriminate because of citizenship status against U.S. citizens, U.S. nationals,
and the following classes of aliens with work authorization: permanent residents,
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temporary residents (that is, individuals who have gone through the legalization
program), refugees, and asylees.
Employers can demonstrate compliance with the law by following the verification (I-9
Form) requirements and treating all new hires the same including:
Establish a policy of hiring only individuals who are authorized to work in the
United States. Hiring U.S. citizens only illegal. An employer may require U.S.
citizenship for a particular job only if it is required by federal, state, or local law,
or by government contract.
Obtain I-9 Form for all new hires. This form establishes that the individuals they
hire are authorized to work in the United States. Utilize E-verify.
Permit employees to present any document or combination of documents
acceptable by law. Employers cannot demonstrate a preference for one document
over others for purposes of completing the I-9 Form. Authorized aliens do not
carry the same documents. As long as the documents are allowed by law and
appear to be genuine and to relate to the person, they should be accepted. Not to
do so is illegal. Acceptable documents are listed on the reverse side of the I-9
form.

http://www.uscis.gov/portal/site/uscis
Immigration and Nationality Act (INA)
The Immigration and Nationality Act (INA) applies to all employers. Under the INA,
employers may hire only persons who may legally work in the United States and aliens
authorized to work in the U.S. The employer must verify the identity and employment
eligibility of anyone to be hired, which includes completing the Employment Eligibility
Verification Form (I-9). Employers must keep each I-9 on file for at least three years, or
one year after employment ends, whichever is longer.
The INA protects U.S. citizens and aliens authorized to accept employment in the U.S.
from discrimination in hiring or discharge on the basis of national origin and citizenship
status.
http://www.dol.gov/compliance/laws/comp-ina.htm
OSHA Hazard Communication Standard
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OSHA's Hazard Communication Standard (HCS) is based on the concept that employees
have both a need and a right to know the hazards and the identities of the chemicals they
are exposed to when working. They also need to know what protective measures are
available to prevent adverse effects from occurring.
All employers are responsible for informing and training workers about the hazards in
their workplaces, retaining warning labels, and making available material safety data
sheets (MSDS's) for hazardous chemicals.
All workplaces where employees are exposed to hazardous chemicals must have a written
plan which describes how the standard will be implemented in that facility. The only
work operations which do not have to comply with the written plan requirements are
laboratories and work operations where employees only handle chemicals in sealed
containers.
The written program must reflect what employees are doing in a particular workplace.
For example, the written plan must list the chemicals present at the site, indicate who is
responsible for the various aspects of the program in that facility and where written
materials will be made available to employees. The written program must describe how
the requirements for labels and other forms of warning, material safety data sheets, and
employee information and training are going to be met in the facility.
The HCS pre-empts all state (in states without OSHA-approved job safety and health
programs) or local laws which relate to an issue covered by HCS without regard to
whether the state law would conflict with, complement, or supplement the federal
standard, and without regard to whether the state law appears to be "at least as effective
as" the federal standard.
The only state worker right-to-know laws authorized would be those established in states
and jurisdictions that have OSHA-approved state programs. These states and
jurisdictions include: Alaska, Arizona, California, Connecticut (state and municipal
employees only), Hawaii, Indiana, Iowa, Kentucky, Maryland, Michigan, Minnesota,
Nevada, New Mexico, New York (state and municipal employees only), North Carolina,
Oregon, Puerto Rico, South Carolina, Tennessee, Utah, Vermont, Virgin Islands,
Virginia, Washington, and Wyoming.
http://www.osha.gov/index.html
Pregnancy Discrimination Act
The Pregnancy Discrimination Act is an amendment to Title VII of the Civil Rights Act
of 1964. Discrimination on the basis of pregnancy, childbirth, or related medical
conditions constitutes unlawful sex discrimination under Title VII, which covers
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employers with 15 or more employees. Women who are pregnant or affected by related
conditions must be treated in the same manner as other applicants or employees with
similar abilities or limitations. Pregnancy is not to be treated differently from any other
medical condition. Title VII's pregnancy-related protections include: hiring, leave, health
insurance coverage or other fringe benefits.
that discriminate based on pregnancy or for filing a discrimination charge, testifying, or
participating in any way in an investigation, proceeding, or litigation under Title VII.

http://www.eeoc.gov/laws/statutes/pregnancy.cfm
Title VII of the Civil Rights Act of 1964

Title VII of the Civil Rights Act of 1964 protects individuals against employment
discrimination on the bases of race and color, as well as national origin, sex, and religion.
Title VII applies to employers with 15 or more employees.
Equal employment opportunity cannot be denied any person because of his/her racial
group or perceived racial group, his/her race-linked characteristics (e.g., hair texture,
color, facial features), or because of his/her marriage to or association with someone of a
particular race or color. Title VII also prohibits employment decisions based on
stereotypes and assumptions about abilities, traits, or the performance of individuals of
certain racial groups. Title VII's prohibitions apply regardless of whether the
discrimination is directed at Whites, Blacks, Asians, Latinos, Arabs, Native Americans,
Native Hawaiians and Pacific Islanders, multi-racial individuals, or persons of any other
race, color, or ethnicity.
It is unlawful to discriminate against any individual in regard to recruiting, hiring and
promotion, transfer, work assignments, performance measurements, the work
environment, job training, discipline and discharge, wages and benefits, or any other
term, condition, or privilege of employment. Title VII prohibits not only intentional
discrimination, but also neutral job policies that disproportionately affect persons of a
certain race or color and that are not related to the job and the needs of the business.
Employers should adopt "best practices" to reduce the likelihood of discrimination and to
address impediments to equal employment opportunity.
Title VII prohibits offensive conduct, such as racial or ethnic slurs, racial "jokes,"
derogatory comments, or other verbal or physical conduct based on an individual's
race/color. The conduct has to be unwelcome and offensive, and has to be severe or
pervasive. Employers are required to take appropriate steps to prevent and correct
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unlawful harassment. Likewise, employees are responsible for reporting harassment at an

early stage to prevent its escalation.
Title VII prohibits discrimination in compensation and other terms, conditions, and
privileges of employment. Thus, race or color discrimination may not be the basis for
differences in pay or benefits, work assignments, performance evaluations, training,
discipline or discharge, or any other area of employment.
Title VII is violated where employees who belong to a protected group are segregated by
physically isolating them from other employees or from customer contact. In addition,
employers may not assign employees according to race or color. It is also illegal to
exclude members of one group from particular positions or to group or categorize
employees or jobs so that certain jobs are generally held by members of a certain
protected group. Coding applications/resumes to designate an applicant's race, by either
an employer or employment agency, constitutes evidence of discrimination where people
of a certain race or color are excluded from employment or from certain positions.
Employees have a right to be free from retaliation for their opposition to discrimination
or their participation in an EEOC proceeding by filing a charge, testifying, assisting, or
otherwise participating in an agency proceeding.
http://www.eeoc.gov/laws/statutes/titlevii.cfm
Uniformed Services Employment and Reemployment Rights Act of 1994
Uniformed Services Employment and Reemployment Rights Act (USERRA) protects
civilian job rights and benefits for veterans and members of Reserve components in the
following areas.
Establishes the cumulative length of time that an individual may be absent from work
for military duty and retain reemployment rights to five years. USERRA clearly
defines that employment protection does not depend on the timing, frequency,
duration, or nature of an individual's service as long as the basic eligibility criteria are
met.
Provides protection for disabled veterans, requiring employers to make reasonable

efforts to accommodate the disability.
Establishes that returning service-members are reemployed in the job that they would
have attained had they not been absent for military service with the same seniority,
status and pay, as well as other rights and benefits determined by seniority.
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Requires that reasonable efforts (such as training or retraining) be made to enable

returning service members to refresh or upgrade their skills to help them qualify for
reemployment. The law clearly provides for alternative reemployment positions if the
service member cannot qualify for the "escalator" position.
Establishes that while an individual is performing military service, he or she is

deemed to be on a furlough or leave of absence and is entitled to the non-seniority
rights accorded other individuals on non-military leaves of absence.
Provides for health and pension plan coverage based on specific guidelines.

http://www.dol.gov/compliance/laws/comp-userra.htm
Veterans Benefits Improvement Act of 2004

The Veterans Benefits Improvement Act amends the Uniformed Services Employment
and Reemployment Rights Act (USERRA). First, USERRA previously provided that
eligible employees who are called to active military service must be given the right to
continue coverage for themselves and their dependents under the employer's group health
plan for a period of 18 months, the new law extends this coverage period from 18 to 24
months.
In addition, the Veterans Act requires employers to provide employees entering military
service covered by USERRA with a notice of their rights, benefits and obligations under
the law by March 10, 2005. This requirement can be met by posting a notice in a location
customarily used by the employer to post important notices. The Department of Labor
was directed to provide a model notice, which was issued March 10, 2005 in poster
format. The notice, entitled "Your Rights Under USERRA," can also be issued to
employees via hand-delivery, mail or e-mail. The poster contains information regarding
health plan continuation and reinstatement rights for employees who go on military leave.
This information is not meant to serve as legal advice, only to provide an overview of
the employment laws that may impact your operation. Specific questions should be
referred to your accountant or attorney to ensure compliance. It is recommended that
you identify an accountant and attorney to be available to review any employment law
related questions that may arise.
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COMPLIANCE ASSISTANCE MATERIALS

Employment Law Guide - Describes DOLs major laws using plain language covering
various employment issues including minimum wage, overtime, safety and health,
pensions, family and medical leave, nondiscrimination, and more.
Workplace Poster Requirements - Helps small businesses and other employers learn
which DOL posters to display in their workplace.
Wage and Hour Labor Standards Information for New Businesses - Provides an overview
of basic wage and hour information.
Easy Retirement Solutions for Small Business - Provides help for Small Businesses who
want to start a retirement plan.
SIMPLE IRA Plans for Small Businesses (PDF) - Information on SIMPLE (Savings
Incentives Match Plan for Employees of Small Employers) IRA plans.
401(k) Plans for Small Businesses - Highlights employers options and responsibilities
when operating a 401(k).
Occupational Safety and Health Administration's (OSHA) Small Business Assistance
Portal
OSHA Handbook for Small Businesses (PDF) - Helps small businesses establish their
own safety and health programs.
State Employment Laws

Employment laws vary by state. Go to http://www.dol.gov/dol/location.htm and select
your state to see the laws regarding employment. The Department of Labor (DOL) WEB
site will include information about wages, Industrial Commission information, Benefits
Security Administration, and so on.
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OSHA /State OSHA Programs

Occupational Safety & Health Administration (OSHA) is set up by regional/area offices.
For example:
For issues involving federal agencies or private companies working for federal agencies in
Arizona, California, Guam, Hawaii, and Nevada, call the numbers listed below. For
issues involving private or state government employers in these states, refer to the
appropriate state office in Arizona, California, Hawaii, and Nevada.
Go to
http://www.dol.gov/dol/location.htm to select the appropriate state.
Federal Standards - Occupational Safety and Health Act (OSHA) of 1970

In general, the Occupational Safety and Health Act of 1970 (OSH ACT) covers all
employers and their employees in the 50 states, the District of Columbia, Puerto Rico,
and other U.S. territories. Coverage is provided either directly by the federal
Occupational Safety and Health Administration (OSHA) or by an OSHA-approved state
job safety and health plan.
The Act assigns OSHA two regulatory functions: setting standards and conducting
inspections to ensure that employers are providing safe and healthful workplaces. OSHA
standards may require that employers adopt certain practices, means, methods, or
processes reasonably necessary and appropriate to protect workers on the job. Employers
must become familiar with the standards applicable to their establishments and eliminate
hazards.
Compliance with standards may include ensuring that employees have been provided
with, have been effectively trained on, and use personal protective equipment when
required for safety or health. Employees must comply with all rules and regulations that
apply to their own actions and conduct.
Even in areas where OSHA has not set forth a standard addressing a specific hazard,
employers are responsible for complying with the OSH Act's "general duty" clause. The
general duty clause [Section 5(a)(1)] states that each employer "shall furnish . . . a place
of employment which is free from recognized hazards that are causing or are likely to
cause death or serious physical harm to his employees."
Federal OSHA Standards
Standards are grouped into four major categories: general industry, construction,
maritime, and agriculture. While some standards are specific to just one category, others
apply across industries. Among the standards with similar requirements for all sectors of
industry are those that address access to medical and exposure records, personal
protective equipment, and hazard communication.
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Access to Medical and Exposure Records: This regulation provides a right of access to
employees, their designated representatives, and OSHA to relevant medical records,
including records related to that employees exposure to toxic substances.
Personal Protective Equipment: This standard, which is defined separately for each
segment of industry except agriculture, requires employers to provide employees with
personal equipment designed to protect them against certain hazards and to ensure that
employees have been effectively trained on the use of the equipment.
Hazard Communication: This standard requires manufacturers and importers of
hazardous materials to conduct hazard evaluations of the products they manufacture or
import. If a product is found to be hazardous under the terms of the standard, the
manufacturer or importer must so indicate on containers of the material, and the first
shipment of the material to a new customer must include a material safety data sheet
(MSDS). Employers must use these MSDSs to train their employees to recognize and
avoid the hazards presented by the materials.
OSHA regulations cover such items as recordkeeping, reporting, and posting.
Recordkeeping: Every employer covered by OSHA who has more than 10 employees,
except for employers in certain low-hazard industries in the retail, finance, insurance, real
estate, and service sectors, must maintain three types of OSHA-specified records of jobrelated injuries and illnesses.
The OSHA Form 300 is an injury/illness log, with a separate line entry for each
recordable injury or illness. Each year, the employer must conspicuously post in the
workplace a Form 300A, which includes a summary of the previous years work-related
injuries and illnesses. The Form 300A must be posted by February 1 and kept in place
until at least April 30.
OSHA Form 301 is an individual incident report that provides added detail about each
specific recordable injury or illness.
Employers with 10 or fewer employees and employers in statistically low-hazard
industries (listed in 29 CFR 1904, Subpart B) are exempt from maintaining these records.
Reporting: Each employer, regardless of industry category or the number of its
employees, must advise the nearest OSHA office of any accident that results in one or
more fatalities or the hospitalization of three or more employees. The employer must so
notify OSHA within eight hours of the occurrence of the accident. OSHA often
investigates such accidents to determine whether violations of standards contributed to
the event.
The Act grants employees several important rights. Among them are the rights to
complain to OSHA about safety and health conditions in their workplaces and, to the
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extent permitted by law, have their identities kept confidential from employers, contest
the amount of time OSHA allows for correcting violations of standards, and participate in
OSHA workplace inspections.
Every establishment covered by the Act is subject to inspection by OSHA compliance
safety and health officers (CSHOs). In states with their own OSHA-approved state plan,
pursuant to state law, state officials conduct inspections, issue citations for violations, and
propose penalties in a manner that is at least as effective as the federal program.
The OSHA Act covers all private sector working conditions that are not addressed by
safety and health regulations of another federal agency under other legislation.
Use this link to view the full text of the Act.
http://www.osha.gov/index.html
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APPENDIX-B Approved Suppliers

Approved Suppliers
Approved Products
APPENDIX-C Forms
MANAGEMENT DOCUMENTS/FORMS
Operational Forms
Master Customer Agreement
Boarding Agreement
Villa La PAWS Limousine Waiver
Veterinarian Consent Form
Boarding Intake Form
Daily Daycare Report Card
Boarding Report Card
Incident Report
Sample Collection Letter
Customer Satisfaction Survey
Daily Cash Sheet

Employee Forms/Examples
Absence Policy
Applicant Information Release
Sample Applicant Rejection Letter
Sample Applicant Acknowledgment Letter
Discipline Documentation Form
Drug Test Consent Form
Electronic Funds Transfer Authorization
Emergency Instructions
Job Application
Employee Offer Letter
Restroom Inspection Worksheet
Termination Meeting Checklist
Employee Time Records
Checklist for Handling Workers Compensation Claims
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Employee Data Form
APPENDIX-D Demographics
Using to Determine Your Villa La PAWS Client Base
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Villa La PAWS LLC

Resort & Spa

PRE-OPENING PROCEDURES ..................................................................................... 32

Pre-Opening Media Tour (2PM 4PM) Wednesday Afternoon prior to Grand

PERSONNEL POLICIES ................................................................................................. 94

Safety Procedures.................................................................................................... 123

The Customer .............................................................................................................. 143

INTRODUCTION TO THE VILLA LA PAWS OPERATIONS

Ownership of the Manual

Purpose of this Manual

Keeping the Manual Current

INTRODUCTION TO YOUR VILLA LA PAWS FRANCHISE

Welcome to the Villa La PAWS Family

History of the Company

Mission Statement and Philosophy

Is the decision sensitive to all affected

Who Ya Gonna Call?

OVERVIEW OF PAWS SERVICES

Villa La PAWS Services Selection

Doggie Daycare Mandatory Service

Six Pack - Prepay 6 days plus

within 45 days of purchase)

Twelve Pack - Prepay 12

Half Days: Up to 6 hours (Please no check-ins after 9:30 am)

Half Day Club - Prepay 10

used within 60 days)

Day Care Hourly Rate

Slumber Party (Boarding) Mandatory Service

Slumber Party (Boarding) Pricing (All Inclusive)

Sibling Savings - Per

Family Pack - 3+ DogsPer Dog

Dogs must be from

Dogs must be from same

Reservations are required: First time boarding customers will be

May 27th & 28th

2 night minimum stay

Kitty Casitas Mandatory Service

$18 per day/night

Reservations are required: First time boarding customers will be

May 27th & 28th

2 night minimum stay

The Villa La PAWS Spa (Grooming) Mandatory Service

Villa La PAWS Limos Optional Service

OVERIVEW OF SERVICES PROVIDED BY VILLA LA

National Call Center Fund

Plans and Specifications

Time-To-Market Assistance Programs

DUTIES OF VILLA LA PAWS FRANCHISEE

Service and Product Quality

Site Development and Opening

Time-To-Market Site Selection Program

Franchisee shall cooperate with Villa La PAWS representatives in such inspections by

Harmful Business Practices Prohibited

Maintenance of Franchised Business; Remodeling and

Establishment of Business Form

Overview of Entity Choices

Limited Partnership: A limited partnership is similar to a general partnership, but 1 or

Other Factors in Entity Choice

Where to Form Your Entity

Naming Your Entity

Assumed Name Certificate

Villa La PAWS Service Selection

Villa La PAWS Limousine Service

Competition Analysis for Site Selection