Yolo County Animal Services Governance Study

Transcription

1 Attachment 4 Yl Cunty Animal Services Gvernance Study Staffing, Prgramming, and Budget Prjectins t Cnsider a New Mdel fr the Prvisin f Animal Services Public Review Draft (with changes nted) September 20, 2013 Submitted By: UC Davis Kret Shelter Medicine Prgram Yl Lcal Agency Frmatin Cmmissin

2 TABLE OF CONTENTS Table f Cntents... i List f Tables and Figures... iv Executive Summary... 1 Intrductin... 1 Staffing and Prgramming Recmmendatins... 1 Budget Prjectins fr Ptential Gvernance Mdels... 6 Backgrund Kret Shelter Medicine Prgram Study APL Study KSMP Study Intrductin Assciatin between Gvernance, Outcmes and Csts Leveraging Partnerships The Imprtance f Leadership and Plicy Agency Evlutin Baseline Data and Methdlgy YCAS Chamelen Data YCAS Current Prgramming, Staffing and Physical Facilities Analysis Cmparable Agencies Time Mtin Study Shelter Facility Prgramming and Staffing Recmmendatins Cre/Nn-Cre Prgramming Agency Leadership and Management Frnt Office and Custmer Service Kennel/Sheltering Services i

3 Veterinary Medical and Spay/Neuter Services Field Services Additinal Prgram and Staffing Recmmendatins Ancillary Services and Organizatin Supprt Recmmended Staffing Levels/Organizatinal Structure Budget Prjectins fr Ptential Gvernance Mdels Current YCAS Budgets Gvernance Optins Cnsidered Staffing and Prgramming Scenaris Actual Cst f the current Prgram Expenditures Other Expenditures Additinal Expenditures Due t Change in Gvernance Structure Revenues Net Expenditures and Revenues Appendix A: Scpe f Wrk Gals Areas fr Review Appendix B: YCSPCA Cntributins t YCAS Backgrund n YCSPCA Specific jb duties at YCAS perfrmed by YCSPCA paid emplyees include: Appendix C: Glssary (Abbreviatins, Terms and Explanatins f Calculatins) Abbreviatins General Animal Shelter and YCAS Related Terms Calculatins and Rates Shelter Animal Intakes and Outcmes Specific t YCAS Appendix D: Staffing Levels f Cmparable Organizatins ii

4 Appendix E: Time Mtin Study and Summary Appendix F: Rescue Grup Survey Questin Questin Questin Appendix G: Salary and Benefits Methdlgy (Respnse t public cmments) Benefits Salary Appendix H: Salary and Benefits Prjectins iii

5 LIST OF TABLES AND FIGURES Table 1: Yl Cunty Animal Services Staffing Recmmendatins... 5 Table 2: Budget Prjectins and Net Amunts... 7 Figure 1: YCAS Dg Outcmes Yearly Cmparisn Figure 2: YCAS Cat Outcmes Yearly Cmparisn Table 3: Matrix f Cmparable Organizatins Table 4: Frnt Office Staffing Recmmendatins Table 5: Sample Frnt Office/Custmer Service Schedule Table 6: Summary f Kennel/Sheltering Staffing Recmmendatins Table 7: Sample Recmmended Kennel Services Schedule Table 8: Summary f Veterinary Medical and Spay/Neuter Services Staffing Recmmendatins Table 9: Sample Recmmended Veterinary Medical Prgram Schedule Table 10: Summary f Field Services Staffing Recmmendatins Table 11: Sample Field Services Schedule Table 12: Overall Staffing Recmmendatin Figure 3: YCAS Current Staffing Levels and Organizatinal Structure Figure 4: YCAS Recmmended Staffing Levels and Organizatinal Structure Table 13: Budget Prjectins Table 14: Emplyees Nt Included in the YCAS Budget Table 15: Public Organizatins Used in Salary Assumptins Table 16: Methdlgy fr Prjecting JPA Emplyee Salaries Table 17: Salary and Benefits Prjectins fr JPA Gvernance Mdel Table 18: Salary and Benefits Prjectins fr Nn-Prfit Gvernance Mdels Table 19: Budget Prjectin Net Amunts Table 20: Benefits Frmulas Table 21: Revised Benefits Frmula iv

6 Figure 5: Salary Surces and Methdlgy Table 22: Surces Used in Salary Assumptins Table 23: Methdlgy fr JPA Salary Assumptins Table 24: JPA and Nn-Prfit Salary Assumptins v

7 EXECUTIVE SUMMARY INTRODUCTION With the passing f time the animal services field has experienced a cmplex evlutin f rles, respnsibilities, and expectatins, which have left many gvernments with a seemingly bewildering array f ptins fr develping an animal services prgram that meets public expectatins, prvides humane care, and limits public csts. The gal f this reprt is t prvide guidance t Yl Cunty, the fur incrprated cities and UC Davis in navigating these ptins and arriving at a mdel fr animal sheltering and field services that is tailred t the unique needs, expectatins, challenges and pprtunities f this cmmunity. This reprt was cmmissined by the Yl Cunty Lcal Agency Frmatin Cmmissin (LAFC) in its rle as leader f the Shared Services Initiative in Yl Cunty, in rder t determine a methd f prviding animal service in a manner that maintains psitive utcmes while cntrlling csts. This reprt cnsists f tw cmpnents. The first prtin f the study, cmpleted by the UC Davis Kret Shelter Medicine Prgram (KSMP), makes determinatins regarding the animal services prgramming and staffing levels necessary t successfully meet legal and public expectatins, prvide humane care, maintain psitive utcmes, and reduce r cntrl public csts. The secnd prtin f this study, cmpleted by Yl Cunty LAFC, prjects the csts fr varius ptential mdels f animal services in Yl Cunty, based n the staffing and prgramming levels recmmended by KSMP. STAFFING AND PROGRAMMING RECOMMENDATIONS In this reprt, KSMP makes recmmendatins regarding many cmpnents necessary fr a successful and seamless animal services prgram. The reprt discusses staffing and prgramming in the areas f leadership and management, frnt ffice and custmer service, kennel/sheltering services, field services, licensing, vlunteer crdinatin, public utreach, and develpment. AGENCY LEADERSHIP AND MANAGEMENT Designated, empwered and supprted leadership and management are essential t any successful rganizatin. Empwered leaders are able t better respnd t shifting challenges and pprtunities within their rganizatin and cmmunity. Agency leaders shuld be respnsible fr: Develping and maintaining partnerships with utside rganizatins Overseeing staff Ensuring the implementatin f plicies and prcedures in line with the rganizatins missin Ensuring that each staff psitin is utilized efficiently These respnsibilities, when sufficiently staffed and managed, can reduce csts and imprve utcmes by ensuring the mst effective leveraging f the rganizatins resurces and time. This reprt recmmends that an effective animal services rganizatin will develp apprpriate tiers f leadership and management, beginning with an executive directr, wh is supprted by department managers fr the Frnt Office, Kennels, Veterinary Services, and Field Services. 1

8 FRONT OFFICE AND CUSTOMER SERVICE A well trained and effectively supervised Frnt Office/Custmer Service Department is instrumental in cntrlling shelter intake, supprting psitive utcmes and prviding excellent custmer service. Frnt ffice staff shuld split their time between many respnsibilities, including: Custmer service Animal intakes Animal redemptin and lst and fund Animal adptins Licensing General prgrammatic supprt and data entry Website and scial media management KENNEL/ SHELTERING SERVICES Kennel/sheltering services typically include all elements f animal care, including attentin t behaviral wellness, enrichment, and animal cmfrt as well as maintenance f a sanitary facility and prvisin f fd and water. Kennel staff shuld be respnsible fr: Daily animal care Ppulatin management Animal flw-thrugh Data cllectin and analysis Rescue and transfer crdinatin Custmer service fr peple visiting the kennel VETERINARY MEDICAL AND SPAY/NEUTER SERVICES This reprt recmmends that surgical services, including spay/neuter surgeries and ther elements f veterinary services, shuld remain in-huse. Veterinary medical staff shuld be respnsible fr: Spay/neuter surgeries Medical and surgical care that imprves the adptability f animals Triage f sick and injured animals 2

9 Develping and verseeing treatment plans fr cmmn cnditins Develping sund husbandry prtcls Assisting with animal cruelty investigatins Training staff and vlunteers n subjects related t animal care and health Fundraising effrts t supprt medical prgramming An efficient medical prgram will be cst effective by decreasing field fficer time t transprt animals ff-site; reducing medical csts assciated with unmanaged infectius disease; and ptentially reducing human health care csts and liability resulting frm zntic infectins (infectins transmitted frm animals t humans). Ultimately a successful medical prgram plays a key rle in supprting adptins, rescue and reductin f euthanasia. FIELD SERVICES Field services prvide the law enfrcement, nuisance abatement and primary public health/rabies cntrl aspects f an animal services prgram. Field fficers can als functin as an utreach arm f the shelter prgram. In the curse f respnding t calls and patrlling neighbrhds, field fficers will have cntact with a wide variety f citizens and can prvide educatinal resurces, assist with reslutin f nuisance and welfare situatins, prmte spay/neuter, vaccinatin and respnsible animal care, and generally raise awareness f the shelter s prgrams and service. Field staff shuld be respnsible fr: Animal cntrl and prtectins activities Animal cruelty investigatins Licensing canvassing ANIMAL LICENSING Prvisin f licensing services fr dgs is required fr all jurisdictins in the State f Califrnia. Additinally, a rbust animal licensing prgram prvides funding fr the animal cntrl and sheltering prgram, ensures rabies vaccinatin cmpliance and assists in animal reunificatin with wners. This requires an efficient system f issuing licenses, prcessing applicatins and enfrcing cmpliance such that the licensing prgram results in net revenue that can ffset ther csts f the animal cntrl and sheltering prgram. Yl Cunty can imprve its animal license cmpliance rates can be imprved thrugh changes t its existing licensing prgram, including: Implementing mandatry cat licensing Autmatin f license applicatin payment and renewals Increased utreach and enfrcement Offering incentives t thse wh license their animals in a timely manner 3

10 This reprt des nt recmmend dedicated staff fr the licensing prgram in Yl Cunty, but rather, suggests that licensing shuld be a cmbined respnsibility f the frnt ffice and field services staff. VOLUNTEER PROGRAM Investment in a successful vlunteer prgram can be cst effective, as well as helpful in imprving shelter peratins and cmmunity perceptin. Many agencies make extensive use f vlunteers, t assist with kennel cleaning, animal care, public utreach, fster care, and adptin events. In rder t best utilize vlunteer resurces, this reprt recmmends: Hiring a full time Vlunteer/ Fster Care Crdinatr Develping the vlunteer prgrams gals, jb descriptins, and prtcls Develping a streamlined prcess fr becming a vlunteer Offering regular vlunteer rientatins and utreach OUTREACH AND DEVELOPMENT Public utreach and engagement are an essential cmpnent f a successful shelter prgram. Additinally, private supprt plays a key rle in animal sheltering natinally and statewide. Reflecting this reality, successful animal services rganizatins typically leverage private supprt as well as public funding t achieve their gals. A successful utreach and develpment prgram in Yl Cunty wuld fllw these recmmendatins: Hire a dedicated Outreach and Develpment Crdinatr Pursue utside funding ptins thrugh grant prpsals, dnatins, and fundraising Market shelter prgrams and animals thrugh media, newsletters, and public awareness events Actively use website and scial media Prvide humane educatin t the cmmunity thrugh varius utlets Leverage vlunteers fr utreach and educatin in the cmmunity YOLO COUNTY ANIMAL SERVICES STAFFING RECOMMENDATIONS In rder t supprt the animal intake levels and prgramming needs fr animal services in Yl Cunty this reprt recmmends the equivalent f 29 full-time psitins, made up f bth full-time and part-time emplyees a ttal f 29 emplyees in a variety f full-time and part-time psitins. Fr a descriptin f staffing recmmendatins see Table 1. 4

11 TABLE 1: YOLO COUNTY ANIMAL SERVICES STAFFING RECOMMENDATIONS Psitin PT/ FT Rle Current Staffing Prpsed Staffing Agency Leadership Executive Directr FT Supervisry 1 1 Frnt Office and Custmer Service Frnt Office Supervisr/ Administrative Assistant FT Lead 0 1 Frnt Office Clerk FT Supprt 4 (+ 1.2 prvided by 3 YCSPCA) Frnt Office Assistant PT Supprt 0 1 FTE (2 PT psitins) Kennel/Sheltering Services Shelter Manager FT Supervisry 0 1 Animal Care Attendants FT Supprt Kennel Wrkers PT Supprt Field Services 3 Extra help/temp (+1.2 prvided by YCSPCA) 5-7 PT (3-4 FTE) Unpaid Inmates FTE (5 PT psitins) Supervising Field Officer FT Supervisry 1 1 Senir/Lead Field Officer FT Lead (1 in kennel FT, Field Officers nn-senir/lead FT Supprt 1 in kennel PT, 6 2 in training) Veterinary Medical and Spay/Neuter Services Supervising Shelter Veterinarian FT Supervisry 1 KSMP Cntract 1 Psitin Registered Veterinary Technician FT Supprt 2 2 Nn-licensed Veterinary Technician Nn-Licensed Veterinary Assistant FT Supprt 0 1 Per Diem Veterinary Services PT Supprt Variable Variable* ( r mre) Additinal Prgrams Vlunteer/Fster Prgram Crdinatin FT Crdinatr Outreach/Marketing/Develpment* FT Crdinatr 0 1* TOTAL *Indicates Nn-Cre Psitin t 29* 5

12 BUDGET PROJECTIONS FOR POTENTIAL GOVERNANCE MODELS Fllwing the staffing and prgramming analysis perfrmed by KSMP, LAFC develped several budget prjectins in rder t demnstrate the ptential cst f changing the gvernance mdel f YCAS. The prjectins display a pssible ne-year budget fr each f three gvernance mdels that might be cnsidered, with each gvernance mdel displaying budgets prjected fr tw separate staffing and prgramming scenaris. GOVERNANCE OPTIONS We have identified three ptential mdels that might be cnsidered t prvide animal services in Yl Cunty. The three ptential mdels differ frm the existing mdel, in which animal services are prvided by Yl Cunty thrugh the Sheriff s Department, with Davis, West Sacrament, Winters, Wdland, and UC Davis cntracting t receive the service. The three ptential mdels are defined belw: 1. Jint Pwers Authrity (JPA): Yl Cunty and its five cntract agencies frm a JPA, which is respnsible fr hiring emplyees and prviding animal services t the entire cunty. 2. JPA, Which Cntracts with a Nn-Prfit fr Services: Yl Cunty and its five cntract agencies frm a JPA, which then cntracts with a nn-prfit rganizatin t prvide animal services t Yl Cunty. 3. Hybrid Mdel: Yl Cunty and its five agencies frm a JPA, which cntracts with a nn-prfit fr the prvisin f animal sheltering services, and the a public agency fr field services. STAFFING AND PROGRAMMING SCENARIOS Additinally, when prjecting budgets fr each f the three gvernance mdels discussed abve, we gave cnsideratin t tw separate scenaris regarding staffing and prgramming. 1. The first scenari assumes that the staffing and prgramming levels recmmended by KSMP in this reprt are utilized. 2. The secnd scenari assumes that the prgramming and staffing levels remain the same as thse currently existing at YCAS. BUDGET PROJECTIONS When cmparing csts between the varius existing and ptential animal services mdels discussed in this study, ne f the best indicatrs is the net amunt, listed at the very end f each budget prjectin. Table 2 (n the next page) prvides a summary f the budget prjectin ttal expenditures, ttal revenues, and net amunts fr each gvernance mdel and scenari. 6

13 TABLE 2: BUDGET PROJECTIONS AND NET AMOUNTS Jint Pwers Authrity (JPA) KSMP Staffing and Prgramming Recmmendatins (29 FTE) JPA Cntracts with Nn- Prfit Hybrid Mdel (JPA Cntracts with Nn-Prfit fr Sheltering, Public Agency fr Field Services) Current YCAS Staffing and Prgramming (25.3 FTE) Jint Pwers Authrity (JPA) JPA Cntracts with Nn- Prfit Hybrid Mdel (JPA Cntracts with Nn-Prfit fr Sheltering, Public Agency fr Field Services) Ttal Expenditures 2,522,760 2,280,460 2,422,460 2,239,960 2,037,830 2,183,830 Ttal Revenues 2,387,379 2,387,379 2,387,379 2,159,742 2,159,742 2,159,742 Net Amunt (135,381) 106,919 (35,081) (80,218) 121,912 (24,088) *Net Amunts in parentheses ( ) represent negative amunts. The number represents additinal cst as cmpared t current csts. The net amunt displays the amunt f revenues left ver after all expenditures have been accunted fr. Each net amunt listed in parentheses indicates a negative number, in which the prgram spends mre than it cllects in revenues. Psitive numbers wuld reflect savings. Fr the purpses f cmparisn, we listed the cst f all annual cntracts and cntributins frm the agencies receiving animal services frm the Sheriff s Department (Yl Cunty, Davis, Winters, West Sacrament, Wdland, and UC Davis) t remain the same. This means that the net amunt, whether negative r psitive, indicates the dllar amunt that the invlved entities stand t gain (r lse) if that particular mdel and scenari are implemented, as cmpared t what they are currently spending. Any savings r lsses wuld be divided between the six agencies. The net amunts indicate that several f the ptential changes t YCAS gvernance mdels cnsidered in this reprt (including the JPA mdel and the Hybrid mdel) have the ptential t cst Yl Cunty and its five cntract agencies slightly mre than they currently pay. The mdel in which a JPA cntracts with a nn-prfit rganizatin fr all animal services has the ptential t save apprximately $100,000. The net amunts indicate that all the ptential changes t YCAS gvernance mdel discussed in this reprt have the ptential t cst Yl Cunty and its five cntract agencies slightly mre than they currently pay. Hwever, it is necessary t nte that these budget prjectins represent a cnservative estimate f the cst assciated with changing the gvernance mdel f YCAS. These prjectins (as with any budget prjectins) are based n a series f assumptins that, if changed, wuld alter the final utlk f each prjectin. Additinally, the ptential fr psitive return n investment and cst savings cnversatins included thrughut identified in this reprt pint ut the imprtant fact that the KSMP recmmended prgrams and staffing levels recmmended in this reprt have the ptential t eventually decrease intake, increase financial supprt and efficiently leverage vlunteer engagement, which will culd eventually result in lwer csts and staffing requirements fr delivery f this imprtant service. Therefre, the greatest csts incurred by any newly frmed animal services agency will mst likely be incurred early in the agency s evlutin. 7

14 BACKGROUND Yl Cunty Animal Services (YCAS) is currently structured as a department f the Yl Cunty Sheriff's Department. The agency ffers field services, kennel services, shelter animal veterinary medical services, sme public spay/neuter services and prgrams fr shelter animals, including adptins, return t wner and rescue/transfer releases. Cncerns abut shelter cnditins, csts and animal utcmes have led t a series f three cnsultatins between 2010 and KORET SHELTER MEDICINE PROGRAM STUDY The first cnsultatin was cmpleted by the UC Davis Kret Shelter Medicine Prgram (KSMP) in the summer f 2010 and fcused primarily n animal husing and care, resulting in the fllwing findings: KSMP 2010 YCAS CONSULTATION FINDINGS Inadequate staff and facility fr animal numbers and activities Unclear line f authrity and inadequate versight fr animal care Lack f imprtant animal care prtcls Inadequate medical and treatment recrds Blurred and inapprpriate rles fr veterinarians, veterinary technicians and animal care staff Very high euthanasia rate fr cats Spay/neuter prgram prcedural deficiencies; minimal preventive fcus Animal intake prcedural deficiencies Owner surrender animal intake issues Animal hlding perids and animal prcessing inefficiencies Facilities inadequacies and cncerns (in particular dg husing, cat husing, surgery, intake, behaviral evaluatin and euthanasia facilities). Cat and dg sanitatin cncerns Lack f rganized fster prgram Cmputerized data entry and sftware use issues Issues and cncerns revealed by this cnsultatin prcess were addressed with internal adjustments and imprvements in multiple areas including imprved prtcls, imprved staff wrk assignments and changes t use f current facilities, as well as upgrades t existing cat husing, surgical facility, and intake rm. Ppulatin management respnsibilities were added t the duties f the Supervising Shelter Veterinarian, resulting in imprved animal flw and decreased length f stay. Hwever, n majr staffing changes were implemented, and apart frm the cat husing upgrade undertaken by the UC Davis Kret Shelter Medicine Prgram, n majr facilities renvatins r replacements were undertaken. 8

15 Sme imprvements in animal utcmes were seen pursuant t implementatin f the recmmendatins f that cnsultatin and the creatin f additinal prgrams t decrease euthanasia ver the fllwing tw years. Dg and cat live release rates imprved frm 73 percent and 30 percent respectively in Fiscal Year 2009 t 2010 t 80 percent and 45 percent respectively in Fiscal Year In December 2011, the Yl Lcal Agency Frmatin Cmmissin (LAFC) was tasked with prviding shared services supprt t the public agencies in Yl Cunty. In early 2012, animal services was identified as ne f the key initiatives f the shared services prgram and LAFC was charged with analyzing whether a different mdel culd be mre cst effective and while either maintaining r imprving service APL STUDY T that end, a secnd cnsultatin, with the Animal Prtectin League (APL), was cmmissined by LAFC during the summer f A series f recmmendatins was made regarding department gvernance, structure and staffing APL CONSULTATION RECOMMENDATIONS Privatizatin f YCAS thrugh frmatin f a Jint Pwers Authrity r by cntracting with a private nnprfit agency fr animal services Creatin f a licensing unit Expanding the shelter's spay/neuter prgram Creating a frmal humane educatin prgram Hiring a vlunteer crdinatr Develping field services int a mre pr-active prgram Building a new animal shelter The underlying recmmendatin t privatize the agency was based n the ptential fr cst savings, which wuld allw fr the recmmended expansin f staff and prgramming withut greatly increased cst. These findings were presented t the Cunty Bard f Supervisrs, the city cuncils f all fur cities, and staff at UC Davis. All the agencies indicated preliminary supprt in cntinuing t study the csts and benefits f alternative mdels. The APL study recmmended staffing levels were based n natinal industry standards and the scpe did nt allw fr a detailed analysis f the particular needs and issues f the Yl Cunty ppulatin. Therefre, it was decided that a mre detailed analysis f prgramming and staffing recmmendatins fr YCAS, was needed in rder t develp which wuld then lead t mre accurate budget estimates fr the that the agencies in Yl Cunty culd use t cnsider whether a different mdel t f prviding animal services was cst effective t wuld lwer csts while either maintaining r imprving service, leading t the cmmissin f this reprt. 9

16 2013 KSMP STUDY GOALS 1. Cmplete an analysis f current and histrical data t prvide an accurate fundatin fr additinal recmmendatins n staffing, animal care, field services and facility planning. 2. Build and expand n the LAFCO 2012 reprt with specific recmmendatins based n a detailed analysis f peratinal needs and pprtunities particular t the YCAS shelter and cmmunity; with cmparisn where apprpriate with ther sheltering prgrams f similar size and scpe as well as statewide and natinal standards and best practices. 3. Based n this expanded analysis, prvide recmmendatins fr lng-term rganizatin prgramming and structure changes, including apprpriateness f public versus private sectr rle in meeting prgrammatic recmmendatins. 4. Arrive at a plan fr animal services in Yl Cunty and its incrprated cities that will meet cmmunity needs and expectatins in an effective and efficient way given the public and private resurces available. The current study fcuses n these areas, emphasizing key human and animal demgraphics and characteristics specific t Yl Cunty and the incrprated cities within the cunty (fr the cmplete Scpe f Wrk see Appendix A). 10

17 INTRODUCTION Ever since the ASPCA tk n the animal sheltering cntract fr New Yrk City in the late 19th century, the rle f public and private rganizatins in animal sheltering have has cntinuusly evlved and shifted. This has largely ccurred with a gal f better serving animals and cmmunities, fstering develpment f humane prgrams, prviding cst effective services, and ultimately saving mre animal lives. Private rganizatins have taken up animal cntrl cntracts in rder t prvide added services fr care, adptin, educatin and preventin, abve and beynd the public health and nuisance abatement rle riginally played by animal cntrl agencies. Public cntracts fr animal care and cntrl services have cmmnly cvered less than the full cst f perating the range f prgrams prvided by private rganizatins. Dnr and grant funds have ften been used as a supplement. As a result, sme private rganizatins have shifted animal cntrl respnsibilities back nt city and cunty gvernments, finding greater pprtunities fr psitive prgrams and successful fund raising by fcusing n preventin and adptin prgrams rather than animal impundment and cntrl. The ASPCA epitmized this trend t, discntinuing animal cntrl services fr New Yrk City in 1995, almst exactly a century after having first taken up that respnsibility. The same pattern has unflded in many parts f the U.S. United States, including many regins f Califrnia. As the respnsibility fr animal care and cntrl services has shifted between public and private agencies, the heightened prgrammatic expectatins assciated with the private rganizatins have been maintained. This has largely been psitive: it is nw the nrm that public shelters have a strng fcus n saving animal lives as well as attending t public health and animal law enfrcement. This was cdified int Califrnia law via SB 1785 (cmmnly called the Hayden Bill ), which states public and private shelters and humane rganizatins share a cmmn purpse in saving animals' lives, preventing animal suffering, and eliminating animal abandnment. This reflects grwing public sentiment that euthanasia shuld be a last resrt fr mst animals: Accrding t a 2011 natinal pll, ver 70% f Americans believe that Animal shelters shuld nly be allwed t euthanize animals when they are t sick t be treated r t aggressive t be adpted 1. In spite f public and legislative supprt fr reductin f euthanasia, the increased funding t match prgrammatic expectatins is nt always available thrugh public surces. Public agencies are generally less able t take advantage f pprtunities t generate funds thrugh dnatins, grants, and ther revenue-generating enterprises. Private agencies, meanwhile, may find they miss ut n the full range f pprtunities t serve the cmmunity when mst animals pass thrugh a publicly perated shelter rather than cming directly t the private rganizatin s care. In sme cases, this has led private agencies t re-invlve themselves with public shelters, either thrugh c-lcated prgrams n the same campus, r by acquiring (r re-acquiring) partial r full cntracts fr animal sheltering services. In Califrnia, the frmatin f Jint Pwers Authrities (JPA) is a mre recent trend that is designed t share bth cst and versight amng the member agencies. This cmplex evlutin has left lcal gvernments and cmmunities with a seemingly bewildering array f ptins t develp a shelter prgram that meets public expectatins fr a full range f services and prvides fr humane 1 AP-Petside.cm Pll: GFK Rper Public Affairs and Crprate Cmmunicatins, 2011;14. 11

18 animal care, while limiting taxpayer csts and leveraging supprt frm the private sectr. The gal f this reprt was t prvide guidance t Yl Cunty and the agencies that cntract fr service in navigating these ptins and arriving at a slutin fr animal sheltering services that is tailred t the unique needs, expectatins, challenges and pprtunities f this cmmunity. The basis f this reprt, described in detail in the methds sectin, was an in-depth analysis f financial, prgrammatic and staffing elements f animal cntrl and sheltering in Yl Cunty and nine cmparisn agencies representing an array f gvernance mdels. The gal was t determine which factrs were assciated with shelter prgrams that successfully met legal and public expectatins fr animal cntrl services; prvided fr humane animal care and relatively high live release; and maintained relatively lw public csts. ASSOCIATION BETWEEN GOVERNANCE, OUTCOMES AND COSTS Althugh it is smetimes assumed that a private rganizatin wuld enjy greater mtivatin and success in eliminating euthanasia and finding hmes fr animals than wuld a gvernment perated agency, the agency cmparisn did nt bear ut this expectatin. The verall average live release rate f all the nine agencies studied fr this reprt was 76% (cnsiderably higher than the statewide average reprted in 2011 f 46% 2 ). The average live release rate f the private shelters studied was nt substantially different (80%), than that f the publically perated shelters (75%). Imprtantly, there was much greater variatin between individual shelters, f whatever gvernance mdel, than there was between private versus public shelters verall (see Table 3 fr a cmparisn f the agencies). This suggests that the mdel fr gvernance is less imprtant than ther factrs such as plicy, funding, prgrammatic elements, staffing, facility and even factrs utside the shelter s cntrl such as cmmunity demgraphics. There is certainly reasn t expect that, all ther things being equal, privatizatin f sheltering services wuld lead t lwer csts simply because it wuld reduce the expenses assciated with public sectr emplyee benefits. Hwever, increasing staff numbers r lwering salary and benefit csts des nt in itself guarantee imprved utcmes r lwer verall csts. While private shelters generally have mre flexibility in salary and benefits, public shelters may be relatively well able t maintain a mre narrwly fcused missin that permits lwer staffing levels. Fr example, when gvernance was switched frm a private cntract t shelter peratin by the City f Chic, intake declined by 29% fr cats and 19% fr dgs. This may reflect a shift in fcus by shelter staff and culd accunt in part fr the relatively high success rate f this shelter in spite f mdest staffing levels. Regardless f the gvernance mdel, interviews at cmparable rganizatins cnsistently highlighted the imprtance f ffering sufficient salary, benefits and wrking cnditins t recruit and retain talented staff in key psitins. These staff, in turn, can leverage cmmunity partnerships and develp successful prgrams that reduce intake, imprve utcmes and lwer csts ver time. This can be accmplished thrugh either a public r private mdel. Private, nn-prfit rganizatins als generally have an advantage ver public agencies in their ability t raise funds thrugh grants, dnatins, and revenue generating enterprises. The absence f a nn-prfit animal shelter rganizatin in a cmmunity may result in failure t capitalize n cmmunity supprt fr animals. Fr example, a survey perfrmed by the Sciety f Animal Welfare Administratrs fund that eighteen private agencies prviding 2 Lcal Rabies Cntrl Activities: Califrnia Department f Public Health. (2011). 12

19 animal cntrl services raised almst twice as much per capita in dnatins as they received frm gvernment cntracts 3. The incme received per capita frm gvernment cntracts by these private shelters, in turn, was nly abut half as much as the amunt spent n gvernment-perated animal cntrl prgrams, suggesting there was sme subsidizatin f public prgrams thrugh privately raised funds. There may als be a benefit t private rganizatins t having animal cntrl cntracts the same survey fund that private animal shelters with animal cntrl cntracts raised nearly twice as much per capita as thse withut cntracts; and that verall per capita revenues were almst 2.5 times higher at private shelters with versus withut cntracts. The authr cautins that this survey represented a very small sample, and that members f the Sciety f Animal Welfare Administratrs may nt be representative f shelters in general. Hwever, it des supprt the ntin that in sme cmmunities, revenues raised by private, nn-prfit shelters can prvide an imprtant supplement t public funding. Subsidy f public animal cntrl and sheltering prgrams thrugh cntracted services is nt the nly way nnprfit generated supprt can be leveraged t enhance public prgrams, hwever. Every public shelter agency surveyed benefited in sme way thrugh frmal and/r infrmal partnerships with lcal nn-prfits. Fr example, the Sacrament SPCA supprts a cuntywide lw-cst spay/neuter prgram, which has crrespnded with a meaningful reductin in intake at the lcal public shelters. Several public agencies in the cmparisn study als benefited frm partnerships with lcal private grups fr spay/neuter f adpted pets, peratin f ff-site adptin prgrams, supprt fr adptins at the shelter, and mre. Lcally, Yl Cunty Animal Services (YCAS) benefits substantially frm a number f infrmal partnerships with rescue grups as well as the frmal partnership with the Yl Cunty Sciety fr the Preventin f Cruelty t Animals (YCSPCA), including direct staffing f the shelter as well as supprt fr a number f prgrams t increase live release and prmte humane care f the animals (fr a detailed descriptin f YCASPCA s cntributins t YCAS see Appendix B). Additinally, publically funded prgrams can develp mechanisms t receive grants, dnatins and develp ther revenue streams. Publically funded prgrams may als be in a better psitin than private nes t raise revenue thrugh pr-active licensing prgrams, since these can be integrated seamlessly with ther enfrcement activities. LEVERAGING PARTNERSHIPS An imprtant lessn frm the analysis abve is that cst effective and successful prgrams leverage every available partner. Fr example, if a cmmunity has an existing rganizatin that prvides lw-cst spay/neuter services fr shelter animals and pets, gvernment entities can cnserve these csts and fcus n animal cntrl and re-hming activities. If a private shelter is nearby with a rbust adptin prgram, public shelters can fcus n prviding excellent care during the stray hlding perid, then transfer animals rather than incur the expense f duplicating adptin services. Resurces unique t Yl Cunty include the Yl Cunty SPCA and the UC Davis Schl f Veterinary Medicine. Any new prpsed gvernance mdel shuld cntinue t leverage the cntributins f these and ther lcal resurces. In rder t facilitate develpment f functinal partnerships, this reprt prvides detailed, discrete prgrammatic elements that culd be delivered under a variety f arrangements. This culd range frm all prgrams prvided by a single gvernment r JPA perated agency t all services cntracted ut t a private, nn-prfit grup. Bringing all services under ne umbrella agency creates sme ecnmy f scale, rganizatinal efficiency and helps ensure 3 Rwan A. Cunting the Cntributins Animal Sheltering: HSUS,

20 cnsistency f plicy and prcedures. Within such a single agency structure, partnerships can be maintained thrugh MOUs (such as YCAS currently has with YCSPCA) and cntractual relatinships (such as YCAS currently has with KSMP) as well as less frmal arrangements. Hwever, there may als be ptins fr delivering sme prgrams and services utside f a single agency mdel. Examples are prvided in specific prgrammatic sectins belw (e.g. husing field and kenneling services under different gverning agencies; relying n a private partner t prvide subsidized spay/neuter services fr pets f lw-incme cmmunity members), but these are nt exhaustive. In any mdel where clsely interlinked prgrams are perated under separate agencies (such as field and kenneling services), a written plan shuld be jintly develped t ensure that plicies and specific practices are supprtive f cnsistent verall prgrammatic gals. Fr instance, cmmn standards fr data cllectin, animal handling, and sanitatin shuld be maintained by field fficers and kennel staff alike regardless f whether they are emplyed by the same r different agencies. THE IMPORTANCE OF LEADERSHIP AND POLICY The analysis f animal service agencies cmparable t YCAS demnstrated that successful, efficient prgrams can be delivered under a variety f gvernance structures. Highlighting this, tw f the agencies studied in this cmparisn had recently undergne a change in gvernance, ne frm private t public, and the ther frm public t private. In bth cases, the facility remained unchanged, the same cmmunity challenges and pprtunities were present, and yet bth rganizatins achieved substantial reductins in euthanasia fllwing the change. Additinal agencies reprted substantial imprvements under an un-changed gvernance structure and withut substantial changes in facility, funds r staffing, simply as a result f plicy shifts. In sme cases this was under new leadership, and in sme cases this was under cnsistent leadership implementing new prgrams. This demnstrates the pivtal rle f leadership and plicy in determining csts, utcmes and verall rganizatinal success. A cnsistent message frm cmparable agency interviews was the imprtance f leadership that was aware f emerging as well as existing best practices and cmmitted t the verall missin f the rganizatin. T succeed, leaders als required sufficient backing t implement plicy as well as flexibility t adapt t evlving challenges and pprtunities, and even the supprt t make ccasinal mistakes in the service f trying new practices. Within the verall plicy framewrk f the rganizatin, there was als a need fr individual flexibility, such as adjustment f fees r waiving f plicy t respnd t a unique situatin where an animal r member f the public might be at risk. Each gvernance structure ffers ptential strengths and weaknesses fr fstering such flexible, empwered leadership. A city r cunty prviding direct services has the authrity t independently set brad plicy that can allw flexibility fr shelter leadership t succeed. In additin, the direct service mdel prvides a clean line f authrity fr enfrcement and ther mandated prgrams verses a cntract r JPA where lines f authrity must be established by cntract and rdinance. Sme gvernments perate in a mre hierarchical r bureaucratic manner with multiple layers f apprval required fr any change, which can reduce efficiencies cmpared t private rganizatins. A JPA bard prvides a greater vice fr each member agency, but may create bstacles t flexibility and rapid evlutin f plicy and funding, if the prcess fr apprval is unwieldy. JPA s require the full internalservice infrastructure (ex: HR, legal, insurance, tech supprt, facility and vehicle maintenances, etc.) in rder t perate. There are JPA mdels where these services are prvided by the JPA and mdels where the JPA is prvided thse services by ne f the member agencies. In a JPA, changes r additins must be apprved by the majrity f 14

21 the appinted members. In sme cases, individual member leverage may be limited t renewing r withhlding the cntract fr service. Services delivered by a cntracting private grup will ffer less pprtunity fr prgrammatic input by the entity cntracting fr services and the services are limited t the specific scpe detailed in the cntract. Cntracting t anther agency des typically add the benefit f being able t reduce the burden f cnstant versight f a prgram. T help ensure that any new gvernance mdel will deliver results cnsistent with cmmunity expectatins, prgrammatic recmmendatins have been prvided belw thrughut this reprt. Hwever, even these recmmendatins are likely t evlve as new knwledge, challenges and pprtunities emerge. Any rganizatinal mdel must accunt fr respnsive, capable, supprted leadership able t adjust t the evlving needs f the cmmunity. AGENCY EVOLUTION Happily, many f the cmparable agencies included in this study reprted imprvements in recent years in varius facets f peratin, frm decreased intake and euthanasia t increased adptins, imprved cmmunity supprt and heightened vlunteerism. Often, these effrts were initiated thrugh a plicy change, vlunteer effrts (including n the part f staff), ne-time grants r ther shrt term investments. Once prven, these imprved prgrams require a mre sustainable basis fr supprt, but ultimately may yield substantial savings. Likewise, many f the recmmendatins belw in this reprt are designed t result in sustainable shrt and lng term imprvements in critical areas f the shelters prgrams. Decreased intake, increased supprt, and greater vlunteer engagement can all result in lwer csts and staffing requirements fr delivery f animal sheltering services. Therefre, the greatest csts incurred by a new agency may be incurred early in the agency s evlutin. Fr example, a certain level f supervisry supprt, frnt ffice, medical and kennel staffing is required t prvide fr prgrams that will help keep pets in their hmes and mve animals quickly thrugh the shelter t a live utcme. If these effrts are successful (and absent any new prgrams r substantial increases t the human ppulatin served), lwer levels f kennel staffing will be needed t serve a smaller daily ppulatin. Vlunteer supprt fr cre functins and recmmended ancillary prgrams (such as scial media, utreach and ffsite adptins) may als reduce paid staff needs. New partners, r expansin f existing partnerships, may likewise lwer the burden f staffing required frm a publically funded agency. The staffing recmmendatins prvided belw have attempted t accunt fr the pssibility that staff requirements will be reduced ver time. Where practical, a cre f supervisry and cnsistent, skilled staff is recmmended, supprted by lwer cst, mre flexible psitins which can be relatively easily adjusted as needs change. Prgrammatic elements, such as lw cst public spay/neuter services, utreach and develpment have als been identified that culd be undertaken nw but perhaps passed t a private partner r vlunteer prgram in the future, r deferred under until such resurces becme available. On the ther hand, success tends t breed success a successful sheltering prgram that prvides fr cmmunity needs, ensures humane care and saves lives will tend t attract greater supprt. This in turn may allw expansin f prgrams, facility imprvements and yet greater success withut further burdening city r cunty finances. 15

22 BASELINE DATA AND METHODOLOGY This sectin explains the prcess and methdlgy by which the recmmended prgramming and staffing levels were arrived at, emphasizing key human and animal demgraphics and characteristics specific t Yl Cunty and the incrprated cities within the cunty. Fr a Glssary f Abbreviatins, Terms and Explanatins f Calculatins used in this reprt see Appendix C. YCAS CHAMELEON DATA Recmmendatins fr staffing and prgramming must be based n accurate data regarding animal intake, utcmes, and length f stay. Therefre the first prtin f this cnsultatin included reviewing a review f histrical animal intakes and utcmes at YCAS as reprted thrugh the shelter sftware system (Chamelen ). A review f current data entry and analysis methds revealed sme lack f standardizatin seen within cmparable agencies in the industry. Animal intakes and utcmes were thus standardized t crrespnd with generally accepted standards within the industry, permitting a mre accurate assessment f current intake and utcme data. A majr fcus f the YCAS data analysis invlved assessing current animal utcmes at the facility fr dgs and cats. In light f sme prgramming changes at the shelter in the mst recent three fiscal years, the mst recent fur years f data were emphasized. Specifically, live release rates and specific avenues fr live release, and euthanasia rates were analyzed t determine the current relative success f prviding psitive animal utcmes with current prgramming and staffing. These findings are summarized in the charts and tables belw in Figures 1 and 2. Overall, the live release rates at YCAS is are currently 89% fr dgs and 78% fr cats. This has increased by 22% fr dgs and 128% fr cats during the perid analyzed. This has resulted in a current weighted average live release rate fr dgs and cats f 84%. 16

23 FIGURE 1: YCAS DOG OUTCOMES YEARLY COMPARISON 17

24 FIGURE 2: YCAS CAT OUTCOMES YEARLY COMPARISON 18

25 YCAS CURRENT PROGRAMMING, STAFFING AND PHYSICAL FACILITIES ANALYSIS Current prgramming, staffing, peratins and physical facilities capabilities and use at YCAS were als assessed t determine current strengths and weakness f the shelter that shuld be addressed in future recmmendatins. A detailed analysis f all staffing elements including thse included in the payrll categry f the shelter, as well as any emplyees nt accunted fr in that categry was perfrmed. Unaccunted fr elements such as cntract veterinary services, YCSPCA paid emplyees wrking at the shelter, extra help temprary emplyees and unpaid labr (including inmate labr) was included in this analysis t prvide a cmprehensive picture f all current staffing elements. Observatin f current practices, interviews with shelter management and time mtin studies f current shelter duties were cnducted t determine the hurly and weekly labr requirements fr prviding basic animal care and ancillary duties at the shelter. COMPARABLE AGENCIES A cmparisn f reginal agencies was als cnducted, fcusing n shelters that perated under a variety f gvernance mdels and that shared similarities with YCAS such as human ppulatin demgraphics, animal intake demgraphics, and/r facility cnstraints. A baseline fr selectin f cmparable agencies was live release abve the statewide average f ~ 46%. This was based n the assumptin that prgrammatic elements r gvernance mdels assciated with belw average live release wuld nt represent a desirable utcme fr the cmmunity. Live release is nt the nly measure f an acceptable prgram, hwever. Each shelter was als visited t evaluate shelter cnditins and animal care and detailed interviews were perfrmed t assess intangible factrs such as staff mrale and public perceptin. Cmparisns were made t evaluate the link between gvernance, funding, staffing and prgrammatic elements with acceptable utcmes including live release, humane care and public service. Staffing and prgrammatic recmmendatins were develped based n this analysis representing cmmn factrs at cmparable agencies that delivered successful utcmes, were cnsidered cst effective, and were cmmnly prvided via public funding. These recmmendatins are prvided belw in the fllwing sectins f this reprt. Data pints cllected and analyzed frm these cmparisn agencies included (where applicable and available) the fllwing items, which and are summarized in Table 3: 1. Agency budget 2. Agency staffing including paid and unpaid staffing elements, benefits and salary levels, and subjective impressin f staff turnver(see Appendix D fr a spreadsheet f staffing levels) 3. Animal intakes, capacity and utcmes data fr the mst recent full year available 4. Prgramming and services ffered by the agency 5. Hurs f peratin fr bth the shelter and field services 6. Unique partnerships utilized by the agency t prvide additinal services r better utcmes 7. Demgraphics f human ppulatin served including ppulatin and square mileage f jurisdictin(s) 8. Licensing practices 9. Agency salary infrmatin 10. Agency rganizatinal/reprting structure 19

26 TABLE 3: MATRIX OF COMPARABLE ORGANIZATIONS ANNUAL BUDGET HUMAN POPULATION SERVED Yl Cunty Animal Services $1,932, ,118 City f Chic Animal Shelter City f Sacrament Animal Care Services Placer SPCA Sacrament Cunty Animal Care & Regulatin $606,223 87,714 $3,136, ,516 $2,000, ,000 $4,301, ,164 Sacrament SPCA $7,240, ,035 Sammie s Friends / Nevada Cunty Animal Shelter San Luis Obisp Cunty Animal Services Santa Cruz Cunty Animal Shelter Silicn Valley Animal Cntrl Authrity $481,813 98,292 $2,409, ,804 $3,532, ,380 $1,805, ,324 MEDIAN HOUSEHOLD INCOME $57,920 GOVERNANCE (Agency that prvides service) Cunty (Cities/UCD Cntract fr Service) $41,632 City $50,781 City $74,645 $56,553 $53,878: $78,564 $58,077 $59,630 Private Nn- Prfit (City Cntracts fr Service) Cunty (Cities Cntract fr Service) Private Nn- Prfit (Cities Cntract fr Service) Private Nn- Prfit (Cunty cntracts fr service) Cunty (Cities Cntract fr Service) $66,030 JPA $89,064 JPA SQUARE MILEAGE FTE (Paid and Unpaid) CAT / DOG ANNUAL INTAKE 1, , , , , , , ,392 2, , , ,407 DOG / CAT LIVE RELEASE RATE (2012) (Average is weighted) Dg 89% Dg 93% Dg 53% Dg 80% Dg 68% Dg 75% Dg 99% Dg 86% Dg 82% Dg 92% Cat 78% Cat 70% Cat 53% Cat 80% Cat 35% Cat 45% Cat 94% Cat 79% Cat 72% Cat 84% Avg. 84% Avg. 82% Avg. 53% Avg. 80% Avg. 56% Avg. 63% Avg. 97% Avg. 83% Avg. 77% Avg. 87% PROGRAMS / SERVICES OFFERED Kennel & field, adptin, n-site veterinarian with n-site spay/neuter (including sme spay/neuter & TNR prgramming fr public), vlunteers, limited humane educatin, inmate labr, pen admissins Kennel, field, minimal adptin, minimal vlunteers & humane educatin, inmate labr, pen admissins (Spay/neuter and field services ffered thrugh separate rganizatins) Kennel & field, adptin, n-site veterinarian & spay/neuter, vlunteers, minimal humane educatin, pen admissins Kennel (field services ffered thrugh a separate rganizatin), adptin, n-site veterinarian & spay/neuter, vlunteers, sme wrk release labr, pen admissins Kennel & field, adptin, n-site veterinarian & spay/neuter, vlunteers, pen admissins Kennel & field, adptin, n-site veterinarian & spay/neuter (including TNR prgramming & extensive services fr the public), extensive vlunteers & sme paid humane educatin, limited admissins Kennel (field services ffered thrugh a separate rganizatin), adptin, sme funding fr ff-site veterinary service fr public, vlunteers, inmate labr, pen admissins Kennel & field, adptin, vlunteers, inmate labr, pen admissins Kennel & field, adptin, n-site veterinarian with n-site spay/neuter, vlunteers, sme humane educatin, sme wrk release labr Kennel & field, adptin, limited n-site veterinarian & spay/neuter (including limited veterinarian fr public), vlunteers & sme humane educatin, pen admissins 20

27 TIME MOTION STUDY In rder t clsely link staffing recmmendatin with prpsed prgrammatic requirements, a detailed analysis f staffing needs was undertaken, including time-mtin studies fr animal care duties within the current facility and data-driven recmmendatins based n daily intake, utcmes, length f stay and required care fr animals mving thrugh the shelter (Time Mtin Study and Summary available in Appendix E). The time mtin study f kennel related duties included an analysis f all current staffing elements including YCAS emplyees, cntract emplyees, YCSPCA emplyees and unpaid elements, including inmate labr. The findings f this study were incrprated int the staffing recmmendatins fr the agency this reprt. In additin, an analysis f field services call vlumes and staffing was perfrmed and additinal departments (frnt ffice, veterinary services and shelter management) were analyzed. SHELTER FACILITY The current study acknwledges and agrees with previus assessments that the physical facility at YCAS is inadequate, utdated and cmprmises the department's prgrams ability t adequately serve the cmmunity. It is strngly recmmended that as part f any re-structuring f the department the physical facility be replaced r at least significantly renvated. Hwever, addressing facility adequacy r prpsed redesign is nt a fcus f this cnsultatin. As such, this study des nt assume physical facility imprvements. Staffing recmmendatins are based n the cntinued use f the current physical facility and includes apprpriate additinal staffing cverage t manage the current facility s limitatins. Recmmended adjustments t staffing with a mre efficient facility culd be prvided at such time as a new facility design is undertaken. 21

28 PROGRAMMING AND STAFFING RECOMMENDATIONS CORE/NON-CORE PROGRAMMING Prgramming areas and staffing recmmendatins are brken dwn int Cre Prgramming and Nn-Cre Prgramming. Cre Prgramming cnsists f thse prgrams cnsidered essential fr prvisin f field services, custmer service at the shelter, basic animal care and live utcmes fr the majrity f adptable animals. Nn- Cre Prgramming includes additinal prgramming that was nt generally prvided by publically funded cmparable agencies but that may imprve live release still further, serve cmmunity needs nt therwise being met at present, imprve public supprt f the shelter s prgrams, and ptentially raise additinal revenue frm grants and dnatins. In each case, staffing levels and structure are prvided t supprt recmmended prgramming. Cre staffing and prgrammatic recmmendatins: Agency Leadership and Management Frnt Office/Custmer Service Kennel/Shelter Services Veterinary Medical and Spay/Neuter Services Field Services Additinal Prgram and Staffing Recmmendatins: Licensing Vlunteer Prgramming Fster Care Prgram Public Veterinary Services Outreach and Humane Educatin Develpment and Fundraising Required Supprt Services: Ancillary and Organizatin Supprt AGENCY LEADERSHIP AND MANAGEMENT Designated, empwered and supprted leadership and management was a key characteristic identified at every successful cmparable rganizatin evaluated. Empwered leaders are able t respnd in real time t shifting challenges and pprtunities in the shelter and the cmmunities the shelter serves. The Executive/Shelter Directr plays a key rle in setting verall shelter plicy, impacting every prgrammatic element detailed in the sectins belw. The agency leader is als respnsible fr develping and maintaining partnerships with ther rganizatins in the cmmunity, and verseeing sectin managers t ensure nging implementatin f plicy in line with the rganizatin s missin. Adequate supprt staffing ensures that the agency leader has the time as well as the authrity t develp strategic partnerships and set plicy rather than being cnsumed by daily busy wrk. Sectin 22

29 managers in turn develp and implement efficient prcedures reflecting plicy plicies set by the agency leader; and ensure training and accuntability f staff. This ensures that each line staff psitin is utilized efficiently and ultimately can reduce csts and imprve utcmes. Sufficient management can als allw use f alternative labr surces such as vlunteer, wrk release r inmate labr fr nn-critical functins, by prviding versight and maintaining accuntability. Leadership and management at every level (including the veterinarian) shuld be expected and supprted t btain regular cntinuing educatin, participate in prfessinal rganizatins, and utilize ther resurces as needed t stay abreast f trends and best practices in the sheltering industry. SUMMARY OF STAFFING RECOMMENDATIONS FOR AGENCY LEADERSHIP AND MANAGEMENT Executive Directr This individual wuld reprt t the gverning bdy f the shelter prgram, but shuld be empwered t develp plicy and adjust practices within a general framewrk f the verall budget and missin (fr example, adjusting adptin fees t reflect seasnal challenges at the shelter). The Executive Directr versees the secndary department management psitins. Secndary/Department Managers Department managers fr Frnt Office, Kennels, Veterinary Services and Field Services are recmmended. Department managers have detailed practical familiarity with their department and develp, implement and maintain prtcls t supprt plicy created by the Executive Directr in cnsultatin with the shelter s gverning bdy. These department managers shuld be entrusted with the authrity t waive general prtcls within a framewrk f plicy prvided by the Executive Directr (fr example waiving redemptin fees fr an individual animal that might therwise be euthanized). Lead line staff and/r designated staff t supprt specific prgrams (e.g. licensing) are als recmmended where apprpriate in the subsectins belw. FRONT OFFICE AND CUSTOMER SERVICE A well trained and effectively supervised Frnt Office/Custmer Service Department is instrumental in cntrlling shelter intake, supprting psitive utcmes and prviding excellent custmer service. Skilled frnt ffice staff can imprve efficiency and lwer csts by helping cmmunity members slve animal related prblems by thrugh means ther than field service respnse and impundment at the shelter. Frnt ffice staff may als supprt a licensing prgram, perfrm general data entry, update the shelter s website, maintain and lst and fund listings, and update cntent fr scial media during slw times fr custmer service, utilizing time efficiently and ffsetting csts f an adequately staffed prgram that meets peak demands. PROGRAMMING ELEMENTS PROVIDED FOR PRIMARILY THROUGH THE FRONT OFFICE Custmer Service: Frnt ffice staff prvides the majr public interface fr the agency, including answering phne inquiries, explaining agency plicy, and prviding service t the public visiting the shelter fr a variety f purpses. Ensure that hurs fr the frnt ffice are cnsistent and emphasize thse times when the public is mst 23

30 likely t be able t visit fr reclaims and adptins, including lunch hur, weekends and evenings. Specific prgrammatic recmmendatins include: Animal Intake: The frnt ffice serves as the primary pint f entry fr the majrity f animals entering the shelter, including strays brught in by the public as well as mst animals surrendered by their wners. Actively managed intake prgrams priritize slutins that keep animals safely in their hmes and assist cmmunity members with reslving prblem situatins withut requiring field respnse r admissin f the animal t the shelter. Managed intake prgrams have led t decreased intake f >25% at sme shelters. If successful, required kennel staffing levels may be reduced. A well trained frnt ffice staff can implements a managed intake prgram designed by the Executive Directr in cnsultatin with the gverning bard f the shelter. Specific intake prgrammatic recmmendatins include the fllwing frnt ffice staff activities: Schedule appintments fr intake f animals t prevent vercrwding and help assure live release. This requires a staff with sufficient experience and discretin t balance any legal requirements fr impundment, immediate risk t the animal, public health r ther special cnsideratins with plicy t prevent shelter vercrwding; and supervisry authrity t waive scheduling requirements as needed t meet the demands f individual situatins. Cunsel finders f healthy, unadptable animals t find slutins ther than admissin fr euthanasia. Fr example, cunsel finders f nenatal kittens t wait and see if a mther cat is prviding care rather than bringing kittens t the shelter when fster care is nt available. Schedule intake appintments fr wner surrendered animals t cunsel wners, make a realistic assessment f the animal s likelihd f adptin and prvide alternatives fr thse animals deemed unadptable. Animal Redemptin and Lst and Fund: The frnt ffice staff serves as the primary interface fr reunificatin f lst pets with their wners. Specific redemptin/lst and fund prgrammatic recmmendatins include the fllwing frnt ffice staff activities: Maintain lst and fund recrds including a web-based psting f lst and fund animals, bth at the shelter and fund by members f the public. Utilize shelter sftware t autmate web-based lst and fund pstings. Actively scan lst pet listings and distribute infrmatin abut stray animals at the shelter t encurage wner reclaim. This is particularly imprtant because the shelter serves a large gegraphic area and it may nt be intuitive t citizens that their pet can be fund at the Wdland facility. Pr-active lst and fund prgrams have been assciated with increased wner reclaims, resulting in greater fee recvery and reduced euthanasia. Exercise discretin and supervisry authrity t adjust reclaim fees as needed t avid euthanasia f animals whse wners have limited financial means. On-Site and Off-Site Adptins: The frnt ffice staff typically prvides cunseling and perfrms data entry fr all adptins taking place at the facility. Frnt ffice staff may als prcess paperwrk/perfrm data entry fr adptins taking place ff-site, and may even directly staff ff-site adptin events if skilled vlunteer 24

31 supprt fr these prgrams is lacking. Prgramming recmmendatins include implementatin by frnt ffice staff f pr-active adptin prgrams designed by the Executive Directr in cnsultatin with the gverning bard f the shelter including: Open Adptins : Open Adptin prgrams have been linked t increased adptin numbers and psitive perceptin f the shelter. An Open Adptin prgram is defined as A plicy t help peple adpt animals best suited t their lifestyles. The purpse f the adptin interactin is t create learning pprtunities in rder t equip the persn with infrmatin and resurces fr her/his current and future use as a pet parent r guardian. Open adptin agencies generally have few r n hard and fast adptin criteria. Instead, the prcess uses guidelines as a checklist f things t discuss in the adptin cunseling 4. Implementatin f Open Adptins requires staff engaged and invested in the cncept; and with sufficient discretin and authrity t identify special circumstances that justify a departure frm the basic Open Adptin plicy (e.g. when an adpter is deemed t pse a particular risk t an animal). Adptin Pricing and Prmtins: Successful marketing f shelter pets requires pr-active prmtins rutinely and in respnse t seasnal r intermittent increases in the shelter ppulatin. The frnt ffice staff is generally respnsible fr implementatin f these prgrams. In the absence f a designated Public Outreach Manager utreach and develpment crdinatr (see nn-cre staffing/prgramming) the Frnt Office Supervisr, Kennel Supervisr and Vlunteer Manager may cllabrate t design and implement prmtins under the guidance f the Executive Directr. Implement a Variable Fee Adptin Prgram: Variable fees are rutinely charged based n an analysis f likelihd f adptin, with lwer fees charged fr less adptable animals (thse at risk fr prlnged stays and/r euthanasia) while higher fees are charged fr mre readily adpted animals. Overall, variable adptin fee prgrams have been linked t shrter stays fr less adptable animals and can be cst neutral r even net-revenue-generating as the higher fees fr the mre adptable animals ffset the reduced fees fr animals at risk fr euthanasia. Decreased length f stay can reduce animal care csts. Offer Intermittent Special Prmtins: Special pricing and ther prmtins are used t prmte either individual animals with special needs, r prmte animals seasnally r in respnse t ppulatin needs (e.g. Black cat special ) Off-Site Adptins: Off-site adptins, such as at pet stres and special events, are a well-recgnized methd f increasing the reach f a shelter adptin prgram, reducing euthanasia and saving mre lives. Off-site adptins als serve cmmunities at a greater distance frm the main shelter facility by prviding a cnvenient pprtunity t adpt healthy, behavirally sund shelter pets. Off-site adptin prgrams prmte psitive visibility f the shelter and its prgrams in general and can be a venue fr ther activities such as vlunteer recruitment, distributin f educatinal materials and licensing infrmatin, and even fundraising. Off-site adptin prgrams are particularly critical fr this shelter given the relatively brad gegraphic area served and the dilapidated cnditin f the current facility which may be ff-putting t sme adpters. Often, vlunteer supprt plays a substantial rle in ff-site adptin

32 prgrams. Hwever, staff supprt is required t establish and maintain plicies and prtcls, develp and distribute publicity, and ensure a cnsistent presence at selected lcatins. Until such time as sufficient vlunteer supprt is assured, staffing shuld be planned t cver ff-site adptin events n a rutine basis. Licensing: One mdel fr licensing includes participatin by frnt ffice in licensing prgram develpment, versight and maintenance. In this mdel, versight f the licensing prgram culd be included in the respnsibilities f the frnt ffice supervisr, including interactin with field fficers in the rle f licensing canvassers and develpment f additinal methds f generating licensing cmpliance and revenue. Frnt ffice line staff wuld be respnsible fr supprt services such as sending ut renewal ntices, cllecting late fees, and maintaining the licensing database. If licensing is nt perfrmed by the frnt ffice staff, then recmmended staffing levels shuld be reduced (See Field Services and Licensing sectins fr additinal infrmatin). General Prgrammatic Supprt and Data Entry: The frnt ffice staff als prvides supprt fr ther agency prgrams with which they are nt directly invlved. Fr instance, they will be respnsible fr data entry and cmmunicatin regarding many aspects f shelter peratins (fr instance when an animal is released t rescue). Frnt ffice staff can assist with data and infrmatinal requests, such as respnding t public recrds requests and psting shelter data rutinely t maintain transparency. Ideally, a Public Outreach Specialist utreach and develpment crdinatr wuld be designated with respnsibility and expertise t manage a user-friendly and infrmative website fr the shelter, write publicity materials and manage scial media channels t prmte animal adptin and educate the public. Hwever, as nted belw under nn-cre prgramming, n public cmparable agency prvided such a psitin; private shelters were mre likely t be able t ffset csts via develpment assciated with public utreach. In the absence f a Public Outreach Specialist utreach and develpment crdinatr, a designated member f the frnt ffice team culd be respnsible fr rutinely updating website material and scial media cntent. SUMMARY OF STAFFING RECOMMENDATIONS FOR FRONT OFFICE AND CUSTOMER SERVICE Management Because a relatively high degree f training, discretin and ability t evaluate individual situatins is required fr successful implementatin f the prgrams described abve, a cnsistent supervisry presence is required. A frnt ffice supervisr can prvide training, guidance and versight f line staff. This individual culd als serve as an administrative assistant t the Executive Directr, helping t ensure that the Executive Directr has sufficient time and supprt t address higher-level plicy issues n an nging basis. Line staff The average cmparably sized agency has 3.9 frnt ffice staff. Managing intake, increasing wner redemptins, and supprting pr-active adptin prgrams are essential t maintaining and further reducing euthanasia rates at the shelter. The relatively brad area served by a single facility and the varied demgraphics f the service ppulatin in Yl Cunty increases the need fr active utreach fr redemptins and adptins; and the size and 26

33 cnditin f the existing facility create exacting requirements t manage intake and prevent vercrwding. Additinally, extended pen hurs including Sundays are recmmended t maximize public access t the facility. Licensing duties were nt included fr frnt ffice staff at 3 f the 4 cmparably-sized agencies. Fr these reasns, a slightly higher level f line staffing is recmmended than is currently in place r was fund at the average cmparably-sized agency (5FTE), with the expectatin that this will lead t lwer intake and reduced csts ver time as nted abve. As vlunteer prgramming expands sme elements f line staff duties may be transferred t vlunteers (such as lst and fund utreach, scial media management and even data entry), leading t an eventual reductin in staffing requirements. If licensing is utsurced r assigned t anther department in the future, a cmmensurate decrease in frnt ffice staffing can als be cnsidered. A tw-tiered system is recmmended t allw fr adjustment t such cntingencies with lwer level part-time psitins that can be readily adjusted t accunt fr changes as the prgram evlves. Frnt Office Clerk: A full-time permanent staff f skilled Frnt Office Clerks is recmmended t prvide custmer service and perfrm administrative duties requiring a high degree f training and familiarity with shelter plicy, prgrams and resurces. This wuld include answering cmplex citizen inquiries, perfrming intake appintments and adptin cunseling, and supprting shelter public utreach and ther effrts. Ideally 3 full-time permanent emplyees utilizing a 5 day a week, 9 hur a day schedule (including a ne hur lunch break), shuld be emplyed t prvide adequate cverage 7 days a week, including cverage prir t the shelter s pening each day (t cver rutine inquiries and custmer service) and half an hur after clsing (t allw the day s duties t be cmpleted, such as prcessing last-minute adptins and redemptins), withut necessitating vertime. One Frnt Office Clerk shuld be in a lead psitin t prvide sme shelter management cverage n the Frnt Office Supervisr s days ff, particularly if the Frnt Office Supervisr is nt assigned t wrk weekends (typically the busiest adptin days). Frnt Office Assistants: A part-time staff f Frnt Office Assistants is recmmended t perfrm rutine tasks such as managing lst and fund listings, answering phne calls regarding basic shelter infrmatin, scheduling appintments, perfrming data entry and supprting the licensing prgram. These staff can als cver lunch breaks fr Frnt Office Clerks allwing uninterrupted pen hurs t the public. Prvide 2 part-time Frnt Office Assistant psitins (1 FTE), prviding 4 hurs per day t prvide adequate cverage 7 days a week. A schedule f 12PM 5PM 6 days, with 1 per day n weekdays the shelter is pen t the public, and 2 per day n weekend days t supprt peak n-site and ff-site adptin prgrams. TABLE 4: FRONT OFFICE STAFFING RECOMMENDATIONS Psitin Part-Time/Full-Time Rle Current Staffing Prpsed Staffing Frnt Office Supervisr/ Administrative Assistant Frnt Office Clerk Full-Time Supprt Full-Time Lead (plus 1.2 YCSPCA) Frnt Office Assistant Part-Time Supprt 0 2 PT (1 FTE) 3 27

34 TABLE 5: SAMPLE FRONT OFFICE/CUSTOMER SERVICE SCHEDULE Psitin Mnday Tuesday Wednesday Thursday Friday Saturday Sunday Executive Directr 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm Frnt Office Supervisr/ Administrative Assistant 8am t 5pm 10am t 7pm 10am t 7pm 10am t 7pm 10am t 7pm Frnt Office Clerk 1 10am t 7pm 10am t 7pm 10am t 7pm 10am t 7pm 10am t 7pm Frnt Office Clerk 2 8am t 5pm 10am t 7pm 10am t 7pm 10am t 7pm 10am t 7pm Frnt Office Clerk 3 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm 10am t 7pm Frnt Office Assistant 1 12pm t 5pm 12pm t 5pm 12pm t 5pm 12pm t 5pm Frnt Office Assistant 2 12pm t 5pm 12pm t 5pm 12pm t 5pm 12pm t 5pm Nte: All sample schedules prvided in this dcument are intended as suggestins nly fr a pssible arrangement t ensure sufficient cverage thrughut the day fr custmer service, animal care, and medical and surgical cverage; cver lunch breaks; ensure cnsistent supervisry presence; schedule key supervisry members with cncurrent schedules n the day the shelter is clsed t allw meetings and cllabrative administrative activities (assumed t be Mnday in the samples prvides here), and ensure adequate staffing during peak hurs fr that department (e.g. immediately after pening t the public fr the frnt ffice; prir t public hurs kennel cleaning and animal care; weekends fr adptin related activities). Many ther cnfiguratins are pssible t achieve the same gals. 28

35 KENNEL/SHELTERING SERVICES Kennel/sheltering services includes all elements f animal care, including attentin t behaviral wellness, enrichment, and animal cmfrt as well as maintenance f a sanitary facility and prvisin f fd and water. Kennel staff als generally wrk tgether with medical staff t perfrm animal flw-thrugh prcessing t mve animals quickly and safely thrugh the system, maximizing live utcmes while prtecting the public frm sick and dangerusly aggressive animals. Sme daily animal care and prcessing must take place befre and after pen hurs t the public. There is als a public service cmpnent f kennel services, as the kennel staff will assist the public within the shelter as they vlunteer, search fr lst pets r interact with animals fr adptin. Therefre kennel staffing must be sufficient t span early mrning and evening respnsibilities as well as prvide adequate staffing during public hurs. In additin t animal care and public service duties, in many agencies kennel staff r management serve as the primary cntact with rescue/transfer grups, as they ften have the best knwledge f the behaviral characteristics and pprtunities fr adptin r rescue f the animals in their care. PROGRAMMING ELEMENTS PROVIDED FOR PRIMARILY THROUGH KENNEL/SHELTERING SERVICES Daily Animal Care: This includes feeding, cleaning, daily mnitring and meeting animal needs fr cmfrt and behaviral health (e.g. prviding beds r blankets as needed, prviding hiding places fr frightened animals, walking dgs that are husebrken, prviding tys fr juvenile animals). Investment in adequate staffing and versight fr animal care is likely t be cst effective thrugh reduced length f stay fr animals, increased live release (and assciated cst recvery with adptin fees in sme cases), reduced wrker s cmpensatin claims, lwered vertime csts and ptentially increased vlunteer engagement. Cnsideratins fr daily care include: Cnsistent prvisin f basic daily care imprves animal health and is part f a cmprehensive Length f Stay management prgram (see belw). Cnsistent staffing and versight fr animal care prtects kennel wrkers frm health risks, including imprperly diluted r applied disinfectin chemicals and injuries frm animals. The current facility impses relatively exacting requirements fr animal care. Fr example, dgs must be physically remved frm kennels fr daily cleaning and care, and disinfectant chemicals are applied with the dgs in the immediate vicinity. Unsealed and irregular surfaces in the kennels must be cleaned thrughly t avid disease transmissin. This limits the apprpriateness f using lwer-skilled staff such as inmate labr, temprary wrkers r vlunteers. Hwever, use f these alternative labr surces was cmmn at cmparable shelters and, with adequate supervisin, culd be cnsidered fr sme elements f animal care in the future. Animal Care and Kennel Wrker FTE recmmendatins prvided belw culd then be scaled back accrdingly. Cmparably-sized agencies used an average f 2.3 FTE f inmate/vlunteer labr fr animal cleaning and basic care. Prvisin f additinal cmfrt care and enrichment, such as beds and tys, is necessary t maintain animal health and well-being. In additin, studies have linked enrichment in kennels with better chances fr 29

36 adptin Cmparable agencies als reprted higher levels f vlunteer engagement and retentin when animals were perceived as cmfrtable and well cared fr. Thughtfully designed prtcls, infrmed by current knwledge f best practices fr shelter medicine and management, frm a basis fr a successful animal care prgram. These shuld be designed by the sectin manager in cnsultatin with the shelter veterinarian; with sufficient training and versight f staff t ensure cnsistent implementatin. Ppulatin Management and Animal Flw-Thrugh: This includes management f every step in an animal s passage thrugh the shelter system including intake and utcme as well as intermediate steps such as behaviral evaluatin and prcessing fr adptin. There is a skilled animal care cmpnent t animal flwthrugh, with sme elements such as behaviral evaluatin and euthanasia requiring specific training. Additinal animal prcessing includes data entry and cmmunicatin respnsibilities, such as taking clear phtgraphs fr lst and fund pstings and entering animal data int the shelter sftware system. Additinally in the absence f vlunteer supprt fr adptin-prmtin activities, kennel staff will typically be respnsible fr such things as taking engaging phtgraphs and writing persnality prfiles fr animals. There is als a strng management cmpnent t efficient animal flw-thrugh at a ppulatin level, t ensure timely identificatin and fulfillment f animal s requirements and maintain accuntability fr each step f care. Specific animal flw-thrugh recmmendatins include: Length f Stay: Actively manage every step f animal prcessing t minimize length f stay. Increased length f stay has been dcumented as the single greatest risk factr fr a variety f cmmn health prblems in shelter animals. Increased length f stay increases the risk f cnfinement-assciated behaviral issues, especially in the absence f adequate husing and enrichment prgrams fr lng-term care. Length f stay is directly tied t animal care csts and daily staffing requirements. Decreasing the length f stay t a given utcme des nt change the utcme but reduces the csts assciated with that utcme. Because f the relatively small size and cramped kennels f the current facility, maintaining a relatively shrt length f stay is particularly imprtant. Cmprehensive management f length f stay includes the fllwing kennel/sheltering staff activities: Perfrm daily ppulatin runds t dcument any needed services; assign respnsibility fr these activities; and fllw thrugh t ensure timely cmpletin 8. 5 Fantuzzi JM, Miller KA, Weiss E. Factrs relevant t adptin f cats in an animal shelter. J Appl Anim Welf Sci 2010;13: Luescher AU, Medlck RT. The effects f training and envirnmental enrichment n adptin success f shelter dgs. Applied Animal Behavir Science 2009: Wells DL, Hepper PG. The influence f envirnmental change n the behaviur f sheltered dgs. Applied Animal Behaviur Science 2000;68: Fr mre infrmatin n daily ppulatin Runds, see 30

37 Ensure adequate staffing fr each prcessing pint t minimize delays, including intake, behaviral evaluatin, medical and surgical services (see veterinary services sectin), prcessing fr adptin r rescue, and euthanasia. Ideally prvide staff fr these services 7 days a week; at minimum ensure that these prcesses take place at least every ther day. Data Cllectin and Analysis: The Assciatin f Veterinarian s Guidelines fr Standards f Care in Animal Shelters identify data cllectin and analysis as a fundamental underpinning f a successful ppulatin management prgram 9. This includes data n intake and utcmes by type; length f stay; and daily inventry. Ideally this als includes mre detailed mnitring f factrs such as disease incidence and medical csts. Kennel staff will be respnsible fr accurately entering animal data int the shelter sftware system, while the kennel manager shuld partner with the veterinarian and Executive Directr t ensure accurate cllectin, analysis and reprting. Rescue and Transfer Crdinatin: Rescue/transfer refers t release f an animal t anther agency which then finds a hme fr the animal. This is a critical and increasingly cmmn avenue fr live release, cmmnly exceeding adptins at publically funded shelters in Califrnia. Quick release t a rescue/transfer can save csts fr animals that wuld therwise be at risk fr prlnged length f stay and euthanasia. Rescue and transfer rganizatins are ften able t prvide behaviral and medical care fr animals with special needs, and can als extend the pl f ptential adpters t include regins beynd the area cnveniently served by the shelter. This is a particularly imprtant utlet in Yl Cunty given the large and demgraphically diverse area served and the relatively small size f the shelter facility. Sme cmparable shelters enjyed clse partnerships with adjacent shelters that accunted fr the majrity f transfers. In the absence f such a clse partnership, mre staff time is required t build relatinships and crdinate rescue/transfer t a variety f partners, each ne f which may specialize in nly ne breed r cnditin. Cncerns have been raised by the public that the transfer/rescue partners may nt be able t sustain activities., which reflects a cmmn preference fr the shelter t take primary respnsibility fr adptin. Based n KSMP experience, this is nt a successful mdel fr mst public shelters. Hwever t In rder t address this cncern, an infrmal survey f 41 rescue partners was cnducted (f which 21 respnses were received) as part f this analysis (see Appendix F). Seventy six percent (76.2%) indicated that they did nt fresee any issues that wuld limit their ability t cntinue t take in animal transfers frm YCAS at generally the same rate ver the next five years r s. Based n these factrs, the study assumes that these rescue partnerships wuld cntinue t be available t a future shelter prgram. Specific rescue/transfer recmmendatins include: Allcate time and primary respnsibility t the Shelter Manager with supprt frm members f the kennel/sheltering staff t manage cmmunicatin with rescue grups, develp and maintain a system fr prmpt ntificatin and crdinatin f release. Time fr this psitin is reflected in the kennel staffing recmmendatins belw, which limit the need fr the kennel manager t participate in daily animal maintenance tasks such as cleaning and feeding. 9 Newbury, S. P., M. K. Blinn, et al. (2010). Guidelines fr Standards f Care in Animal Shelters, The Assciatin f Shelter Veterinarians:

38 Pr-actively seek rescue/transfer after a minimal hlding time rather than waiting t reach ut until animals are at risk fr euthanasia. If pssible, make animals available fr public viewing during the stray hld, and if n interest has been expressed by a member f the public by the end f the hld perid, make the animal available fr release t rescue/transfer. If this is nt pssible, at mst make animals available fr viewing by the public fr a limited time perid befre making them available t rescue. Fr animals therwise at risk fr euthanasia, waive fees r limit t thse fr actual medical csts incurred. Custmer Service, Vlunteer and Public Interactin: Kennel staff is the main pint f cntact t assist the public as they visit the shelter t lk fr lst pets and seek animals fr adptin. Adequately skilled kennel staff, present with enugh cnsistency t be able t describe animal persnalities and with sufficient time allcated t assist with adptin matchmaking, will supprt a successful adptin prgram and help the shelter reduce euthanasia. The current arrangement f the facility makes relatively high demands n staff time fr custmer service, as citizens lking fr lst pets must be physically escrted by staff t restrictedaccess hlding areas. Structuring the facility and staffing (including pssibly eliminating inmate labr) t allw full public access t the facility wuld save a mdest amunt f kennel staff time (estimated ~ 0.25 FTE currently required fr lst pet assistance). The recmmendatins belw assume the current facility with cntinued restricted access t hlding areas. SUMMARY OF STAFFING RECOMMENDATIONS FOR KENNEL/SHELTERING SERVICES Management A dedicated Shelter Manager psitin is needed t versee the physical facility, kennel staff and animal ppulatin. In additin, this staff member wuld be in a psitin t act as the primary crdinatr f the Rescue/Transfer prgram in the absence f an nging psitin specifically devted t this functin. As nted abve, slid leadership in the kennels will allw greater flexibility in utilizing lwer-skilled, lwer cst staff and leveraging the effrts f vlunteers dnating their time t care fr and enrich the shelter animals. This shuld be a full-time, permanent psitin, ideally with a 5 day a week, 8 hur a day, cverage with a Lead Animal Care Attendant n-site during the remaining 2 days a week. Line staff A detailed analysis t dcument hurs required fr basic animal care and prcessing was used t determine the kennel staffing recmmendatins that fllw (as described in the methds sectin f this dcument). This was based n current intake levels, and shuld be revised if levels change substantially. Additinally staffing is recmmended t prvide fr crdinatin f rescue/transfer prgramming, previusly prvided by YCSPCA staff. Cmparably-sized shelters had an average f 5.75 FTE fr Animal Care Attendants and an additinal 2.3 FTEs f inmate/vlunteer labr fr cre duties. Based n the freging analysis and prgrammatic recmmendatins, a tw-tiered system fr kennel line staff is recmmended t maximize flexibility and minimize csts: Animal Care Attendants: A full-time permanent staff f skilled Animal Care Attendants is recmmended t prvide skilled care t the shelter ppulatin. This wuld include duties such as basic wellness care (vaccinatins, dewrming, parasite cntrl, medicatin administratin, micr chipping, basic wellness exams t identify animals needing additinal veterinary assessment/care, animal handling, behavir evaluatins, 32

39 adptin preparatin and ther husbandry duties). These staff members wuld als be expected t interact with the public - wners seeking t surrender r redeem their animals as well as ptential adpters. Prvide 5 FTE Animal Care Attendants. Ideally 5 full-time permanent emplyees utilizing a 4 day a week, 10 hur a day schedule, shuld be emplyed t prvide adequate cverage 7 days a week. A schedule f 8am t 7pm with a 1 hur lunch perid - staggered fr emplyees s the facility stays pen t the public withut interruptin frm 12:00 PM t 6:30 PM - is recmmended. One Animal Care Attendant shuld be in a lead psitin t prvide sme shelter management cverage n the Shelter Manager's days ff. Kennel Wrkers: A part-time permanent staff f Kennel Wrkers is recmmended t prvide semi-skilled labr (basic feeding and cleaning fr the facility) prir t facility pening t the public each day. This wuld replace, with greater cnsistency, the inmate labr and extra-help/temprary wrkers currently cvering these services. If inmate labr is cntinued the level f kennel wrker staffing can be reduced. Prvide 5 part-time Kennel Wrker psitins, generally wrking 4 hur shifts t prvide apprximately 2.5 FTE f cverage per week (3 wrkers per day with an allwance t prvide additinal cverage fr ther kennel staff days ff) 7 days a week. A schedule f 8am t 12pm 7 days a week is recmmended fr this staffing t cver husbandry duties that take place befre the facility pens t the public. TABLE 6: SUMMARY OF KENNEL/SHELTERING STAFFING RECOMMENDATIONS Psitin Part-Time/Full-Time Rle Current Staffing Prpsed Staffing Shelter Manager Full-Time Supervisry 0 1 Animal Care Attendants Full-Time Supprt Kennel Wrkers Part-Time Supprt 3 (plus 1 YCSPCA) Extra-Help/Temprary 5-7 PT (3-4 FTE) Unpaid Inmates FTE (5 PT) 33

40 TABLE 7: SAMPLE RECOMMENDED KENNEL SERVICES SCHEDULE Psitin Mnday Tuesday Wednesday Thursday Friday Saturday Sunday Shelter Manager 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm Lead Animal Care Attendant 1 8am t 7pm 8am t 7pm 8am t 7pm 8am t 7pm Animal Care Attendant 2 8am t 7pm 8am t 7pm 8am t 7pm 8am t 7pm Animal Care Attendant 3 8am t 7pm 8am t 7pm 8am t 7pm 8am t 7pm Animal Care Attendant 4 8am t 7pm 8am t 7pm 8am t 7pm 8am t 7pm Animal Care Attendant 5 8am t 7pm 8am t 7pm 8am t 7pm 8am t 7pm Kennel Wrker 1 8am t 12pm 8am t 12pm 8am t 12pm 8am t 12pm 8am t 12pm Kennel Wrker 2 8am t 12pm 8am t 12pm 8am t 12pm 8am t 12pm 8am t 12pm Kennel Wrker 3 8am t 12pm 8am t 12pm 8am t 12pm 8am t 12pm 8am t 12pm Kennel Wrker 4 8am t 12pm 8am t 12pm 8am t 12pm 8am t 12pm Kennel Wrker 5 8am t 12pm 8am t 12pm 34

41 VETERINARY MEDICAL AND SPAY/NEUTER SERVICES Spayed and neutered dgs and cats are less likely t ram and fight, and are als less cmmnly surrendered by their wners r abandned in animal shelters In additin, spay/neuter surgery has the bvius benefit f reducing animal verppulatin, reducing the csts and burden n publically funded shelters and lwering euthanasia rates 12. Recgnizing the imprtance f these factrs, the state f Califrnia requires that all shelters in cunties with a ppulatin f >100,000 (which includes Yl Cunty) prvide spay/neuter surgery fr adpted animals. As lng as sufficient facilities exist at the shelter, bringing surgical services in-huse allws shelters t cntrl cst and timing f surgery and supprt an expanded veterinary medical presence which prvides additinal benefits. Spay/neuter prgrams can be extended t include sterilizatin f feral cats brught t the shelter as strays ( Shelter/Neuter/Return as described belw). In additin, in-huse medical staff can prvide triage f injured and sick animals as they arrive at the shelter; develp and versee treatment plans fr cmmn cnditins; assist with ppulatin management and animal flw; supprt develpment f sund husbandry prtcls; assist with animal cruelty investigatins; prvide input int fster care prgrams; ffer training fr staff and vlunteers n subjects related t animal care and health; and assist with fund-raising effrts t supprt additinal medical prgrams. An efficient medical prgram will als be cst effective by decreasing field fficer time t transprt animals ff-site; reducing medical csts assciated with unmanaged infectius disease; and ptentially reducing human health care csts and liability resulting frm zntic infectins (infectins transmitted frm animals t humans). Sme csts fr a medical prgram will be recvered thrugh adptin fees which wuld therwise g t pay fr ff-site sterilizatin services, ften at a higher cst t the adpter. Ultimately a successful medical prgram plays a key rle in supprting adptins, rescue and reductin f euthanasia. PROGRAMMING ELEMENTS PROVIDED FOR PRIMARILY THROUGH VETERINARY MEDICAL AND SPAY/NEUTER SERVICES Spay/Neuter Surgeries fr Adpted, Rescued and Reclaimed Pets: As nted abve, spay/neuter surgery is required fr all adpted animals. Prviding spay/neuter surgery prir t release t rescue/transfer grups can facilitate live release f animals that therwise wuld be at risk fr a prlnged length f stay r euthanasia (with assciated csts). Offering spay/neuter fr animals reclaimed by their wners reduces the likelihd f repeat ffenses, ultimately prtecting the public frm free raming animals and reducing field services csts. The majrity f animals impunded in Yl Cunty are intact; thus as live release numbers increase, a cncurrent increase in surgical services will be required. Prvisin f spay/neuter services in a shelter requires: 10 Neilsn JC, Eckstein RA, Hart BL. Effects f castratin n prblem behavirs in male dgs with reference t age and duratin f behavir. J Am Vet Med Assc 1997;211: New JC, Jr., Salman MD, King M, et al. Characteristics f shelter-relinquished animals and their wners cmpared with animals and their wners in U.S. pet-wning husehlds. Jurnal f Applied Animal Welfare Science 2000;3: Marsh P. Replacing Myth with Math: Using Data t Design Shelter Overppulatin Prgrams. Replacing Myth with Math. Cncrd, NH: Shelter Overppulatin Slutins, 2010;

42 Sufficient facilities t accmmdate the number and type f surgeries perfrmed, including areas t prepare and recver animals as well as perfrm surgery. Currently surgery takes place in a mbile spay/neuter unit dnated t YCAS thrugh a charitable grant. This was largely based n the nging relatinship between the shelter and the UC Davis Schl f Veterinary Medicine, and included the expectatin that veterinary students wuld benefit frm visiting the unit and learning abut shelter surgical cnsideratins. Any new prgram mdel will need t accunt fr cntinued access t this surgical unit r prvisin f an alternate facility. A licensed veterinarian skilled in all techniques assciated with high vlume/high quality spay/neuter 13 ; pediatric spay/neuter, and spay/neuter f feral cats. Adequate technician supprt t prevent valuable veterinary time spent n nn-veterinary activities such as surgical preparatin and cleanup. Sme respnsibilities assciated with surgical assistance may nly be perfrmed by registered veterinary technicians, while thers may be perfrmed by unregistered assistants, lay staff r vlunteers. This is reflected in the staffing recmmendatins belw. Spay/Neuter Surgeries fr Healthy, Un-Owned Cats Brught t the Shelter as Strays r Feral: Sterilizatin, vaccinatin fr rabies, and return t the lcatin f rigin is an increasingly cmmn strategy t dramatically reduce feline euthanasia at shelters and lwer feline intake ver time. This strategy is knwn as Shelter-Neuter- Return, r SNR 14. Five f the nine cmparable agencies surveyed had in-huse SNR prgrams t at least sme extent, while anther tw cmparable agencies wrked thrugh private partners t redirect stray/feral cats t spay/neuter/return rather than euthanasia (e.g. thrugh partnerships with cmmunity prgrams). SNR was implemented in fall f 2012 at YCAS and has been assciated with a substantial reductin in feline euthanasia. Maintaining a rbust SNR prgram (r partnership) will be necessary t sustain r imprve the shelter s current high live release rate fr cats. SNR prgrams are mst cst effective when length f stay t surgery is minimized, requiring rutine access t surgical services. SNR has three majr cmpnents: Cmmunicatin with the public abut the prgram; btaining infrmatin abut where cats are fund, filling ut paperwrk and assisting citizens with truble shting f nuisance r welfare prblems. This is prvided by frnt ffice and field staff; time and expertise fr this is already reflected in the recmmendatins fr active supervisin and adequate staffing f in each f thse sectins. Secndary supprt is smetimes prvided by a private partner, if such is available in the cmmunity (e.g. a rescue grup that prvides supprt and resurces fr citizens cncerned abut cats spayed/neutered/returned thrugh the San Jse City shelter s SNR prgram). Surgery, vaccinatin, ear tipping and any ther medical prcedures needed t prepare the cat fr return t its habitat. This is prvided by the shelter veterinarian and medical staff, with the same cnsideratins fr facility, veterinary and technical supprt described abve. Return t the lcatin f rigin. This is ften accmplished thrugh a partnership with a private rganizatin, with cats released t the private grup as a rescue, and the private grup then undertaking return f the cat. 13 As described by the Assciatin f Shelter Veterinarian s veterinary medical guidelines fr spay-neuter prgrams;

43 This is cnsistent with Califrnia law requiring that animals be ffered t a rescue grup prir t being euthanized (Califrnia Fd and Agricultural Cde and 31752). Currently, YCSPCA versees this activity. Alternatively, field fficers may perfrm this activity. The number f cats released per day is currently lw enugh that this activity wuld nt affect field staffing requirements. Hwever lgistical and public relatins cnsideratins cmmnly lead many public agencies t utsurce this t a private grup if pssible. Triage f Sick and Injured Arrivals: An in-huse medical prgram reduces csts by limiting the use f utside services fr triage f animals that arrive at the shelter sick r injured. Ideally these services are prvided by a full time staff veterinarian, as this individual is mst familiar with shelter plicies fr treatment f stray animals, resurce limitatins, rescue ptins, and ther cnstraints and pprtunities fr treatment. Hwever, because the veterinarian is nt always available (e.g. after hurs and during surgery) a secndary plan is required fr emergencies thrugh lcal practices and/r the UC Davis Veterinary Medical Teaching Hspital. Medical and Surgical Care t Imprve Adptability f Shelter Animals and Supprt a Fster Care Prgram: It is a plicy preference f the State f Califrnia that treatable sick and injured animals be released alive frm shelters after receiving care (CA Civil Cde Sectin : (b) It is the plicy f the state that n treatable animal shuld be euthanized. A treatable animal shall include any animal that is nt adptable but that culd becme adptable with reasnable effrts). Treatment f minr medical and surgical cnditins is a required element f maintaining the live release rate currently attained by YCAS and cmparable shelters. The additin f a fster care prgram, as described belw, will further increase the medical care respnsibilities f the veterinary staff. Veterinary versight is required fr all prcedures t prevent, diagnse r treat disease. In Califrnia, Registered Veterinary Technicians may implement the written r telephnic directins f a veterinarian withut direct versight (Califrnia Business and Prfessins Cde Sectin 4840: Exceptins: (b) Registered veterinary technicians may perfrm animal health care services n thse animals impunded by a state, cunty, city, r city and cunty agency pursuant t the direct rder, written rder, r telephnic rder f a veterinarian licensed r authrized t practice in this state). The recmmendatins fr staffing and scheduling belw accmmdate these requirements by ensuring that a veterinarian and/r registered veterinary technician are scheduled 7 days a week. Participatin in Ppulatin Management and Data Cllectin: As nted abve in the Kennel/sheltering services sectin, actively and thughtfully managing the shelter ppulatin t minimize length f stay is recgnized as a key factr in maintaining animal health, cntrlling csts and maximizing the life-saving capacity f the rganizatin. Reductin in the euthanasia rate at YCAS crrespnded in part with active invlvement f the veterinarian in verseeing ppulatin management. While the primary respnsibility fr this activity can be allcated t a kennel/shelter supervisr (as recmmended in this dcument), the shelter veterinarian shuld participate in develping the verall strategy, advising n the nuances f day-t-day implementatin and prviding rutine input. Develpment and Implementatin f Prtcls fr Animal Husbandry and Health Care: These plicies shuld be develped by the kennel manager and shelter veterinarian wrking tgether, in cnsultatin with the executive directr. As nted abve, investing in sund prtcls frms a basis fr a successful animal care prgram and is necessary t prvide training and ensure accuntability by line staff. Assistance with Animal Cruelty Investigatins: The shelter veterinarian assists field fficers in the investigatin f animal cruelty and harding cases, including prvisin f exams, dcumentatin f findings, and recmmendatin fr care f cnfiscated animals, and testimny in curt hearings. 37

44 Public, Vlunteer and Fster Prgram Interface: The veterinary and medical staff prvides a valuable resurce t educate staff, vlunteers and the public regarding animal health and respnsible animal care. Veterinary and medical staff will als interact directly with the public when cunseling adpters r wners, e.g. n medical issues identified during an animal s shelter stay. Assistance with Preparatin f Grant Prpsals fr Medical and Surgical Prgrams: While assistance with grant prpsal preparatin is nt rutinely included in veterinary duties at many shelters, grants are cmmnly available fr enhanced prgrams related t fster, medical r spay/neuter services. Prvided sufficient time is allcated, the Veterinarian can be a valuable asset in dcumenting the need and laying ut the ratinale fr such services, and the right individual can be a resurce fr data cllectin and writing in supprt f prpsals. Interactin with the UC Davis Schl f Veterinary Medicine and Shelter Medicine Prgram: The presence f the UC Davis Schl f Veterinary Medicine and Shelter Medicine Prgram represent a unique reginal resurce. This relatinship ffers many benefits fr the shelter, including prvisin f special surgeries at minimal t n cst thrugh the Cmmunity Surgery prgram; assistance with surgical and medical care f shelter animals by Shelter Medicine Prgram residents; advice and training n many aspects f shelter medicine and management as well as physical facility imprvement by Shelter Medicine Prgram persnnel; and cllabratin n grant prpsals such as the ne that led t dnatin f the surgery trailer. The veterinarian serves as the lgical interface between the shelter and the university. Currently, a clse link is maintained by the presence f the cntract veterinarian, a jint psitin between the shelter and the UC Davis Shelter Medicine Prgram (funded by the cunty and present full time at the shelter as the supervising veterinarian, but rganizatinally linked t the Shelter Medicine Prgram; see rg. chart). If this relatinship is nt maintained under a new prgrammatic structure, cnsideratin shuld be given t alternative methds f maintaining a strng link between the shelter, the Veterinary Schl and the Shelter Medicine Prgram. Lw Cst Public Spay/Neuter Services (Nn-Cre): There are currently minimal lw-cst spay/neuter services fr lw-incme residents within Yl Cunty. In mst cmparisn agencies evaluated, lw cst public spay/neuter services were available thrugh a private agency but were nt prvided generally prvided thrugh the public animal shelter prgram, r were prvided n nly a limited basis cntingent n grant funding. Hwever, the absence f these services in Yl Cunty likely results in nging public csts: as nted abve, intact animals are mre likely t run lse, create hazards fr humans and ther pets, and result in an nging influx f animals t the shelter. The cst f admitting, husing, and rehming r euthanizing unwanted litters (primarily kittens) frms a substantial prtin f ttal sheltering csts. Prvisin f high vlume, lw cst spay/neuter services by the Sacrament SPCA (amunting t ver 75,000 surgeries) crrespnded t a 19% decrease in intake t lcal public shelters. In light f this, ideally a partnership wuld be frmed with a private, nn-prfit grup that is wellpsitined t raise funds t supprt lw cst spay/neuter services, pssibly leveraging the dnated surgical facility lcated at YCAS. If it is determined that the publicly supprted shelter prgram shuld prvide spay/neuter services fr pet animals, it will be imperative that the prgram be adequately staffed, including administrative as well as medical staff. A mechanism t raise private funds (grants and dnatins) t ffset csts shuld be cnsidered (such as by utilizing the recmmended nn-cre psitin f Public Outreach/Develpment Directr). Intake and euthanasia risk patterns shuld be evaluated t determine the neighbrhds and species/breeds which wuld benefit mst frm lw cst spay/neuter services. Fr example, currently kittens make up a substantial prprtin f feline intake while puppies make up nly a fractin f canine intake at YCAS; therefre limited spay/neuter resurces might be better targeted t cats than t dgs. If dgs are included in a lw-cst 38

45 prgram, cnsideratin shuld be given t targeting breeds at increased risk fr intake and euthanasia accrding t shelter data. Staffing recmmendatins prvided belw d nt reflect inclusin f a substantial lw cst spay/neuter prgram fr the public; because scpe f such a prgram can vary widely, veterinary, technical/supprt and administrative staff wuld need t be planned and hired accrdingly. SUMMARY OF VETERINARY MEDICAL AND SPAY/NEUTER SERVICES STAFFING RECOMMENDATIONS A detailed analysis t dcument hurs required fr rutine veterinary and supprt staff duties was perfrmed based n current intake and adptin rates. Additinal time was allcated fr prtcl develpment, participatin in ppulatin management and ther respnsibilities as utlined abve. Supervising Veterinarian: As utlined abve, there are substantial benefits t veterinary participatin in many aspects f shelter management and peratins. Therefre a full time veterinarian with specific expectatins fr participatin at a management level is recmmended. This culd be thrugh a cntinuatin f the cntract with the UC Davis Shelter Medicine Prgram r direct hire. A single FTE supervising shelter veterinarian wuld be sufficient fr prvisin f basic surgical and medical care given the current intake and utcmes; and participatin in management/training/prtcl develpment activities n (what basis?) based n the time/mtin analysis perfrmed (available in Appendix E). Per Diem Cntract Veterinarian(s): Respnsibilities fr the Supervising Veterinarian may fluctuate substantially. Fr instance, a majr cruelty investigatin, an pprtunity t prepare a grant prpsal, a targeted grant t perfrm a certain number f lw cst spay/neuter surgeries all may lead t a shrt term increase in demands n the veterinarian s time. Since the needs f the shelter ppulatin fr basic surgical and medical care are nn-negtiable and nging, a single full time veterinarian has limited flexibility t accmmdate such fluctuatins. Frtunately, these variatins, as well as the Supervising Veterinarian s vacatin and sick time, can be accmmdated by use f per diem cntract veterinarians n a flexible basis. Planning fr at least FTE f per diem services is recmmended. At the higher end f the recmmended range, the expectatin culd be that specific grant funding is btained t supprt lw cst spay/neuter services r targeted cmmunity services fr the public. If greater funding is btained, this culd be expanded beynd 0.5 FTE prprtinately. Registered Veterinary Technicians (RVT): The RVTs respnsibilities include assisting the veterinarian in surgery and medical exams; and delivering medical care in the veterinarian s absence under written r telephnic directin. In additin, RVTs assist kennel staff with aspects f animal prcessing fr intake, flwthrugh and utcme. Prvide 2 FTE RVT psitins t prvide 7 day a week cverage fr duties that can legally nly be perfrmed by individuals with this classificatin. Ideally the RVTs wuld be scheduled n a 4 day a week/10 hur a day schedule t prvide cverage thrughut the shelter's 11 hur animal care day. Nn licensed Veterinary Assistant: A nn-licensed veterinary assistant is recmmended t allw RVTs t fcus n prviding 7 days per week cverage fr thse duties fr which they are specifically trained (and which, in sme cases, nly they can legally perfrm). The nn-licensed assistant will assist with surgery, maintenance f the animals and envirnment in the medical and surgical areas, and ther supprt duties. If per-diem surgical services are perfrmed n weekends r n weekdays (when the surgical trailer is nt in use fr shelter surgeries), this individual s schedule culd be altered t prvide sufficient cverage n higher vlume surgery 39

46 days. This wuld ensure adequate medical cverage 7 days per week and limit cstly vertime fr RVT psitins. TABLE 8: SUMMARY OF VETERINARY MEDICAL AND SPAY/NEUTER SERVICES STAFFING RECOMMENDATIONS Psitin Part-Time/Full- Time Rle Supervising Shelter Veterinarian Full-Time Supervisry Current Staffing 1 KSMP Cntract Psitin Prpsed Staffing Registered Veterinary Technician Full-Time Supprt 2 2 Nn-Licensed Veterinary Assistant Full-Time Supprt 0 1 Per-Diem Spay/Neuter Veterinarian Part-Time Supprt Variable 1 Variable ( FTE) 40

47 TABLE 9: SAMPLE RECOMMENDED VETERINARY MEDICAL PROGRAM SCHEDULE Psitin Mnday Tuesday Wednesday Thursday Friday Saturday Sunday Supervising Shelter Veterinarian 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm Registered Veterinary Technician 1 8am t 7pm 8am t 7pm 8am t 7pm 8am t 7pm Registered Veterinary Technician 2 8am t 7pm 8am t 7pm 8am t 7pm 8am t 7pm Nn-Licensed Veterinary AssistantTechnician 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm 41

48 FIELD SERVICES Field services prvide the law enfrcement, nuisance abatement and primary public health/rabies cntrl aspects f an animal cntrl and sheltering prgram. Field fficers can als functin as an utreach arm f the shelter prgram: in the curse f respnding t calls and patrlling neighbrhds, field fficers will have cntact with a wide variety f citizens and can prvide educatinal resurces, assist with reslutin f nuisance and welfare situatins, prmte spay/neuter, vaccinatin and respnsible animal care, and generally raise awareness f the shelter s prgrams and service. Field fficers may als assist with transprt f animals, e.g. t ffsite events r fr ff-site veterinary services. Field services can be prvided by the same entity that prvides sheltering services r can be prvided under a different entity. Fr example, f the 3 three private cmparable agencies evaluated, nne prvided field services; hwever, there are sme private animal shelters in Califrnia that have cntracts fr field as well as sheltering services (e.g. Marin Humane Sciety and Peninsula Humane Sciety are tw reginal examples). Mst public agencies prvide bth field and sheltering services under ne umbrella agency, but ne cmparable agency split these tw functins int different departments. Benefits f having field services and sheltering services perfrmed by the same agency include greater cnsistency f practices, management and accuntability. Fr example, if field fficers fllw different standards than shelter staff fr critical prcesses such as data cllectin, sanitatin f vehicles, r animal handling and care, verall prgrammatic gals may be cmprmised and the tw different staff grups may find themselves at dds. Mre bradly, a field services prgram that is aligned with a single verall missin fr the rganizatin can be a pwerful resurce fr public utreach, as described abve. Frm a practical perspective, having field services within the verall shelter prgram may prvide sme ecnmies f scale rather than creating tw separate staffs and prgrams. Hwever, in sme cmmunities, the lcal gvernment prefers t maintain cntrl ver the law enfrcement aspect f animal cntrl; r a private rganizatin may find that invlvement with the negative aspects f law enfrcement and nuisance cntrl assciated with field services cmprmises their ability t generate public supprt and dnatins. In such case, lcal gvernments lking t cntract ut sheltering services may be left with n chice but t prvide field services by anther means. RECOMMENDED PROGRAMMING ELEMENTS PROVIDED FOR PRIMARILY THROUGH FIELD SERVICES Animal Cntrl/Prtectin Activities: As described abve, this includes law enfrcement, nuisance abatement and public health cmpnents. Services prvided by field fficers typically include respnding t and reslving cmplaints f dangerus dmestic animals, animal cruelty investigatin, pick-up f sick/injured animals, respnding t public reprts f dgs running at large (including capture and impundment f dgs if necessary t prtect the public r the animal), investigatin f cde enfrcement cmplaints related t animals, and enfrcement f rabies cntrl and quarantine cmpliance. Specific recmmended elements f animal cntrl/prtectin services include: Field Reslutin f Animal Issues: Many animal-related issues can be reslved either thrugh impundment f the animal r field cntact with the wner and/r cmplainant. Field reslutin includes ffering slutins fr welfare r nuisance situatins (such as ffering infrmatin n prviding a lw-cst humane cnfinement system such as a runner fr a dg that chrnically escapes the premises); prviding infrmal r frmal mediatin between cncerned neighbrs; issuing and fllwing up n a fix-it ticket t reslve a situatin 42

49 (such as imprper cnfinement r care); r issuing a citatin fr vilatins such as dgs running at large. In many cases, successful field reslutin is mre cst effective than impundment f the animal, with all the assciated expenses and the risk that the animal will be euthanized. It als hlds greater ptential t slve prblems lng term in sme cases. The relatively cramped facility and wide distance between the shelter and sme service areas further justify an emphasis n field reslutin. Specific recmmendatins include: Train field fficers and prvide educatinal materials and ptins (such as an infrmal fix-it ticket system) t reslve situatins in the field. Create a systematic plan t encurage and reward field reslutin (e.g. tracking # f animals returned t wner with r withut a citatin versus impunded). Ensure that dispatch and frnt ffice staff als supprt the emphasis n field reslutin frm the first cntact with a citizen reprting a cmplaint r a cncern, and that these staff ffer alternatives that allw citizens t reslve situatins withut even requiring field respnse when apprpriate. Avid develping a system that links cmpensatin f an agency (r cntracting rganizatin) slely t the number f impunds, as this will tend t encurage the ppsite behavir (a preference fr impundment ver field reslutin). Rather, track the number f impunds prevented by frnt ffice, dispatch r field cntact and ensure that the shelter budget accunts fr the time and skill required t supprt these activities. Limited Field Respnse t Stray and Feral Cats: State mandated and lcal bligatins t cntrl dgs are different frm the requirements related t cats. Authrity t cntrl and license dgs cmes primarily frm the Health and Safety Cdes related t rabies preventin and mnitring. The state authrizing laws are ften reflected in lcal rdinances, including in Yl Cunty. Hwever, there are n state laws in Califrnia that require stray cat cntrl, rabies cntrl, r vaccinatin and licensing. State law requires jurisdictins t impund and care fr sick, injured, abandned, neglected r cruelly treated animals, and animals that require quarantine. In cntrast t dgs, Yl Cunty specifically exempts cats frm municipal at large laws, and a large percent f cats that enter the Yl system wuld nt fall int any f these state mandated categries. T reduce expenses assciated with impundment and hlding and lwer euthanasia risk, the fllwing plicies are recmmended: D nt ffer field pickup f healthy stray r feral cats, including thse that are trapped r cnfined by citizens. This single change by ne f the cmparable agencies reprtedly resulted in a substantial reductin in feline intake t the shelter (~ 30%), as well as a reduced burden n field service fficer time and travel. Train frnt ffice and dispatch staff t ffer alternatives t field pickup f stray and feral cats, including recmmendatins t reslve nuisance and welfare cncerns withut impundment and referral t cmmunity ptins t get feral cats spayed/neutered and vaccinated. As a last resrt, ffer citizens the ptin f bringing the cat t the shelter themselves (at which pint it may becme a candidate fr adptin r shelter/neuter/return as described in the veterinary services sectin). Cntinue t ffer field pickup fr sick, injured, and rphaned cats as well as thse requiring rabies quarantine. Empwer the field supervisr t permit field pick-up f stray r feral cats when deemed necessary t prevent unusual risk t animals r peple r based n ther extenuating circumstances. 43

50 Priritize and Track Field Services Activities: Identify the range f calls that require a respnse and develp a detailed system t priritize them based n public health risk, animal risk and ther cnsideratins. Track call types in a searchable database, and mnitr respnse time required, frequency f call type, and fficer prductivity using shelter sftware (e.g. Chamelen ). Ensure that each fficer captures all relevant data related t each call fr service they cmplete and the peple invlved. This helps all fficers by prviding access t histrical data and ptential safety r enfrcement cncerns. It als allws the management t apprpriately evaluate the services being prvided and infrm decisins n hw t imprve r change that service. Ensure Sufficient Hurs f Field Cverage: Extend field services hurs t cver peak service hurs based n analysis f service calls and typical cverage f field services prvided by cmparable agencies. Ideally field service cverage wuld be prvided frm 7 AM t 7 PM. This culd be accmplished utilizing 2 verlapping 8 hur shifts f fficers, 7 days a week, with a 7am t 3pm and 12pm t 8pm verlapping shift schedule. Scheduling 2-3 fficers t be n-duty fr the AM shift and 2-3 fficers n duty fr the PM shift daily wuld prvide brad cverage, reduce respnse times and limit vertime. Animal Cruelty Investigatin and Dangerus Dg Respnse: These tw areas require specific skills and training, including awareness f the detailed legal respnsibilities (and assciated risks and liabilities) t prtect citizen s rights and safety, investigate and dcument cmplex cases, and enfrce all relevant laws. Ensure that the field supervisr and lead field fficer receive advanced training in respnse t these cases. Additinally, designated field fficers can be trained t specialize in certain types f animal crime investigatin r partner/crdinate with the apprpriate unit in the sheriff s department. License Canvassing: Utilize field fficers fr licensing canvassing with a managed/supervised field canvassing prgram during times that calls fr service are lwer and when there is scheduled verlap f fficers. Increased licensing cmpliance culd substantially ffset the csts f expanded staffing in field services r ther departments. This functin can be supervised and crdinated by the prpsed Senir Field Officer. License enfrcement shuld be required during every cntact an fficer has with a member f the public that wns a dg. Enfrcement can be accmplished in a custmer-friendly way such a ntice t cmply that prvides the wner sme perid f time t cmply befre a citatin is issued. See licensing sectin fr additinal infrmatin. Dispatching Services: Cntinue t use the sheriff s department fr field fficer dispatching r cnsider adding additinal ffice clerks t assist with call taking and dispatching duties. Dispatching is a critical supprt functin fr field services. Mst agencies that are the size f Yl Cunty have animal cntrl specific dispatchers during hurs where fficers are n patrl. Ptential benefits f shelter-based dispatching wuld include imprved data cllectin, reduced burden n the sheriff s ffice dispatching system and wuld allw the facility t take better advantage f the Dispatching Mdule available in the current shelter management sftware used. SUMMARY OF FIELD SERVICES STAFFING RECOMMENDATIONS Management Field fficers by definitin must functin with a high degree f autnmy and limited direct supervisin. T ensure a successful field prgram, adequate training and supervisin is critical. Prvide a field supervisr wh is nt actively assigned t field calls and shuld primarily maintain the management/supervisry rle. This individual 44

51 culd als versee the licensing prgram if the task is nt assigned t the frnt ffice supervisr (fr instance if field services are separated frm shelter services in a new gvernance mdel. In additin, designate a lead field fficer (included in line staff belw), t be utilized t prvide respnse t calls fr service, assist the field supervisr in training fficers, and prvide supervisin f field fficers when the field supervisr is nt n-duty. Supervisry pririties include: Develpment f a plicy and prcedure manual that details the types f calls that are cmmnly received and hw t priritize them and includes the prper prtcl n varius tpics such as unifrm cde, training requirements, use f cunty equipment, etc. Develp and maintenance f a training manual and reference guide fr each fficer, and versight f nging training fr fficers (including budget allcatin and assignment f specific cntinuing educatin activities). Implement a defined system t rutinely mnitr field fficer activities t maintain accuntability and recgnize and reward efficiency and prductivity. This includes regular review f detailed field lgs as described abve. Line Staff Analysis f calls fr service at YCAS revealed peak service call hurs f 7 AM t 7 PM. Of the seven cmparable agencies prviding field services, all ffered 7 day a week, active, n-duty scheduling. Of these, 2 (28%) prvided 10 hurs f daily field cverage, 2 (28%) prvided 12 hurs f daily field cverage and 3 (43%) prvided 13.5 r mre hurs f daily field cverage n a scheduled (versus n-call) basis) with n-call availability during the remaining hurs. Therefre, f the cmparable agencies, 71% prvided 12 r mre hurs f daily field cverage. Field services fr YCAS fficers currently averages apprximately 8,000 calls fr service per year. The square mileage f Yl Cunty is higher than the average f the cmparable agencies (1014 miles versus ~ 650 miles). In preparing staffing recmmendatins it was assumed that the average field service call wuld require 1 1/2 hurs f staff time (all-inclusive including being dispatched, travel t and frm site, time at site f call, n-site animal care and paperwrk). Based n the freging analysis, 7 full time field fficers are recmmended, with ne f these designated as a lead field fficer and present when the Field Supervisr is nt scheduled. TABLE 10: SUMMARY OF FIELD SERVICES STAFFING RECOMMENDATIONS Psitin Part-Time/Full-Time Rle Current Staffing Prpsed Staffing Supervising Field Officer Full-Time Supervisry 1 1 Lead Field Officer Full-Time Lead 0 1 Field Officer Full-Time Supprt

52 TABLE 11: SAMPLE FIELD SERVICES SCHEDULE Psitin Mnday Tuesday Wednesday Thursday Friday Saturday Sunday Supervising Field Officer 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm 8am t 5pm Lead Field Officer 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm Field Officer 1 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm Field Officer 2 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm Field Officer 3 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm 7am t 3pm Field Officer 4 12pm t 8pm 12pm t 8pm 12pm t 8pm 12pm t 8pm 12pm t 8pm Field Officer 5 12pm t 8pm 12pm t 8pm 12pm t 8pm 12pm t 8pm 12pm t 8pm Field Officer 6 12pm t 8pm 12pm t 8pm 12pm t 8pm 12pm t 8pm 12pm t 8pm 46

53 ADDITIONAL PROGRAM AND STAFFING RECOMMENDATIONS Sme prgrammatic and staffing elements d nt fit neatly int departmental classificatins. Depending n shelter size and rganizatinal structure, specific staff may be assciated with these prgrams r respnsibility fr prgram management may be flded int the duty f staff r management in ne f the departments described abve. LICENSING PROGRAM AND STAFFING RECOMMENDATIONS Prvisin f licensing services fr dgs is required fr all jurisdictins in the State f Califrnia. A rbust animal licensing prgram prvides funding fr the animal cntrl and sheltering prgram, ensures rabies vaccinatin cmpliance and assists in animal reunificatin with wners. This requires an efficient system f issuing licenses, prcessing applicatins and enfrcing cmpliance such that the licensing prgram results in net revenue which can ffset ther csts f the animal cntrl and sheltering prgram. Specific recmmendatins include: Cntinued Rabies Reprting by Veterinarians: Primary licensing cmpliance is thrugh Rabies vaccinatin reprting by lcal veterinarians, which is required by sectin (c) f the Yl Cunty Cde. This has resulted in a relatively high rate f cmpliance estimated at 30% f pet dgs in Yl Cunty (a recent survey f 16 Califrnia cities/cunties fund an average license cmpliance rate was 12% with a range f 5-24%). This relatively high rate f cmpliance suggests that rm fr increase may be relatively mdest; hwever there are certainly high perfrming cmmunities that reprt even higher rates. Cat Licensing: At this time cat licensing in Yl Cunty is vluntary, nt mandatry. Althugh in many cmmunities in which cat licensing is mandatry cmpliance fr cat licensing is substantially lwer than dgs, this is still a surce f revenue and can prvide ther ptential benefits f increasing licensing, such as increased reunificatin f licensed pets with wners. Animal licensing is the mechanism lcal agencies use t mnitr and ensure an animal is vaccinated against rabies in Califrnia. Hwever, the State des nt require the vaccinatin f cats against rabies, s Yl culd cnsider develping a mandatry license system that is nt based n rabies mnitring, r pass a law (as many jurisdictins have) requiring the vaccinatin and licensing f cats. Cats are excluded frm the prhibitin against animals running at large in Yl Cunty. The prbability that a cat culd be expsed t rabies is generally higher than that fr a dg and as a result there is gd reasn t cntemplate requiring rabies vaccinatins fr cats. Cats make up mre than half f all animal impunds in the Yl shelter and have far lwer wner-reclaim rates than dgs. This means there are fewer pprtunities t cllect fees frm wners f cats, even thugh the cst f caring fr cats is a significant prtin f the shelter s budget. Licensing fr cats wuld allw cat wners t participate mre bradly in supprting animal services. Autmatin f License Applicatin, Payment and Renewal: Increase the autmatin f licensing, including electrnic renewal ptins (such as thrugh ntificatin and n-line payment prcessing) wuld likely increase efficiency and cmpliance. 47

54 The Chamelen database that is already being used by staff allws mst f this functinality. As part f the database licensing fees already paid by Yl Cunty, Chamelen ffers supprt fr reprt writing and training in all aspects f managing this database and can prvide nsite training fr a fee. Online licensing requires a small transactin fee, but it is mre than ffset by the amunt f time saved by staff when they d nt have t d the data entry. License prcessing can be cntracted ut, in whle r in parts, t Chamelen r ther cmpanies. Develp Additinal Licensing Effrts: Including an active license canvassing prgram, with particular emphasis n areas with lw licensing cmpliance, high animal intake and lw wner redemptin rates. The schedule prvided fr field staff in this reprt includes verlap in shifts sufficient t add capacity in the field t cllect mre license fees, as well as sufficient frnt ffice staffing t assist with prcessing and administratin f the prgram. Additinal licensing effrts culd include: Outreach: Raise awareness Messages that make clear why dg and/r cat licensing is imprtant fr pets, wners, shelters, and cmmunities Public educatin, including canvassing prgrams (dr-t-dr cntact) and appraching peple waiting in line at pet events, such as mbile vaccine clinics Partnerships with business. Fr example, in Ls Angeles, sme vet clinics distribute infrmatin r prcess licensing applicatins, in exchange fr a small payment n each license. In Calgary, Canada, pet superstres prcess license applicatins fr custmers. Incentives: Make it mre financially attractive Merchant cupn bks t peple wh license with discunts r gifts "Free first ride hme" where animal services persnnel return pets t their hmes directly, bypassing the shelter and at n cst t the wner Limited-time amnesty prgrams that waive penalties fr failure t license in the past, in rder t mtivate peple t get licenses befre the amnesty perid ends Reducing fees fr the initial licensing perid, such as fr six mnths, t lwer the cst fr wners Enfrcement: Fllw-up with peple wh dn't cmply Enfrcing licensing laws assertively, by keeping gd recrds and partnering with rganizatins such as tax cllectin ffices and law enfrcement Staff can als explre new means f expanding licensing prgrams by wrking with utility cmpanies, the Pstal Service, cde-enfrcement fficers, and ther rganizatins with presence in the cmmunity. In additin t distributing infrmatin t pet wners, these partnerships can prvide additinal benefits, such as help t identify underserved ppulatins and areas where animals are creating prblems. 48

55 VOLUNTEER PROGRAM AND STAFFING RECOMMENDATIONS Investment in a successful vlunteer prgram can be cst effective, as well as imprving shelter peratin and cmmunity perceptin. Cnversely, an unmanaged vlunteer prgram can create substantial risks t peple, animals and public perceptin. Cmparable agencies cnsistently expressed the imprtance f sufficient versight f the vlunteer prgram t supprt cnsistency, training, and safety f the vlunteers and animals. Mst cmparable agencies made extensive use f vlunteer services, and thse that did nt generally expressed a desire t expand this element f their prgrams. Half the cmparable agencies reprted having at least ne FTE assigned t vlunteer crdinatin. While nt a replacement fr cre staff t prvide daily cleaning, care, medical services and ther required activities, vlunteers can prvide a valuable supplement. Fur f the nine cmparable agencies utilized vlunteers t perfrm sme cre duties such as kennel cleaning and animal care; f these, agencies reliant n vlunteers fr mre than ~ 10% f cre FTE respnsibilities acknwledged issues with training, cmpliance, reliability and/r sustainability. Mre ideally, vlunteers supplement cre duties and play an expanded rle in prvisin f ancillary shelter services beynd basic husbandry that may nt be feasible with paid staff alne. Vlunteers can als substantially assist in public utreach, fster care, adptin events and ther effrts t decrease euthanasia and imprve service t the cmmunity. Given the large and diverse demgraphic served and limitatins f the current shelter building, recruiting vlunteers t increase utreach int the cmmunity and supprt ffsite prgrams wuld be particularly helpful. Vlunteers with particular skills can als prvide valuable supprt in areas such as behavir and training prgrams fr animals; training and behaviral advice and supprt fr adpters and wners cnsidering surrender f their pet; scial media management and website design and maintenance; and grant writing and fundraising effrts (either directly r thrugh a friends f the shelter supprt prgram). Specific recmmendatins include: Hire a Full-Time Permanent Vlunteer/Fster Care Crdinatr (Fster Care respnsibilities will be discussed in the sectin belw): This persn will be respnsible fr actively recruiting vlunteers, prviding frequent rientatins and nging training, managing vlunteers, assisting with develpment f vlunteer prgrams in specific departments and develping vlunteer prgrams that span multiple departments r perate utside f a department. Specific recmmendatins include: Wrk with the Executive Directr t develp an verall plan fr vlunteer prgram gals, specific bjectives and strategies, and vlunteer management including recruitment, tracking (e.g. develpment f vlunteer database), recgnitin, accuntability and discipline. Utilize a variety f methds and media t recruit vlunteers, including nline vlunteer registries and scial media prmtin, shelter visitrs, written materials and wrd f muth. Ensure that prmpt respnse is made t all vlunteering inquires (within hurs). Create a streamlined prcess t becme a vlunteer fr the shelter, aviding time cnsuming backgrund checks r live-scanning requirements. Offer vlunteer rientatins 1-2 times per mnth. Wrk with department managers t create written jb descriptins, prtcls and prcedures fr vlunteers. Wrk with department managers t define vlunteer rles and activities within each department. 49

56 Develp vlunteer leadership psitins fr majr areas f vlunteer activity (e.g. ffsite adptins). Over time, allw vlunteer leaders t assist with recruitment, training and supprt f vlunteers in that prgram. Maximize access t the facility by vlunteers t the greatest extent pssible, including access t stray hlding areas except when legal r safety cnsideratins are prhibitive. FOSTER CARE PROGRAM AND STAFFING RECOMMENDATIONS Successful shelters utilize fster care prgrams as a cst effective means t reduce euthanasia and prvide needed care t special shelter animal ppulatins including sick, injured and underage animals as well as nn-aggressive animals with special behaviral needs. All cmparable agencies utilized fster care t sme degree. Mst cmparable agencies included versight f the fster prgram in the jb duties f anther psitin rather than having a dedicated full time fster care crdinatr. Hwever, allcating sufficient time t this psitin is critical t leveraging the services f fster care prviders as well as ensuring public and animal safety. Fr instance, ne cmparable agency reprted that allcatin f specific time and respnsibility resulted in an increase in use f the fster prgram frm 87 animals t ver 1000 animals annually, representing 25% f the shelter s ppulatin. The limitatins f the current YCAS facility (cramped islatin husing, insufficient space t maintain the health f underage animals, verall small size f facility demanding shrt length f stay within the shelter) render a rbust fster prgram particularly beneficial, and fster care fr nenatal kittens is required t maintain at least the current live release rate fr cats. Therefre, a designated psitin t versee fster care is recmmended. Because fster care is primarily reliant n vlunteers, and is mderately seasnal in its demands (because f the assciatin with the summer kitten seasn), cmbining the fster care crdinatr with the vlunteer crdinatr in a single FTE psitin is recmmended. In additin, adequate supprt frm ther staff will be required, particularly frm the veterinary/medical services department. These requirements are addressed in the staffing recmmendatins prvided in each departmental sectin abve. Specific recmmendatins include: As fr vlunteers in general, the Vlunteer/Fster crdinatr will be respnsible fr recruiting, training and managing fster vlunteers, including develpment f a specific fster vlunteer database. In additin, the vlunteer/fster crdinatr will wrk with the executive directr, kennel manager and supervising veterinarian t develp verall prgrammatic gals and plicies fr the fster care prgram, including the gals fr specific animal care such as nenatal animals, sick r injured animals, and animals with special behaviral needs. Staff the shelter's medical prgram, as previusly recmmended, including RVT cverage 7 days a week t supprt the need fr rutine medical care fr fster animals. Develp and clearly cmmunicate t all fster vlunteers a system t handle after-hurs emergency medical needs fr animals in fster care. Wrk with the kennel manager t develp a system t schedule return f animals frm fster care fr adptin. Wrk with designated staff (e.g. frnt ffice, public utreach) t ensure that adptin prmtins and ther media utreach is crdinated t ensure that adptins keep pace with return f animals frm fster hmes, especially the seasnal influx f kittens. Develp a prcess fr adptin f animals directly frm fster hmes (fllwing spay/neuter surgery and any ther needed pre-adptin screening), streamlining the prcess as much as pssible. This amplifies the reach 50

57 f the fster prgram by allwing fster hmes t functin as mini ffsite-adptin centers, serving adpters wh wuld be disinclined t visit the shelter. Allcate specific budgetary supprt fr equipment and supplies fr fster animal care. PUBLIC VETERINARY SERVICES (OTHER THAN SPAY/NEUTER) In general, public animal shelters are nt a majr resurce fr veterinary services fr privately wned animals. This rle is typically filled, in mst cmmunities, by fr-prfit business enterprises ffering full veterinary medical care services r nn-prfit private entities ffering limited veterinary medical care services at reduced fees, fcusing n lwer incme clientele. Mst public animal shelters ffer very limited services such as wnerrequested euthanasia f pets and intermittent lw cst vaccine clinics. The current building s space and access limitatins are such that limiting these services and redirecting members f the public t ther ptins in the cmmunity wherever pssible is recmmended. Specific recmmendatins include: See veterinary medical and spay/neuter Services fr recmmendatins regarding public spay/neuter services. Offer wner-requested euthanasia nly t pet wners with prf f lw incme, and nly t thse animals fr whm euthanasia is genuinely required due t medical r behaviral cnsideratins (e.g. nt as a cnvenience r in respnse t treatable cnditins). Redirect thers t the fllwing resurces as apprpriate: Referral t a private veterinarian in the cmmunity fr pet wners wh are nt lw incme and require euthanasia services fr their pet Prvide resurces fr wners t keep a pet that is nt adptable but des nt have a terminal medical r untreatable behaviral cnditin (see Managed Intake abve in Frnt Office/Custmer Service sectin) Accept adptable pets as wner surrenders rather than wner-requested euthanasia Ensure that the public has access t lw cst vaccine clinics available in the cmmunity. There are a number f resurces fr lw cst vaccines at apprpriately staffed and accessible lcatins thrughut the cunty ffered by private prviders. Maintain a list f these clinics (including at pet stres and private veterinary clinics) and refer citizens an nging basis. If vaccine services are prvided at the shelter facility itself, cnsider using a third party prvider fr these vaccine clinics, ideally a mbile vaccine clinic hsted at the facility. OUTREACH AND HUMANE EDUCATION All cmparable agencies acknwledged that public utreach and engagement was an essential cmpnent f a successful shelter prgram. Cmpnents f utreach prgrams include marketing f shelter prgrams and shelter animals; public relatins activities such as media, newsletters and events t increase public awareness f shelter, humane, cruelty and legal aspects f shelter peratins; maintenance f the shelter s website and scial media; and humane educatin. In a private rganizatin, csts fr a public utreach psitin can be ffset by grants and dnatins received as a result f utreach effrts. Additinally, sme utreach prgrams such as birthday parties at the shelter, ffer a financial return fr the agency as well as an pprtunity fr public engagement. Publicly 51

58 funded agencies generally lack the pprtunity t directly ffset csts assciated with an utreach psitin, and generally incrprated the abve activities int the jb descriptin f staff and vlunteers in ther areas. Cnsider hiring f a dedicated public utreach/develpment directr as a nn-cre psitin. This psitin wuld have areas f respnsibility t include utreach, media relatins, marketing f animals and prgrams, public engagement and develpment (including fundraising, dnatin slicitatin and grant writing). See belw under develpment fr further ratinale. In the absence f a psitin specifically dedicated t public utreach, identify key utreach functins and allcate respnsibility t specific staff and/r vlunteer psitins. Suggestins fr sme f these activities (e.g. scial media crdinatin by frnt ffice staff and/r vlunteers) have been made thrughut the staffing and prgrammatic recmmendatins abve. Fr elements f public utreach r humane educatin identified as imprtant but utside the scpe f current shelter staff and vlunteer activities, identify cmmunity partners t help prvide these services. Fr example, the City f San Jse partners with a private rescue grup t prvide public educatin regarding c-existence with un-wned cats in the cmmunity. In lieu f hiring a dedicated humane educatr, develp strategies t prvide humane educatin pprtunities thrugh the expanded vlunteer prgram as recmmended abve. In additin, ensure that staff utilizes existing pprtunities fr humane educatin and utreach, fr example by prviding field fficers with training and educatinal materials t share during field cntacts and licensing canvassing. DEVELOPMENT AND FUNDRAISING Private supprt plays a key rle in animal sheltering natinally and statewide 15. Reflecting this reality, every successful cmparable cmmunity leveraged private supprt as well as public funding t achieve their gals. Private agencies ften subsidize public cntracts t prvide fr additinal services. This is supprted thrugh a cmbinatin f dnatins, grants, and ther revenue surces (e.g. birthday parties, kid s camps, thrift shp r nsite retail center). Fr publically funded agencies, this was ften achieved thrugh partnerships with private rganizatin. Fr instance, several cmparable public agencies utilized spay/neuter services prvided by a private rganizatin at mdest cst and subsidized by grants and dnatins. This allwed these agencies t limit in-huse csts fr medical services. A number f public agencies als receive private supprt via either an assciated nnprfit prgram dedicated t fundraising fr the shelter, r thrugh direct fundraising r grant writing by shelter staff. Lcally, the Yl Cunty SPCA supprts YCAS thrugh funded staff that perates n-site t supprt a variety f shelter prgrams fcused n imprving animal care and reducing euthanasia. The YCSPCA has als prvided funding and supplies fr specific shelter prgrams as well as serving the cmmunity directly thrugh a variety f prgrams. The gvernance structure f the shelter will strngly influence which fund raising and public/private partnership activities will be mst readily available and beneficial. Sme general recmmendatins include: As nted abve, cnsider hiring f a dedicated Public Outreach/Develpment Directr as a nn-cre psitin. Allcate respnsibility t this psitin fr researching ptins fr revenue streams in additin t public funds, and acting n thse pprtunities as apprpriate (e.g. writing grant prpsals, develping mechanisms t 15 Rwan A. Cunting the Cntributins Animal Sheltering: HSUS,

59 raise dnatins frm individuals, ffering revenue generating activities that supprt the missin f the shelter). It is pssible that this psitin wuld result in net incme t the agency and ffset the csts f the psitin itself. In the absence f a dedicated Public Outreach/Develpment Directr, allcate respnsibilities fr fundraising and revenue generatin t existing staff psitins, including prviding the Executive Directr with an apprpriate mandate and flexibility t explre the available ptins. ANCILLARY SERVICES AND ORGANIZATION SUPPORT Overhead and ther ancillary supprt services are an essential aspect f an animal sheltering agency. Services such as finance, human resurces, legal resurces, facilities cst and maintenance, infrmatin technlgy and ther entity supprt endeavrs are crucial t a well-run rganizatin. Currently, mst f these services are prvided by the Sherriff s Department and/r Yl Cunty at n additinal cst t the cntracting agencies. If a new agency was created fr the prvisin f animal services, additinal verhead csts wuld result depending n what services were cntinued t be prvided and subsidized by the agencies. The prpsed budget includes these additinal verhead csts t prvide as realistic f an estimate as pssible. 53

60 RECOMMENDED STAFFING LEVELS/ORGANIZATIONAL STRUCTURE TABLE 12: OVERALL STAFFING RECOMMENDATION Agency Leadership Department/Rle Psitin/Title Part-Time/ Full-Time Rle Current Staffing Prpsed Staffing Executive Directr FT Supervisry 1 1 Frnt Office and Custmer Service Frnt Office Supervisr/ Administrative Assistant Frnt Office Clerk FT Supprt FT Lead (+ 1.2 prvided by YCSPCA) Frnt Office Assistant PT Supprt 0 Kennel/Sheltering Services Field Services 3 1 FTE (2 PT psitins) Shelter Manager FT Supervisry 0 1 Animal Care Attendants FT Supprt Kennel Wrkers PT Supprt 3 Extra help/temp (+1.2 prvided by YCSPCA) 5-7 PT (3-4 FTE) Unpaid Inmates FTE (5 PT psitins) Supervising Field Officer FT Supervisry 1 1 Senir/Lead Field Officer FT Lead 0 1 Field Officers FT Supprt Veterinary Medical and Spay/Neuter Services Supervising Shelter Veterinarian FT Supervisry 7 (1 in kennel FT, 1 in kennel PT, 2 in training) 1 KSMP Cntract Psitin Registered Veterinary Technician FT Supprt 2 2 Nn-licensed Veterinary Assistant FT Supprt 0 1 Per Diem Veterinary Services PT Supprt Variable Additinal Prgrams 6 1 Variable* ( r mre) Vlunteer/Fster Prgram Crdinatin FT Crdinatr TOTAL Outreach/Marketing/Develpment* FT Crdinatr 0 1* *Indicates Nn-Cre Psitin t 29* 54

61 FIGURE 3: YCAS CURRENT STAFFING LEVELS AND ORGANIZATIONAL STRUCTURE 55

62 FIGURE 4: YCAS RECOMMENDED STAFFING LEVELS AND ORGANIZATIONAL STRUCTURE 56

63 BUDGET PROJECTIONS FOR POTENTIAL GOVERNANCE MODELS Fllwing the staffing and prgramming analysis perfrmed by KSMP, LAFC develped several budget prjectins in rder t demnstrate the ptential cst f alternative gvernance mdels fr animal services. Our prjectins display a pssible ne-year budget fr each f three gvernance mdels that might be cnsidered, with each gvernance mdel displaying budgets prjected fr tw separate staffing and prgramming scenaris. CURRENT YCAS BUDGETS In rder t establish a baseline understanding f cst, we prvide the current YCAS budgets fr FY and in ur spreadsheets. We als prvide an updated budget fr FY that includes all the actual csts assciated with animal services in Yl Cunty. These actual csts include resurces such as staff r services that are prvided t YCAS by an utside rganizatin r agency free f charge (these are the brwn clumns in the budget). When cmparing ur prjected budgets t the current YCAS budgets, the updated FY budget (the dark brwn clumn) shuld be used, as this is the mst accurate prtrayal f the actual cst f prviding animal services in Yl Cunty. GOVERNANCE OPTIONS CONSIDERED Animal services are currently prvided by Yl Cunty thrugh the Sheriff s Department, with the cities f Davis, West Sacrament, Winters, Wdland, and UC Davis cntracting with the Sheriff s Department fr the service. Fr the purpses f the budget prjectin prtin f this study we have identified three alternative gvernance mdels that might be cnsidered. The three ptential replacement mdels are defined belw: JOINT POWERS AUTHORITY (JPA) In this gvernance mdel Yl Cunty and its five cntract agencies fr animal services wuld frm a Jint Pwers Authrity (JPA), which wuld be respnsible fr hiring emplyees and prviding animal services t the entire cunty. Gvernance f the JPA wuld be prvided by representatives frm the Cunty and cntract agencies. JOINT POWERS AUTHORITY (JPA), WHICH CONTRACTS WITH A NON-PROFIT FOR SERVICES In this gvernance mdel, Yl Cunty and its five cntract agencies wuld frm a JPA, but wuld nt be directly prviding animal services and wuld have little r n staff. Instead, the JPA wuld cntract with a nn-prfit rganizatin t prvide animal services t Yl Cunty. HYBRID MODEL In this gvernance mdel, animal shelter services wuld be prvided using the same methd as in the abve scenari, with a JPA being frmed and then cntracting with a nn-prfit rganizatin fr shelter services. Field services (including all animal cntrl fficers) wuld be cntracted t a public agency (such as the sheriff s department). 57

64 STAFFING AND PROGRAMMING SCENARIOS When prjecting budgets fr each f the three gvernance mdels discussed abve, we gave cnsideratin t tw separate scenaris regarding staffing and prgramming. In the first scenari budgets are prjected fr all three gvernance mdels, assuming that the staffing and prgramming levels recmmended by KSMP in this reprt are utilized (these are the green clumns in the budget). Fr cmparisn, we als prjected budgets fr all three mdels in which the staffing and prgramming levels were assumed t remain the same as thse currently existing at YCAS (these are the blue clumns in the budget). 58

65 TABLE 13: BUDGET PROJECTIONS YCAS Current Budgets ¹ EXPENDITURES Budget Scenaris: KSMP Recmmended Staffing Levels ² Budget Scenaris: Existing YCAS Staffing Levels ³ YCAS YCAS ⁴ YCAS (Including csts nt listed in YCAS budget) ⁵ Jint Pwers Authrity (JPA) ⁶ JPA Cntracts with Nn-Prfit ⁷ Hybrid Mdel (JPA Cntracts with Nn- Prfit fr Sheltering/ Public Agency fr Field Services) ⁸ Jint Pwers Authrity (JPA) JPA Cntracts with Nn-Prfit Hybrid Mdel (JPA Cntracts with Nn- Prfit fr Sheltering/ Public Agency fr Field Services) FTE: 20 FTE: 18 ⁹ FTE: 25.3 ⁹ FTE: 29 ¹º FTE: 29 FTE: 29 FTE: 25.3 FTE: 25.3 FTE: 25.3 Benefits: 38% ¹¹ Benefits: 38% Benefits: 38% Benefits: 30% ¹² Benefits: 27% Benefits: 27%; 38% Benefits: 30% Benefits: 27% Benefits: 27%; 38% Regular Salaries 725, , ,909 1,191,000 1,074,500 1,111,500 1,011, , ,500 Additinal Salaries ¹³ , Part-Time Wages ¹⁴ 10, , , , , ,800 99,920 99,920 Ttal Emplyee Benefits , , , , , ,700 Overtime/Standby 53,621 53,621 53, Differentials- Bilingual/Shift 902 2,106 2, Payff/Vacatin Buy-Back 6,000 6,000 6, Retirement 168, , , OASDI 45,195 51,846 51, Medicare Tax 10,568 12,126 12, Insurance- Health/Dental/Visin 158, , , Unemplyment Insurance 14,625 8,954 8, Wrkers Cmpensatin Insurance 59,608 63,208 63, Other Benefits 37,960 43,176 43, Additinal Benefits (YCSPCA Emplyees)¹⁵ , Salaries & Benefits 1,290,565 1,455,637 1,875,837 1,831,050 1,588,750 1,730,750 1,555,250 1,353,120 1,499,120 Clthing ¹⁶ 12,800 16,400 16,400 8,000 8,000 8,000 8,000 8,000 8,000 Cmmunicatins/IT Services 23,116 22,374 22,374 23,000 23,000 23,000 23,000 23,000 23,000 Public Liability 78,350 76,379 76,379 76,379 76,379 76,379 76,379 76,379 76,379 Shelter Fd and Supplies 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Tls and Equipment 26,939 16,164 16,164 20,000 20,000 20,000 20,000 20,000 20,000 Medical, Dental, and Lab Supplies 47,500 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 Office Supplies ¹⁷ 22,937 22,937 22,937 25,000 25,000 25,000 23,000 23,000 23,000 Husehld (Janitrial) 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Maintenance- Equipment, Buildings, Vehicles 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Prfessinal Medical Services 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Prfessinal Services (Cntracts fr Veterinarians) ¹⁸ 144, , Rental/Lease- Equipment 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 Memberships 1,050 1,050 1,050 1,050 1,050 1,050 1,050 1,050 1,050 Training Expenses 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Transprtatin/Travel 10,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Utilities ¹⁹ ,982 46,000 46,000 46,000 46,000 46,000 46,000 Vehicle Fuel ²º 68,000 80,000 80,000 85,000 85,000 85,000 80,000 80,000 80,000 Misc. Expenses (Credit Card Charge/ Cash Shrtage) 1,600 1,600 1, Overhead Csts ²¹ , , , , , , ,399 Legal Cunsel ²² ,395 10,500 10,500 10,500 10,500 10,500 10,500 JPA Oversight ²³ ,000 5,000 5,000 5,000 5,000 5,000 Annual Audit ²⁴ ,000 10,000 10,000 10,000 10,000 10,000 JPA Management ²⁵ ,800 4,800 4,800 4,800 4,800 4,800 Services & Supplies 518, , , , , , , , , Lease f Building ²⁶ ,382 61,382 61,382 61,382 61,382 61,382 61,382 Buildings and Imprvements ,382 61,382 61,382 61,382 61,382 61,382 61,382 Equipment - Vehicle 42,000 50,000 50,000 75,000 75,000 75,000 75,000 75,000 75,000 Equipment 42,000 50,000 50,000 75,000 75,000 75,000 75,000 75,000 75,000 Ttal Expenditures 1,850,815 2,059,741 2,521,099 2,522,760 2,280,460 2,422,460 2,239,960 2,037,830 2,183,830 59

66 YCAS YCAS Current Budgets YCAS YCAS (Including csts nt listed in YCAS budget) REVENUES Budget Scenaris: KSMP Recmmended Staffing Levels Jint Pwers Authrity (JPA) JPA Cntracts with Nn-Prfit Hybrid Mdel (JPA Cntracts with Nn- Prfit fr Sheltering/ Public Agency fr Field Services) Jint Pwers Authrity (JPA) Budget Scenaris: Existing YCAS Staffing Levels JPA Cntracts with Nn-Prfit Hybrid Mdel (JPA Cntracts with Nn- Prfit fr Sheltering/ Public Agency fr Field Services) FTE: 20 FTE: 17 FTE: 25.3 FTE: 29 FTE: 29 FTE: 29 FTE: 25.3 FTE: 25.3 FTE: 25.3 Benefits: 38% Benefits: 38% Benefits: 38% Benefits: 30% Benefits: 27% Benefits: 27%; 38% Benefits: 30% Benefits: 27% Benefits: 27%; 38% Animal Licenses ¹ 290, , , , , , , , ,000 Business Licenses - Kennels 2,700 2,700 2,700 2,700 2,700 2,700 2,700 2,700 2,700 Humane Services 200, , , , , , , , ,115 Other Charges fr Services Fees & Charges 493, , , , , , , , ,515 Cntracts with Agencies ² 1,111,313 1,091,268 1,091,268 1,091,268 1,091,268 1,091,268 1,091,268 1,091,268 1,091,268 Yl Cunty Cntributin ³ 298, , , , , , , , ,459 YCSPCA Cntributin ⁴ , , , , , , ,000 Sheriff's Department Cntributin ⁵ , Yl Cunty Cntributin (Overhead) ⁶ , Yl Cunty Cntributin (Use f Building) ⁷ , Yl Cunty Cntributin (Utilities) ⁸ , Legal Cunsel ⁹ , Payments frm Agencies 1,409,780 1,406,727 1,868,085 1,541,727 1,541,727 1,541,727 1,541,727 1,541,727 1,541,727 Investment Earn - Restricted 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 Other Incme 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Unclaimed Prperty (Trust) - 35,000 35, Dnatins and Grants ¹º 17,000 5,000 5, , , ,000 5,000 5,000 5,000 Other 25,500 48,500 48, , , ,500 13,500 13,500 13,500 Ttal Revenues 1,928,680 2,059,742 2,521,100 2,387,379 2,387,379 2,387,379 2,159,742 2,159,742 2,159,742 TOTAL EXPENDITURES AND REVENUES YCAS Current Budgets Budget Scenaris: KSMP Recmmended Staffing Levels Budget Scenaris: Existing YCAS Staffing Levels YCAS YCAS YCAS (Including csts nt listed in YCAS budget) Jint Pwers Authrity (JPA) JPA Cntracts with Nn-Prfit Hybrid Mdel (JPA Cntracts with Nn- Prfit fr Sheltering/ Public Agency fr Field Services) Jint Pwers Authrity (JPA) JPA Cntracts with Nn-Prfit Hybrid Mdel (JPA Cntracts with Nn- Prfit fr Sheltering/ Public Agency fr Field Services) FTE: 20 FTE: 17 FTE: 25.3 FTE: 29 FTE: 29 FTE: 29 FTE: 25.3 FTE: 25.3 FTE: 25.3 Benefits: 38% Benefits: 38% Benefits: 38% Benefits: 30% Benefits: 27% Benefits: 27%; 38% Benefits: 30% Benefits: 27% Benefits: 27%; 38% EXPENDITURES 1,850,815 2,059,741 2,521,099 2,522,760 2,280,460 2,422,460 2,239,960 2,037,830 2,183,830 REVENUES 1,928,680 2,059,742 2,521,100 2,387,379 2,387,379 2,387,379 2,159,742 2,159,742 2,159,742 NET AMOUNT 77, (135,381) 106,919 (35,081) (80,218) 121,912 (24,088) 60

67 Expenditures Ftntes: 1. The three brwn clumns display infrmatin regarding the existing YCAS budget. The first clumn displays the expenditures and revenues fr FY 12-13, the secnd clumn displays the expenditures and revenues fr FY 13-14, and the third clumn displays the FY budget adding actual csts including dnated labr, unpaid verhead csts, and ther items nt included in the YCAS budget in rder t prvide an actual budget fr cmparisn purpses. 2. The three green clumns display the KSMP recmmended emplyment level (29 FTE) fr each f the three scenaris. 3. The three blue clumns use the current YCAS emplyment level (25.3 FTE) fr each f the three scenaris. 4. YCAS budget fr based n infrmatin prvided by the Sheriff's Finance Department. 5. There are numerus csts assciated with prviding animal services t Yl Cunty that are nt reflected in the existing YCAS budget. In rder t prvide an accurate baseline cst fr ur study we have identified these csts, and included them in the third brwn clumn. These csts include items such as dnated labr frm YCSPCA and the Sheriffs Department, free use f the existing shelter facility, and unpaid verhead csts. This clumn prvides the actual cst f animal services in the Cunty. 6. The JPA mdel assumes that all staff are emplyees f the JPA, which is gverned by Yl Cunty, Davis, UC Davis, West Sacrament, Winters, and Wdland. 7. This mdel assumes that the JPA has n emplyees, and cntracts fr all services (including field services) with a nn-prfit. 8. This mdel assumes that the JPA has n emplyees. Instead, the JPA cntracts animal sheltering services t a nn-prfit and cntracts with a public agency (such as the Sheriff's Department) fr field services. 9. The emplyment level at YCAS fr FY is 18 full-time emplyees (accrding t the Sheriff's Finance Department). Hwever, this des nt include cntract veterinarians, unpaid inmates wrking in the kennels, part-time/ extra help emplyees, r staff paid by Yl Cunty SPCA (permanently hused at YCAS). After cnsidering all the emplyees invlved in ffering animal services t Yl Cunty, the actual FTE is The KSMP staffing and prgramming study recmmends the equivalent f 29 full-time emplyees fr YCAS. Further detail regarding the recmmended staffing levels can be fund in the KSMP reprt. 11. YCAS currently pays its 18 FTE an average f 38% f their ttal cmpensatin in benefits. 12. Benefits fr the JPA mdel are estimated at 30% based n a Bureau f Labr Statistics reprt stating that private emplyer csts fr emplyee benefits averaged 29.7% f ttal cmpensatin. SOURCE: Bureau f Labr Statistics (June 12, 2013). Emplyer Csts fr Emplyee Cmpensatin. Retrieved frm Benefits fr the JPA Cntract with Nn-Prfit mdel are estimated slightly lwer, at 27%. 13. The additinal salaries csts fr FY represent an estimate f the salaries fr the tw full-time staff paid by Yl Cunty SPCA, as well as the cst f YCAS' cntract veterinarian (previusly listed in the budget under Services and Supplies). 14. The part-time wages csts fr FY represents an estimate f the cst f replacing part-time emplyees currently prvided by the Sheriff's Department r YCSPCA. This includes a part time (0.4) Vlunteer Crdinatr (paid fr by the Sheriff's Department), a part-time (0.4) Prgram Crdinatr (paid fr by YCSPCA), and seven unpaid inmates wrking part-time as kennel wrkers (prvided free f charge by the Sheriff's Department). In the blue and green clumns the part-time wages rw reflects the ttal cst f part-time emplyees included in each scenari. 15. Reflects the estimated csts f YCSPCA benefits prvided t their tw dnated emplyees hused at YCAS. 16. The existing cst fr clthing at YCAS includes $1,000 annually fr field fficers, and $600 annually fr Clerks. In the new entity we have assumed that the frnt ffice staff will n lnger have t wear a unifrm. Therefre, we have prjected the cst f prviding unifrms t field fficers t remain the same ($1,000 per field fficer annually * 8 Field Officers= $8,000), while all ther emplyees will be expected t wear their wn clthing. 17. The cst f ffice supplies has been prjected t increase a small amunt in the green clumns due t the increase in staffing. 18. YCAS budgeted $200,000 fr cntracts with veterinarians in FY The initial $150,000 pays fr the full-time cntract veterinarian with KSMP. The additinal $50,000 pays fr additinal cntracted hurs as needed. 19. The FY utilities bill fr YCAS was $4, Hwever, an estimated additinal $1,000 has been added t all budget prjectins fr water and sewage. Water and sewage services are shared between YCAS and the jail, with an apprximate cmbined bill f $4,000. It is nt pssible t separate the cst f YCAS and the jail, s we have included an estimate f the prtin that YCAS wuld be respnsible fr. 20. The cst f vehicle fuel has been prjected t increase a small amunt in the green clumns due t the increase in staffing. 21. Reflects the cst f verhead services currently prvided by Yl Cunty, but nt included in the YCAS budget. Due t a lngstanding Maintenance f Effrt between the Cunty and Sheriffs Department, these csts are nt currently paid fr by the Sheriff. Overhead csts include building/equipment use, the cuntywide audit, IT services, human resurces, the CAO's ffice, treasurer-tax cllectr, auditr-cntrller, and general services. If a JPA is frmed, all f these services will need t be prvided and paid fr. 22. Reflects the actual csts f Cunty Cunsel services prvided t YCAS in FY 12-13, which are nt currently paid fr due t an MOE between the Sheriff's Department and Cunty. If a JPA is frmed, this service will need t be paid fr. 23. Reflects the cst f JPA versight services prvided by the Yl Cunty Auditr-Cntrller. Estimate was prvided by the Yl Cunty Auditr-Cntrller's Office. 24. If a JPA is frmed the JPA will be respnsible fr cnducting an annual independent audit. The price f an audit is estimated at $10,000, based n an estimate frm the Yl Cunty Auditr-Cntrller. 25. If a JPA is frmed the JPA will need t cntract with an agency fr JPA management services, including the management and enfrcement f RFPs, MOUs, cntracts. The $4,800 included in this budget is based n an estimate frm the Yl Cunty Administratr's Office regarding what it wuld cst fr them t prvide the service. This estimate includes an estimated 60 hur f wrk annually, at the CAO's staff rate f $80 per hur. 26. Currently, YCAS is hused in a building wned by Yl Cunty. If the gvernance mdel f YCAS changes the rganizatin shuld expect t lease the building frm Yl Cunty at a market rate. The rate used fr these budget prjectins (as quted by the Yl Cunty Administratr's Office) is $0.80 per square ft, with a ttal f 6,394 Sq. Ft. fr the existing building and ancillary. 0.8 per sq. ft. * 6,394 sq. ft.= $5,115.2 * 12 mnths= $61,

68 1. Revenues frm animal licenses have been prjected t increase fr mdels utilizing the KSMP staffing and prgramming recmmendatins. The KSMP study prjects that thrugh increases in canvassing and cllectins effrts, dg license cmpliance can increase frm 30% t 40%. Estimates were calculated by multiplying the average "per dg" license revenues ($25.69) by the estimated increase in dg licenses (5,163 dgs), then added t the existing revenue prjectins ($400,000). This estimate des nt include a prjected increase fr cat licenses, althugh revenues frm cat licenses wuld likely increase a small amunt. 2. The agency cntributins t YCAS have been prjected t remain the same ( s that the Net Amunt is relative t current csts fr cmparisn purpses). This includes cntracts with Davis, West Sacrament, Winters, Wdland, and UC Davis. 3. The Cunty's cntributins t YCAS have been prjected t remain the same (s that the Net Amunt is relative t current csts fr cmparisn purpses). 6. Reflects the resurces assciated with verhead services ffered t YCAS by Yl Cunty free f charge. These services include services such as equipment use and maintenance, the cuntywide audit, IT services, human resurces, the CAO's ffice, treasurer-tax cllectr, auditr-cntrller, and general services. We have assumed that YCAS will be expected t begin paying fr these services if the gvernance mdel is changed. 7. Reflects the resurces assciated with using the existing YCAS building, which Yl Cunty currently prvides free f charge. If the gvernance mdel changes this will have t be paid fr at a market rate. The rate used fr these budget prjectins is $0.80 per square ft, with a ttal f 6,394 Sq. Ft. fr the existing building and ancillary. 0.8 per sq. ft. * 6,394 sq. ft.= $5,115.2 * 12 mnths= $61, Reflects the cst f utilities including electric, water, and sewage, which Yl Cunty currently pays fr YCAS. Revenues Ftntes: 4. Reflects estimated revenues assciated with Yl Cunty SPCA's cntributin f 2.4 emplyees t YCAS. This cntributin is included as a "revenue" in rder t ffset the cst f these emplyees included in the "expenditures" prtin f the budget. We have assumed that this partnership with YCSPCA will cntinue even if the gvernance mdel f YCAS is changed. 5. Reflects estimated revenues assciated with the Yl Cunty Sheriff's Department's cntributin f 7 part-time unpaid inmates wrking in the kennels, and a part-time (0.4 FTE) Vlunteer Crdinatr. We have assumed that these cntributins wuld nt cntinue if the gvernance mdel f YCAS is changed. 9. Reflects the resurces assciated with Yl Cunty prviding legal cunsel t YCAS free f charge. We have assumed that YCAS will be expected t begin paying fr this service if the gvernance mdel is changed. 10. The KSMP staffing recmmendatins include a full-time Develpment Crdinatr psitin. This persn is prjected t raise a minimum f $100,000 in grants and dnatins annually. Hwever, the actual revenues will be unpredictable, and may be mre r less than this estimate n any given year. 62

69 ACTUAL COST OF THE CURRENT PROGRAM Befre develping budget prjectins we began by identifying the actual current cst f prviding animal services t Yl Cunty and the agencies cntracting fr the service. The YCAS budgets fr FY and are prvided in ur budget spreadsheet t develp a baseline understanding f the cst. Hwever, there are numerus expenditures and resurces assciated with prviding animal services t Yl Cunty that are nt reflected in the YCAS budget, as there are many efficiencies achieved by being part f the Sheriff s Department, and the Cunty as a whle, that are nt being passed thrugh t the five cntract agencies. In additin, YCSPCA prvides staff resurces at n cst t YCAS. In ur budget prjectins we have identified and quantified these additinal expenditures and resurces in rder t prvide the mst accurate understanding f hw much the existing YCAS prgram actually csts. The dark brwn clumn in ur budget displays the FY budget including these additinal resurces, which have been included in bth the expenditures and revenues prtins f the budget in rder t create a balanced budget. It is necessary t nte that althugh included in the revenues prtin f the budget, these are nt actually revenues but resurces, many f which may n lnger be prvided t YCAS if the gvernance mdel is changed. ADDITIONAL STAFFING COSTS The current YCAS budget reflects a staff f 18 full-time emplyees (FTE). Hwever, this FTE number cannt fairly be used fr cmparisns as there are numerus staff members prvided r paid by ther entities that are nt reflected in this staffing ttal. Table 14 belw displays a list f the additinal staff, and prvides a descriptin f wh pays fr them. TABLE 14: EMPLOYEES NOT INCLUDED IN THE YCAS BUDGET Psitin FT/PT Reasn Psitin is nt reflected in the YCAS Budget Veterinarian 1FT Prvided thrugh a cntract with KSMP, rather than as an emplyee f YCAS. This cst is included in the YCSA budget under Services and Supplies rather than Staffing and Benefits, and is nt included in the YCAS FTE. Kennel Wrkers 7 PT The Sheriff s Department currently prvides apprximately 7 inmates fr several hurs each mrning free f charge, in rder t cmplete daily kennel activities such as cleaning and feeding. Prgram Crdinatrs 2.4 FT These staff are paid by Yl Cunty SPCA, but are permanently hused at YCAS Vlunteer Crdinatr 0.4 FT This psitin is currently paid by the Sheriff s Department rather than YCAS. OVERHEAD COSTS Yl Cunty currently prvides numerus verhead services t YCAS which are nt included in the budget. Due t a lngstanding Maintenance f Effrt between the Cunty and Sheriff s Department these csts are nt paid fr by the Sheriff s Department. Overhead csts include use f equipment, the cuntywide audit, IT services, human resurces, the Cunty Administratr s Office, the Treasurer-Tax Cllectr, the Auditr-Cntrller, and general services. Althugh these services are nt currently being paid fr by YCAS, the Cunty des keep a recrd f the csts. This is the number ($123,399) we have included in ur budget t reflect the ttal cst f verhead fr YCAS. 63

70 UTILITIES YCAS des nt currently pay fr its utilities, as these are prvided by Yl Cunty and paid fr ut f the General Fund. If the gvernance mdel f YCAS is changed, the new entity wuld becme respnsible fr paying the utilities bill (in FY this amunted t $44,981.64). In additin, YCAS shares a sewage and water system with the Cunty jail, which is paid fr by the Cunty. It is impssible t separate the $4,000 annual bill between YCAS water and sewage use frm that f the Cunty jail, s we have included an additinal $1,000 t accunt fr this service. LEGAL COUNSEL Legal Cunsel is anther Cunty service which the Sheriff s Department des nt pay fr, and therefre is nt included in the YCAS budget. Hwever, Yl Cunty Cunsel des keep a recrd f the legal services they prvide t YCAS, as well as the csts assciated with them. Fr FY legal services t YCAS amunted t $10,395, which we have included in ur updated budget. LEASE OF BUILDING The current YCAS shelter building is wned by the Cunty, and is ffered t YCAS fr use free f charge. Hwever, if the gvernance mdel f YCAS is changed, we shuld expect that the new entity will be charged fr use f the building. We have prjected a ptential lease cst using the market rate f $0.80 per square ft, as quted t us by the Yl Cunty Administratr s Office. YCAS current building is 3,681 sq. ft., with an additinal annex f 2,713 sq. ft., fr a ttal f 6,394 sq. ft. We multiplied the ttal square ftage by the cst per square ft, and then again by 12 mnths (6,394 * 0.80 * 12= $61,382) in rder t reach ur prjected lease cst. EXPENDITURES By far the greatest expenditures assciated with YCAS are salary and benefits. Hwever, the prgram als spends mney n services and supplies, buildings and imprvements, and equipment. SALARIES During the initial stage f ur salary research ur gal was t identify and cnsider a wide variety f ptential salary surces. We attempted t gather salary infrmatin frm a ttal f thirteen surces, as listed belw: Yl Cunty Animal Services The cmparable rganizatins used in the KSMP study City f Chic Animal Services City f Sacrament Animal Care Services San Luis Obisp Cunty Animal Services Sacrament Cunty Animal Care and Regulatin Santa Cruz Cunty Animal Shelter Silicn Valley Animal Cntrl Authrity Sacrament SPCA Sammie s Friends Placer SPCA Payscale.cm 64

71 Sciety f Animal Welfare Administratrs Cmpensatin and Benefits Reprt Fair Pay fr Nrthern Califrnia Nnprfits Reprt Next, we began the prcess f setting ur salary assumptins fr emplyees hired by the JPA, using an average f the five public rganizatins mst cmparable t Yl Cunty in terms f husehld incme. Table 15 displays the median husehld incme f each cmparable rganizatin used in the KSMP prtin f the study, and highlights in blue the rganizatins mst apprpriate t use in Yl Cunty s salary prjectin prcess. TABLE 15: PUBLIC ORGANIZATIONS USED IN SALARY ASSUMPTIONS Surce f Cmparisn City/Cunty Median Husehld Incme Yl Cunty Animal Services Yl Cunty 57,920 City f Chic Animal Shelter City f Chic 41,632 City f Sacrament Animal Care Services City f Sacrament 50,781 San Luis Obisp Cunty Animal Services San Luis Obisp Cunty 58,630 Sacrament Cunty Animal Services Sacrament Cunty 56,553 Santa Cruz Cunty Animal Services Santa Cruz Cunty 66,030 Silicn Valley Animal Cntrl Authrity Silicn Valley 89,064 Sacrament SPCA Ranch Crdva; Elk Grve 53,878; 78,564 Sammie s Friends Nevada Cunty 58,077 Placer SPCA Placer Cunty 74,645 After identifying the average salaries fr public rganizatins cmparable t Yl Cunty we discvered that sme f the salary averages were higher than Yl Cunty emplyees are currently paid. As any ptential change in gvernance is intended t save the cntracting agencies mney, we have chsen t cap salaries at the high end f the existing Yl Cunty pay scale, when a cmparable psitin exists. Fr example, the average salary fr Registered Veterinary Technicians at cmparable rganizatins is $47,059, while the highest a RVT in Yl Cunty can currently be paid is $41,688. We have capped the salary fr this psitin at $41,688, s as nt t increase csts t the agencies. After identifying the average f cmparable rganizatin, and identifying a salary cap, we recmmend JPA emplyee salaries fr each psitin. All JPA salary assumptins are cmmensurate with the average f cmparable rganizatin salaries, except in instances when the salary cap is lwer than the average salary. In these instances we recmmend a salary cmmensurate with the highest pint in the existing salary range. Clumn fur in Table 16 displays the JPA emplyee salary assumptins. 65

72 TABLE 16: METHODOLOGY FOR PROJECTING JPA EMPLOYEE SALARIES Psitin Average Salary at Cmparable Public Organizatins Yl Cunty Existing Pay Range JPA Salary Recmmendatin Executive Directr 100,836 81,636 99,228 99,500 Shelter Manager 63,533-63,500 Supervising Field Officer 61,825* 42,744-51,948 52,000 Senir/Lead Field Officer 50,912-51,000 Field Officer 45,575 39,636-48,168 45,500 Frnt Office Supervisr 44,301 34,128 41,484 41,500 Frnt Office Clerk 36,855 30,756-37,380 37,000 Frnt Office Assistant 29, ,428 29,500 Shelter Veterinarian 95,853-96,000 Registered Veterinary Technician 47,059 34,296-41,688 41,500 Nn-Licensed Veterinary Assistant 36,528-36,500 Animal Care Attendant 36,528 23,616-28,692* 36,500 Kennel Wrkers - - $10/hur* Outreach and Develpment Crdinatr 53,736* - 54,000 Vlunteer/Fster Crdinatr 51,360 39,144-47,580 47,500 * Indicates instances in which exceptins were made t the methdlgy. The ftntes in Appendix G, Figure 5 prvide a detailed descriptin f these exceptins. Next, we prjected ur nn-prfit salaries at a rate f 10% belw ur JPA emplyee salary assumptins, based n findings frm the U.S. Bureau f Labr Statistics 16 which indicate that when cnsidering full-time emplyees acrss all ccupatins nn-prfit emplyees are paid an average hurly rate f $21.68, as cmpared t the average hurly rate f $25.16 that lcal gvernment emplyee are paid. This indicates that nn-prfit emplyees are typically paid apprximately 86% f what lcal gvernment emplyees. It shuld be nted that this difference in wages is based n a calculatin f all full-time wrkers, and varies depending n the specific ccupatin (management, technical, etc.). While researching ptential salaries fr the budget prjectins we cnsidered infrmatin frm several surces. Mst significantly, we requested salary infrmatin frm the nine cmparable rganizatins that were being used in the staffing and prgramming prtin f the study. We analyzed salary levels frm several f these rganizatins, althugh we received very little infrmatin regarding salaries at the cmparable nn-prfits and private rganizatins, as these rganizatins d nt legally have t share their budget and salary infrmatin. Therefre, we cnsidered salary suggestins frm payscale.cm fr nnprfit/private rganizatins in Yl Cunty, average salary levels fr animal services rganizatins (private, public, and nnprfit) n a natinal level thrugh 16 U.S. Bureau f Labr Statistics. (2009). Wages in the Nnprfit Sectr. 66

73 the Sciety f Animal Welfare Administratrs Cmpensatin and Benefits Reprt 17, and average salaries fr nnprfit animal service rganizatins in the Sacrament regin 18. Once all f this infrmatin had been cllected, we narrwed the salary range by identifying the cmparable rganizatins clsest t Yl Cunty in terms f husehld incme. This indicated that the best cmparable rganizatins in terms f salary range were the Cunty f Sacrament, Sammie s Friends, and the Cunty f San Luis Obisp. BENEFITS YCAS pays its eighteen full-time emplyees apprximately 38 percent f their ttal cmpensatin in benefits, which is smewhat higher than the natinal average f 35.2 percent fr state and lcal gvernments 19. The greatest ptential area f savings in switching frm the existing gvernance mdel t a JPA is the lwer benefits rates assciated with private rganizatins. This reprt recmmends that the prpsed JPA mdel shuld expect a benefits rate f apprximately 30% f ttal emplyee cmpensatin, based n findings in a U.S. Bureau f Labr Statistics reprt that studied emplyer csts fr emplyee cmpensatin. The reprt finds that benefits in the private sectr cst apprximately 29.7% f ttal emplyee cmpensatin, as cmpared t the 35.5% average cst f benefits fr state and lcal gvernment emplyers. This 29.7% includes paid leave, supplemental pay, health insurance, retirement and savings, and legally required benefits including Scial Security, Medicare, State and Federal Unemplyment, and Wrkers Cmpensatin. The recmmended benefits rate fr a JPA cntracting with a nnprfit rganizatin was much mre difficult t prject, as there is limited infrmatin available n the actual cst f emplyee benefits at nnprfit rganizatins. In fact, we were unable t find a single study which identifies an apprpriate benefits rate fr nn-prfit emplyees. We suspect this is largely due t the extreme variance in the level f benefits ffered at nn-prfit rganizatins, with sme rganizatins ffering nly minimal emplyee benefits and sme adpting exhaustive benefits packages as a methd f attracting and retaining emplyees. Fr instance, a study f Nrthern Califrnia nn-prfits 20 fund that 95% f survey participants ffer sme type f insurance t emplyees, althugh the type and level f insurance differed significantly. Fr instance, 81% f rganizatins utilized a Health Maintenance Organizatin (HMO) plan, while 46% f rganizatins ffered a Preferred Prvider Organizatin (PPO) plan. Additinally, 84% f rganizatins ffered dental insurance, 69% f rganizatins ffered visin insurance, 67% ffered life insurance, and 14% did nt prvide any type f insurance ther than basic health. Nn-prfit rganizatins als varied significantly in the perid f time emplyees must wait befre health cverage begins, as well as the percentage f insurance csts that the emplyer cvers. The reprt indicated that nn-prfit rganizatins als varied greatly in their paid-time ff practices, including the number f vacatin and sick days ffered and the type f emplyees (part-time versus full-time) that received paid-time 17 Sciety f Animal Welfare Administratrs. (2011). Cmpensatin and Benefits. 18 Nnprfit Cmpensatin Assciates. (2011). Fair Pay fr Nrthern Califrnia Nnprfits: The 2011 Cmpensatin and Benefit Survey. 19 Bureau f Labr Statistics. (2013). Emplyee Csts fr Emplyee Cmpensatin. Retrieved frm 20 Nnprfit Cmpensatin Assciates. (2011). Fair Pay fr Nrthern Califrnia Nnprfits: The 2011 Cmpensatin and Benefit Survey. 67

74 ff. Because nn-prfits have such flexibility t set emplyee benefits accrding t their needs it is difficult t pinpint an apprpriate benefits rati fr nn-prfit emplyees. Hwever, we have determined that a nn-prfit rganizatin can expect a benefits rate smewhat lwer than a private r gvernment rganizatin, based n the increased flexibility that nn-prfit rganizatins have in selecting their benefits packages. Fr this reasn we have prjected that a JPA cntracting with a nn-prfit rganizatin fr service can expect a benefits rate f apprximately 27% f ttal emplyee cmpensatin. A mre detailed explanatin f ur benefits prjectins can be fund in Appendix G f this reprt. in which benefits typically accunt fr 29.7 percent f an emplyer s cst fr emplyee cmpensatin in the private sectr. This 29.7 percent includes paid leave, supplemental pay, health insurance, retirement and savings, and legally required benefits including Scial Security, Medicare, State and Federal Unemplyment, and Wrkers Cmpensatin. Additinally, infrmatin prvided by cmparable nn-prfit rganizatins in the Sacrament regin indicated that nn-prfit s typically pay a lwer benefits rate than ther private rganizatins, ranging frm apprximately 25 t 27 percent. In the JPA Mdel we assume that benefits will cst apprximately 30 percent f each emplyee s ttal cmpensatin, based n the natinal average fr private industries. In all mdels that include a cntract with a nn-prfit we have assumed a benefits rate f 27 percent, based n the averages prvided by cmparable nnprfits in the regin. The tables belw display ur salary and benefit prjectins fr the JPA and Nn-Prfit gvernance mdels, which were develped using the methdlgy and surces listed abve. Fr full tables f salary and benefit prjectins by mdel see Appendix H. TABLE 17: SALARY AND BENEFITS PROJECTIONS FOR JPA GOVERNANCE MODEL Psitin Salary/Wages Benefits Rate Cst f Benefits Ttal Shelter Directr $99,500 30% $42,700 $142,200 Shelter Manager $63,500 30% $27,200 $90,700 Animal Care Attendant $36,500 30% $15,560 $52,150 Kennel Wrker $10/Hur - - $10,400 Supervising Field Officer $52,000 30% $22,300 $74,300 Lead Field Officer $51,000 30% $21,900 $72,900 Animal Field Officer $45,500 30% $19,500 $65,000 Frnt Office Supervisr $41,500 30% $17,800 $59,300 Frnt Office Clerk $37,000 30% $15,850 $52,850 Frnt Office Assistant $14, $14,750 Supervising Shelter Veterinarian $96,000 30% $41,100 $137,100 Registered Veterinary Technician $41,500 30% $17,800 $59,300 Nn-Licensed Veterinary Technician $36,500 30% $15,650 $52,150 Nn-Licensed Veterinary Assistant Per Diem Veterinarian $48, $48,000 Outreach and Develpment Crdinatr $54,000 30% $23,100 $77,100 Vlunteer/Fster Prgram Crdinatr $47,500 30% $20,400 $67,900 TABLE 18: SALARY AND BENEFITS PROJECTIONS FOR NON-PROFIT GOVERNANCE MODELS Psitin Salary/Wages Benefits Rate Cst f Benefits Ttal Shelter Directr $89,500 27% $33,100 $122,600 68

75 Shelter Manager $57,000 27% $21,100 $78,100 Animal Care Attendant $33,000 27% $12,200 $45,200 Kennel Wrker $9/Hur - - $9,360 Supervising Field Officer $47,000 27% $17,400 $64,400 Lead Field Officer $46,000 27% $17,000 $63,000 Animal Field Officer $41,000 27% $15,200 $56,200 Frnt Office Supervisr $37,500 27% $13,900 $51,400 Frnt Office Clerk $33,500 27% $12,400 $45,900 Frnt Office Assistant $13, $13,250 Supervising Shelter Veterinarian $86,500 27% $32,000 $118,500 Registered Veterinary Technician $37,500 27% $13,900 $51,400 Nn-Licensed Veterinary Technician $33,000 27% $12,200 $45,200 Nn-Licensed Veterinary Assistant Per Diem Veterinarian $43, $43,250 Outreach and Develpment Crdinatr $48,500 27% $17,900 $66,400 Vlunteer/Fster Prgram Crdinatr $43,000 27% $15,900 $66,400 OTHER EXPENDITURES In additin t salaries and benefits, LAFC als gave cnsideratin t ther expenditure categries in ur budget prjectins. Other expenditures include items such as services, supplies, buildings, and equipment. Many f these csts were prjected t remain the same, given that the number f animal intakes (r services being prvided) is nt expected t change significantly. Hwever, when we had reasnable reasn t expect a change in cst we accunted fr it in ur budget prjectins. CLOTHING/UNIFORMS One example f this is the price f prviding unifrms fr emplyees, which was reduced. Currently, all Animal Cntrl Officers and Clerks wear a Sheriff s Department unifrm. Hwever, in the new entity we might expect that the frnt ffice staff will n lnger have t wear a unifrm. Therefre, we have prjected the cst f prviding unifrms t field fficers t remain the same ($1,000 per field fficer annually * 8 Field Officers= $8,000), while assuming that all ther emplyees will be expected t prvide their wn clthing. OFFICE SUPPLIES AND FUEL We have als prjected that the cst f ffice supplies and vehicle fuel will experience a minr increase in each f the budget scenaris including the KSMP recmmended staffing levels. This is based n the assumptin that the higher staffing level will result in the need fr mre supplies and fuel. Hwever, given that the staffing level is nly recmmended t increase by apprximately 4 FTE, we did nt prject a majr change in this area. ADDITIONAL EXPENDITURES DUE TO CHANGE IN GOVERNANCE STRUCTURE In additin t the many expenditures included in the YCAS budget, we identified several expenditures that are nt currently necessary fr YCAS, but wuld becme necessary shuld a JPA be frmed. JPA OVERSIGHT 69

76 The Yl Cunty Auditr Cntrller recently launched a new prgram which will prvide financial versight t all JPA s assciated with the Cunty, t ensure that n majr financial issues arise. Accrding t the Auditr- Cntrller, prvisin f this service shuld cst apprximately $5,000 annually. ANNUAL INDEPENDENT AUDIT Shuld a JPA be frmed, the rganizatin will becme respnsible fr cntracting t receive annual independent audits. Accrding t the Yl Cunty Auditr-Cntrller, this service shuld cst apprximately $10,000 per year. JPA MANAGEMENT If a JPA was frmed, a variety f JPA management tasks such as prducing RFPs and negtiating and enfrcing cntracts and MOUs. It wuld be necessary fr the new entity t cntract with smene t prvide this service. The estimate f $4,800 is based n a calculatin frm the Yl Cunty Administratr's Office regarding what it wuld cst fr them t prvide the service. This ttal includes an estimated 60 hur f wrk annually, at the CAO's staff rate f $80 per hur. REVENUES Revenues fr animal services in Yl Cunty cme frm several surces, including fees and charges (animal licenses, humane services, etc.), payments frm utside agencies fr services (cntracts with Yl Cunty, Davis, UC Davis, West Sacrament, Winters, and Wdland), and ther revenues (investments, dnatins, grants). Many f these revenues have been assumed t remain the same in ur budget prjectins. Fr the revenue surces we have prjected t increase, ur assumptins are described belw. ANIMAL LICENSES The KSMP prgramming prtin f this study makes several recmmendatins intended t increase animal license cmpliance. Currently, apprximately 30 percent f dgs in Yl Cunty are licensed, fr a ttal f 15,691. With the increased licensing canvassing and cllectins activities recmmended by KSMP we can expect license cmpliance t increase t apprximately 40 percent 21, adding an additinal 5,163 licensed dgs. License csts vary based n the number f years purchased, and spay/neuter status f the dg, making it difficult t prject the exact amunt f revenues assciated with each additinal licensed dg. Instead, we calculated the average revenue per dg by dividing the ttal annual animal license revenues ($403,035) by the number f licensed dgs (15,691), fr a ttal f $25.69 per dg. We multiplied the per dg ttal by the number f expected additinal licenses t determine the prjected increase in animal license revenues ($25.69 * 5,163= $132,615). This number was added t the existing animal license revenue prjectin f $400,000, resulting in the revenue prjectin f $532,637 fr animal licenses. 21 UC Davis Kret Shelter Medicine Prgram. (2013). 70

77 These prjectins d nt include an increase fr cat licensing, as it is difficult t predict hw much f an increase in cat licenses we can expect with the KSMP recmmendatins. Hwever, it is wrth nting that if cat licenses are made mandatry, cat license revenues wuld likely increase a small amunt. DONATIONS AND GRANTS The KSMP staffing recmmendatins include a recmmendatin t hire a full-time Public Outreach and Develpment Crdinatr t slicit additinal revenues fr the rganizatin. Fr this reasn, ur revenue prjectins fr the KSMP recmmended staffing scenaris include $100,000 in additinal grants and dnatins. While it is reasnable t assume that the added psitin will increase the level f grants and dnatins, the effectiveness f this will vary greatly depending upn a number f factrs. The $100,000 is an assumptin, and cannt be expected t remain cnsistent. NET EXPENDITURES AND REVENUES When cmparing csts between the varius existing and ptential animal services mdels discussed in this study, ne f the best indicatrs is the net amunt, listed at the very end f each budget prjectin. Fr cnvenience, we have included a net amunts summary belw, in Table 18. TABLE 19: BUDGET PROJECTION NET AMOUNTS Jint Pwers Authrity (JPA) KSMP Staffing and Prgramming Recmmendatins (29 FTE) JPA Cntracts with Nn- Prfit Hybrid Mdel (JPA Cntracts with Nn-Prfit fr Sheltering, Public Agency fr Field Services) Current YCAS Staffing and Prgramming (25.3 FTE) Jint Pwers Authrity (JPA) JPA Cntracts with Nn- Prfit Hybrid Mdel (JPA Cntracts with Nn-Prfit fr Sheltering, Public Agency fr Field Services) Ttal Expenditures 2,522,760 2,280,460 2,422,460 2,239,960 2,037,830 2,183,830 Ttal Revenues 2,387,379 2,387,379 2,387,379 2,159,742 2,159,742 2,159,742 Net Amunt (135,381) 106,919 (35,081) (80,218) 121,912 (24,088) *Net Amunts in parentheses ( ) represent negative amunts. The number represents additinal cst as cmpared t current csts. The net amunt displays the amunt f revenues left ver after all expenditures have been accunted fr. Each net amunt listed in parentheses indicates a negative number, in which the prgram spends mre than it cllects in revenues. Psitive numbers wuld reflect savings Fr the purpses f cmparisn, we listed the cst f all annual cntracts and cntributins frm the agencies receiving animal services frm the Sheriff s Department (Yl Cunty, Davis, Winters, West Sacrament, Wdland, and UC Davis) t remain the same. This means that the net amunt, whether negative r psitive, indicates the dllar amunt that the invlved entities stand t gain (r lse) if that particular mdel and scenari are implemented, as cmpared t what they are currently spending. Any savings r lsses wuld be divided between the six agencies. 71

78 The net amunts in Table 19 indicate that several f the ptential changes t YCAS gvernance mdels cnsidered in this reprt (including the JPA mdel and the Hybrid mdel) have the ptential t cst Yl Cunty and its five cntract agencies slightly mre than they currently pay. The mdel in which a JPA cntracts with a nn-prfit rganizatin fr all animal services has the ptential t save apprximately $100,000. The net amunts in Table 18 indicate that all the ptential changes t YCAS gvernance mdel discussed in this reprt have the ptential t cst Yl Cunty and its five cntract agencies slightly mre than they currently pay. CONCLUSION The budget prjectins described in this prtin f the study represent a cnservative estimate f the csts assciated with changing the gvernance mdel f YCAS. It is necessary t nte that these budget prjectins (as with any budget prjectins) are based n a series f assumptins that, if changed, wuld change the final utlk f each prjectin. Fr this reasn, we cnsistently selected cnservative estimates where assumptins were invlved, in rder t avid an underestimatin f the cst. Hwever, these budget prjectins are unlikely t represent the exact cst f changing the gvernance mdel, as the csts wuld be altered up r dwn based n the chices that are made during the implementatin prcess. These budget prjectins are intended t give an idea f the ptential cst f each gvernance mdel cnsidered, rather than an exact budget t be adpted and implemented shuld the gvernance mdel be changed. 72

79 APPENDIX A: SCOPE OF WORK GOALS 1. Cmplete an analysis f current and histrical data t prvide an accurate fundatin fr additinal recmmendatins n staffing, animal care, field services and facility planning 2. Build and expand n the LAFCO 2012 reprt with specific recmmendatins based n a detailed analysis f peratinal needs and pprtunities particular t the YCAS shelter and cmmunity; with cmparisn where apprpriate with ther sheltering prgrams f similar size and scpe as well as statewide and natinal standards and best practices. 3. Based n this expanded analysis, prvide recmmendatins fr lng-term rganizatin prgramming and structure changes, including apprpriateness f public versus private sectr rle in meeting prgrammatic recmmendatins 4. Arrive at a plan fr animal services in Yl Cunty and its incrprated cities that will meet cmmunity needs and expectatins in an effective and efficient way given the public and private resurces available. AREAS FOR REVIEW DATA COLLECTION AND ANALYSIS 1. The current data cllectin system at the shelter is insufficient t prvide accurate, reliable data in an efficient manner. Evaluate each f the fllwing categries f data cllectin activities t frm a sund basis fr the recmmendatins in the additinal areas fr review listed belw, as well as a future basis fr nging prgram evaluatin. a. Categrizatins, uses f fields in shelter management sftware b. Outcmes, risks fr euthanasia, lengths f stay and ther statistical data c. Number and types f field calls - including current data cllectin prcess d. Overall data cllectin, analysis and rutine reprting practices 2. Recmmend and implement imprvements fr the abve categries, including specific requirements fr data entry and utput t prvide industry cnsistent and accurate infrmatin. 3. Implement expanded use f shelter sftware t generate additinal data fr future measurement f utcmes and ther measurable data. PROGRAMMING 1. Fr each f the fllwing prgrammatic areas, evaluate the peratinal needs and pprtunities particular t the YCAS shelter and cmmunity, and where apprpriate cmpare these with ther 73

80 sheltering prgrams f similar size and scpe as well as statewide and natinal standards and best practices. a. Animal care within the shelter, including standards fr humane husing, expected level f husbandry and enrichment. b. Ordinances fr animal care and cntrl that will best serve the cmmunities within Yl Cunty. c. Field services (including animal cntrl and law enfrcement) structure and services ffered d. Licensing prgrams e. Ancillary services vlunteer prgramming, fster care prgramming, humane educatin prgramming, fundraising, grant writing, etc. 2. Based n the abve review, recmmendatins regarding: a. Overall prgramming (including change, expansin and/r eliminatin f current prgrammatic areas) b. Future prgramming gals fr rganizatin 3. Prvide assistance in develping cst allcatin strategy fr animal services within cities and cunty ORGANIZATION STRUCTURE AND STAFFING 1. Review and evaluate the fllwing: a. Staffing needed t implement and maintain recmmended prgramming b. Review f rganizatinal structures and staffing level f similar (current and planned) shelter prgrams c. Analysis f alternative rganizatinal structures and impact f structure change n rganizatin 2. Prvide specific staffing and rganizatinal scenaris t accmplish the prgrammatic gals identified thrugh the abve review. 3. Recmmendatins fr any new technlgy needed fr budget estimates. 74

81 APPENDIX B: YCSPCA CONTRIBUTIONS TO YCAS BACKGROUND ON YCSPCA The Yl Cunty Sciety fr the Preventin f Cruelty t Animals (YCSPCA) is a private nn-prfit 501(c)(3) animal welfare rganizatin. This grup wrks with YCAS with a primary gal f imprving the lives f animals in the area. This rganizatin is a fster-hme based rescue that rescues dgs and cats frm YCAS (apprximately 200 per year) and frm the public. YCSPCA prvides adptin events fr these rescued animals, public utreach and educatin and active prmtin f the benefits f spaying and neutering. Frm the YCSPCA missin statement: The missin f the YCSPCA is t cntinuusly imprve the welfare f animals in the cmmunity thrugh prgrams that prmte the adptin f hmeless animals int permanent, lving hmes; humane educatin; spaying/neutering and the trapping, altering and releasing f feral cats. In recent years the YCSPCA has cntributed apprximately $100,000 t $150,000 in financial supprt t YCAS annually. This supprt is in the frm f emplyees f YCSPCA permanently assigned t wrk at YCAS, paid by YCSPCA. In additin, YCSPCA has dnated supplies and funds t YCAS fr specific prgrams and cntributins twards wages paid t specific YCAS staff members. YCSPCA currently has 2.5 FTE f their wn emplyees assigned t duties at YCAS, and had been cntributing ½ f the hurly wages f a part-time, 0.4 FTE, vlunteer crdinatr at YCAS frm Octber, 2011 t May, SPECIFIC JOB DUTIES AT YCAS PERFORMED BY YCSPCA PAID EMPLOYEES INCLUDE: Lst and Fund Services: Cntacting wners f lst pets and finders f fund pets fr further infrmatin, t give advice and maintain a lst and fund binder at YCAS. Checking impunded animals fr ptential matches with lst pets. Verifying infrmatin n impunded animals. Checking lst reprts against ther, nn-live and ff-site intakes including deceased animals and injured animals at lcal veterinary clinics. Adptins Prmtins and Assistance: Cmpsing bigraphies f adptable animals, maintaining the Petfinder.cm and ther assciated websites, assisting the public with adptins. Prviding sme assistance with crdinatin f adptins prmtins and marketing and ff-site adptin events. Rescue/Transfer Assistance: Extensive netwrking via and phne t find rescue/transfer placements fr shelter animals, as well as crdinating the prcessing and pickups f these animals. Als currently active in the cmmunity cats and barn cats prgrams t decrease euthanasia f unadptable cats. Prviding Cmmunity Resurces : Assisting the public with questins and/r prblems relating t animal wnership and c-existence. Prviding behavir cunseling t wners cnsidering relinquishing their pets. Referring members f the public t cmmunity resurces fr lw-cst spay/neuter and ther medical care, behaviral resurces, etc. 75

82 APPENDIX C: GLOSSARY (ABBREVIATIONS, TERMS AND EXPLANATIONS OF CALCULATIONS) ABBREVIATIONS 1. ACA: Animal Care Attendant an emplyee wh wrks n-site at the shelter perfrming animal care duties 2. ASO: Animal Services Officer may als be called ACO at ther facilities 3. FY: Fiscal Year 4. KSMP: Kret Shelter Medicine Prgram 5. JPA: Jint Pwers Authrity 6. LAFCO : Lcal Agency Frmatin Cmmissin 7. OVH: Ovarihysterectmy surgical spay prcedure perfrmed n a female animal t prevent reprductin 8. RTO : Returned t Owner 9. RVT: Registered Veterinary Technician a licensed veterinary technician (als called ACT at YCAS) 10. SPCA: Sciety fr the Preventin f Cruelty t Animals. 11. TNR : Trap, Neuter, Return 12. UCD: University f Califrnia at Davis. 13. YCAS: Yl Cunty Animal Services 14. YCC : Yl Cmmunity Cats 15. YCSPCA : Yl Cunty Sciety fr the Preventin f Cruelty t Animals GENERAL ANIMAL SHELTER AND YCAS RELATED TERMS 1. Asilmar Accrds - Develped in 2004, the Accrds are a set f Guiding Principles, standardized definitins, a statistics table fr tracking shelter ppulatins, and a frmula fr determining shelter live release rates. The purpse f the definitins, table, and live release rate frmula is t prduce a unifrm system s that shelters and ther stakehlders can get a better understanding f lifesaving prgress natinwide. 2. Behavir Evaluatin/Temperament Test Typically a series f tests used in an animal shelter t determine if a dg (r cat) has a temperament r persnality that makes it a safe and/r desirable adptin candidate. 3. Cmmunity Cats A term that refers t free raming cats that may be cared fr by ne r mre individuals in the cmmunity, r be fending fr themselves, but des nt have an identified legal wner. 4. Dewrming Administratin f medicatin t treat fr knwn r ptential internal parasites. 5. Enrichment - Additins t an animal's envirnment with which the animal vluntarily interacts and, as a result, is believed t experience imprved physical and/r psychlgical health. Walks, tys, and sthing music are examples f enrichment. 6. Extra Help An emplyee with a limited term f emplyment, typically with a maximum f 1,000 hurs available t be wrked during a fiscal year when emplyed at YCAS. 7. Feral Cat A cat that is nt scialized t peple and acts undmesticated. 76

83 8. Field Refers t services ffered utside f the shelter, typically by Animal Services Officers, wh are als referred t as Field Officers when assigned t duty ff-site such as patrlling the cunty r respnding t a call. 9. Free Raming Cat Similar t cmmunity cats a cat that may be cared fr by ne r mre individuals in the cmmunity, r be fen ding fr themselves, but wh nt have an identified legal wner. 10. Humane Sciety General term fr a nn-prfit agency frmed t fcus n humane treatment f animals. Typically with the area served by the grup added t this term. 11. Kennel Refers specifically t the dg kennels, where dgs are hused at the shelter, but als mre generally used t refer t the shelter itself. A Field Officer might be assigned t wrk in the kennels meaning they are staying n-site at the shelter. 12. Length f Stay Hw lng an animal stays at the shelter in days. 13. Limited Admissins A shelter that limits what animals it takes in either by nt accepting strays, nly accepting sme strays r nly taking in wner surrender animals. Culd als be defined as a shelter that accepts animals nly as space becmes available. These facilities may als limit intake by requiring appintments fr incming animals, by accepting animals frm nly certain surces (fr example, nly frm the lcal gvernment animal cntrl agency), and by instituting additinal criteria such as preference t highly desirable animals. 14. Live Release An animal that leaves the shelter alive can be thrugh varius release ptins such as being returned t wner, adpted, rescued, etc. 15. Open Admissins A shelter that des nt limit admissins f animals (specifically thse animals a public shelter is mandated t take in such as stray dgs, sick and injured cats, etc.). 16. Open Adptins A cncept f minimizing restrictins and barriers t adptin fr ptential adpters in an effrt t encurage mre peple t adpt animals. 17. Over the Cunter Arriving n-site at the shelter thrugh the shelter s frnt-ffice, versus cming in frm the field. 18. Petfinder A website that many shelters and rescue grups pst adptable animals n t help ptential adpters find the type f animal they want t adpt. 19. Ppulatin Management Managing the ppulatin f animals within the shelter. This is dne by making sure animals have care prvided thrughut their stay and ideally mve thrugh the shelter and tward a release ptin in a timely manner. 20. Redemptin An animal being redeemed by a legal wner. 21. Shelter Based Neuter Return Prviding spay/neuter and return t rigin services fr cats that arrive at the shelter and are fund t have lw r n adptability. Often implemented in lieu f euthanasia t increase live release ptins fr these cats, decrease euthanasia and help cntrl the free raming cat ppulatin. 22. SPCA General term fr a nn-prfit agency frmed t fcus n animal welfare issues, stands fr Sciety fr the Preventin f Cruelty t Animals. There are many different reginal and lcal grups that use this acrnym, typically pre-fixed with the area served by the grup. 77

84 23. Targeted Spay/Neuter Prviding spay/neuter services t a specific, targeted ppulatin, especially ne that has been identified as having issues with verppulatin such as feral cats in a specific area, pitbull dgs in a specific area, etc. 24. Temperament An animal s behavir r demeanr. 25. Vaccinatin Administratin f a substance (by injectin r intranasally) t help prevent infectius disease. 26. Wellness care Care prvided t an animal in a shelter setting t prmte general wellbeing and minimize infectius disease risks including vaccinatins, dewrming, flea cntrl and ther preventative r treatment riented medical care. 27. Zntic A disease the can be transmitted frm animals t humans. CALCULATIONS AND RATES INTAKES AND OUTCOMES 1. Live Intakes Crrected (Intakes) Cunts all animals arriving at the shelter alive (s des nt include Deceased animals) and des nt include animals cming t the shelter expressly fr the medical service f spay/neuter (either as an wned animal r as part f a TNR prgram). This number is meant t represent animals at risk f euthanasia and ptentially eligible fr live release. Typically des nt include Fster Return animals as these animals wuld then be duble cunted. 2. Final Outcmes Crrected (Outcmes) Cunts all animals leaving the shelter but nly cunts thse wh arrived alive, wh did nt arrive expressly fr medical service f spay/neuter and des nt include temprary utcmes (fster and RTO with surrender). Meant t represent animals at risk f euthanasia and ptentially eligible fr live release, wh have a final utcme frm the shelter during the perid being analyzed. CALCULATIONS OF RATES BASED ON OUTCOMES 1. Adptin Rate Percentage f animals with a Final Outcme that left the shelter by being adpted. 2. Died/Missing Rate Percentage f animals with a Final Outcme that died in the shelter s care r went missing while in the shelter s care. 3. Euthanasia Rate Percentage f animals with a Final Outcme that left the shelter by being euthanized/ put t sleep. 4. Live Release Rate Percentage f animals with a Final Outcme that were released alive frm the shelter (including all live release ptins adptin, rescue, transfer, RTO). 5. Rescue/Transfer Rate Percentage f animals with a Final Outcme that left the shelter by ging t a rescue grup r anther shelter facility. 6. RTO Rate Percentage f animals with a Final Outcme that left the shelter by being redeemed by the wner. Smetimes expressed as RTO animals divided by stray animal intakes t mre accurately reflect utcmes f stray animals nly (versus including wner surrender animals fr whm an RTO utcme is almst never an ptin). 78

85 SHELTER ANIMAL INTAKES AND OUTCOMES SPECIFIC TO YCAS Intake - An animal entering the shelter. 1. Brn in Care An animal brn at the shelter r while the mther is under the shelter s care. 2. Cnfiscate An animal entering the shelter as part f a legal cnfiscatin such as wner arrested, wner evicted, r wner deceased. 3. Dispsal Request An animal entering the shelter as a deceased animal (dead n arrival/doa) fr apprpriate care f animal s remains. 4. Euthanasia Request - An wned animal whse wner is requesting the service f euthanasia at the shelter. 5. Fster Return An animal returning frm fster care (nt a unique intake, remved frm mst calculatins f intakes t prevent duble-cunting f these animals). 6. Medical An animal cming int the shelter r being assisted by field services fr specific medical care (nt cmmnly used). 7. Neuter r OVH An wned animal cming int the shelter specifically fr spay/neuter surgery. 8. Owner Surrender An wned animal being surrendered t the shelter by the wner. 9. Rabies Cnfiscate An animal cming int the shelter fr Rabies quarantine due t a bite r scratch. 10. Return An animal adpted frm the shelter and being returned within 30 days. 11. Stray An animal cming int the shelter with n knwn wner present at the time f intake. 12. Transfer An animal cming int the shelter frm anther animal shelter r rescue grup. 13. YCC Request - Cats cming int the shelter fr spay/neuter surgery t be returned t rigin by trapper as part f a Trap-Neuter-Return (TNR) prgram. Outcme - An animal leaving the shelter. 1. Adptin Adpted by the public directly frm the animal shelter. 2. Died An animal that dies while in the shelter (culd ccur while en rute t a veterinary clinic, while under care at a veterinary clinic r in a fster hme, r n-site at the shelter). 3. Dispsal An animal that arrives at the shelter deceased fr whm apprpriate care f remains is prvided. 4. Euthanized An animal that is put t sleep, typically by an injectin f a lethal substance, t end its life. 5. Fster An animal that leaves the shelter t g t a fster hme fr care until it is ld enugh, healthy enugh r behavirally sund enugh t return fr adptin r until anther alternative is fund fr it, such as rescue r transfer. This is a temprary, nt permanent, utcme. 6. Missing An animal that was in the shelter s care that is unaccunted fr at the time an animal inventry takes place. 79

86 7. Rescue An animal that leaves the shelter t g t a rescue grup r anther shelter facility fr care and adptin placement. 8. Return t Owner with Surrender An animal that is at the shelter, an wner is identified fr the animal but then decides t surrender wnership f the animal, rather than redeeming the animal. This is a temprary, nt a permanent, utcme. 9. Return t Owner (RTO) An animal redeemed frm the shelter by its legal wner. 10. Transfer An animal that leaves the shelter t g t anther shelter facility fr care and adptin placement. 11. YCC Release Cats wh leave the shelter by being returned t their rigin after being spayed/neutered and ear tipped as part f a cmmunity cats prgram. 80

87 APPENDIX D: STAFFING LEVELS OF COMPARABLE ORGANIZATIONS Psitin Yl Cunty ¹ COMPARABLE ORGANIZATION SHELTER STAFFING City f Chic ² Placer SPCA ³ Sacrament City Sacrament Cunty ⁴ Sacrament SPCA ⁵ Sammie's Friends ⁷ San Luis Obisp Cunty Santa Cruz Cunty Directr Executive Assistant Chief Operating Officer Vlunteer Crdinatr Fster Crdinatr 1.5 Administrative Officer I r II Accunting Technician Dispatcher Clerical Supervisr 1.0 Frnt Cunter Office Assistant II Veterinarian Cntract Vets On-Call Veterinarian 0.1 RVT Nn-Licensed Tech 1.0 S/N RVT Supervising ACO Senir ACO ACO Field ACO Kennel ACA/Kennel Wrker Extra Help Kennel Rescue/Adptins 13.5 Finance Sheriff's Dept HR Sheriff's Dept 1.0 Legal Sheriff's Dept Clerk III - Licensing 1.0 Shelter Supervisin/Mgmt Behavir Department 4.0 Animal Receiving 8.0 Thrift Stre All vlunteer Humane Educatin Maintenance Sheriff's Dept 0.5 IT Sheriff's Dept 2.5 Outreach/Develpment S/N Admin/Receptin/Mgr 7.0 S/N Nn-Licensed Techs 8.5 Ttal Paid Emplyees Ttal kennel/frnt FTE Inmate FTE's Vlunteers with Cre Duties Private Agency Emplyees Silicn Valley Ttal Emplyees Hurs Open t Public Per Week Hurs Shelter Staffed Per Week Hurs Field Staffed NA N/A 70 FOOTNOTES: 1. YCAS Extra Help= 1,000 hurs per fiscal year 2. City f Chic Animal Shelter des nt have a spay/neuter prgram 3. Placer SPCA des nt prvide field services 4. Sacrament Cunty Extra Help= 1,560 hurs per calendar year 5. Sacrament SPCA des nt prvide field services 6. Sammie's Friends des nt prvide field services r a spay/neuter prgram 7. San Luis Obisp Cunty des nt prvide a spay/neuter prgram, supervised vlunteer prgram, ff-site fster prgram, r develpment 81

88 APPENDIX E: TIME MOTION STUDY AND SUMMARY 82

89 83