The City of Burbank Police Department

The City of Burbank Police Department Report Burbank Animal Shelter Analysis Submitted: March 11, 2008 2401 E. Katella Avenue, Suite 220 Anaheim, California 92806 877/818-5621 714/940-6370 FAX 714/940-4930 www.americanhomelandsolutions.com

TABLE OF CONTENTS Executive Summary... 1 Key Study Observations... 2 Background... 3 Methodology/Approach... 4 Analysis & Recommendations... 5 Veterinarian Services... 5 Staffing Issues... 8 Budget Considerations... 9 Schedule/Workload Evaluation... 12 Animal Shelter Reassignment to another Department... 13 Regionalization... 14 Emergency Response Plans... 16 Facilities... 17 Conclusions... 18 Appendix 1. RFP for Veterinary Services City of Antioch 2. Veterinary Services Agreement City of Fremont 3. Occupational Employment and Wages 4. Burbank Animal Shelter Operations Schedule 5. Proposed Burbank Animal Shelter Operations Schedule 6. Volunteers of the Burbank Animal Shelter Strategic Plan

Animal Shelter Operations Analysis City of Burbank Police Department EXECUTIVE SUMMARY American Homeland Solutions, a Willdan Group Inc. Company, was awarded a contract in December 2007 by the City of Burbank. The purpose of the contract was to conduct an organizational review and evaluation of the Burbank Police Department. After the study began, the Police Department requested an immediate analysis of the Animal Shelter operations which is a functional unit under their control. Their current volunteer veterinarian has expressed a desire to retire as soon as possible. The Police Department s concern was how they could handle the non-contract medical services provided to animals when their voluntary veterinarian retires. They were also concerned with the budgetary impact associated with maintaining the current level of medical services provided by the voluntary veterinarian. The review team began their analysis by interviewing City leaders, Police Department management, Animal Shelter staff and Animal Shelter Volunteers. The desires expressed throughout these interviews were to maintain a low level of euthanasia and a high rate of adoption for animals that come into their care. The Review Team also examined documents supplied by City staff that related to Animal Shelter operational and fiscal issues. Information was developed from other cities in the greater Los Angeles area in an attempt to conduct a comparative analysis of operations. Overall, the Review Team found that the Burbank Police Department was highly respected in the community for the level of service they provided. Response to calls are handled in a timely manner and personnel address animal care issues in a humane manner. A major component of reducing cost is the services provided by the Volunteers of the Burbank Animal Shelter for the Burbank community. This active organization has developed a ten year strategic plan to prepare for meeting the current and future needs of the Animal Shelter. There may be an opportunity to develop a public private partnership in the future to meet the long term needs of the Animal Shelter. Page 1

Animal Shelter Operations Analysis City of Burbank Police Department KEY STUDY OBSERVATIONS The review team focused on methods to reduce cost and enhance service of the Animal Shelter Services. The following are the major recommendations: Hire two Part Time Veterinarian s as City employees. Reassign the Police Lieutenant to other duties. Appoint a Civilian Animal Shelter Superintendent. Reclassify a Senior Animal Control Officer to an Animal Control Officer. Perform the majority of the spay/neuter operations in-house. Increase Adoption fees to off set increased cost for spay/neuter operations. Reschedule employees work shifts to provide public access on Sundays. Develop a Burbank Animal Shelter Emergency Operations Plan that ties in to the city s overall emergency management plan. The Review Team is confident that implementation of the recommendations in this report will enhance the current operations of the Animal Shelter and will assure that it is well positioned to meet future needs of the animal shelter. Page 2

Animal Shelter Operations Analysis City of Burbank Police Department BACKGROUND American Homeland Solutions (AHS), A Willdan Group Inc. Company, was contracted by the City of Burbank in December of 2007 to do an audit and organizational review of the Burbank Police Department. The scope of the project was to conduct a top down analysis of the Police Department. During the initial portion of the review the Animal Shelter became a priority because of the desire of the volunteer veterinarian to withdraw from the program. His departure would leave the Shelter with reduced medical services for the animals. The City would be required to enhance the Animal Shelter budget to off set the loss of his services. The review team was asked to develop the Animal Shelter report as their first responsibility. The City of Burbank has been providing quality Animal Control services for many years. Their mission is to return lost animals to their owners, to find homes for animals and to control overpopulation through aggressive spay/neuter efforts. They strive to eliminate animal suffering through humane treatment of the animals. To facilitate finding homes for animals, the Shelter produces a weekly Adopt-A-Pet television program. Additionally, significant adoption information available to the public on line at their web site www.petharbor.com. The current shelter Superintendent is a Police Lieutenant who is supported by 12 full time staff positions and 60 volunteers. Both staff and volunteers work daily to provide care, food and veterinary service for the animals arriving at the Shelter. The Shelter operates six days a week allowing public access from 10am to 6pm and is closed to the public on Sundays. The Shelter is fortunate to have a volunteer veterinarian who performs medical procedures that enhance the adoptability of the animals. If it were not for the volunteer veterinarians services, the cost to treat injured or ill animals would be much more significant. The Animal Shelter workload statistics in 2007 indicated they handled 1366 cats and 1239 dogs. Forty cats and 505 dogs were returned to their owner. The Shelter arranged adoption for 955 cats and 576 dogs which represents a 93 % and 98% respective adoption rate. Currently, the majority of their Veterinarian services related to spay/neuter operations are contracted out to private veterinarians. The volunteer Veterinarian handles approximately 150 spay/neuters a year and performs many other operations on animals. The volunteer Veterinarian spends from 20 to 30 hours per week at the shelter and is available during off hours via telephone for consultations. The volunteer veterinarian oversees the Shelter s medical program. Without his oversight, the Registered Veterinarian Technician would not be able to perform her full duties. Page 3

Animal Shelter Operations Analysis City of Burbank Police Department The Animal Shelter is widely respected in the Burbank community and provides a high level of service. Through the interview process it was made clear the Animal Shelter operation is a tremendous asset to the City. The primary issues facing the Animal Shelter are:. 1. The loss of the volunteer Veterinarian and the medical service provided. 2. The Animal Shelter budget is not being funded to provide Veterinarian services at the current level. 3. The Animal Shelter staffing. 4. The Animal Shelter facility. 5. The need to increase fees. METHODOLOGY/APPROACH The AHS Project Team began its work on this project in December, 2007. During the course of this initial review they accumulated numerous documents from the City and Volunteers regarding Animal Shelter operations. These documents were reviewed and analyzed. The review team also conducted interviews with elected officials, City management, Police management, Animal Shelter staff members and Animal Shelter Volunteers. The Review Team conducted a site inspection of the Animal Shelter facilities which provided useful information relative to functionality, equipment and operational procedures. The review team examined data from other Cities in the local area including: 1. Redondo Beach 2. Santa Monica 3. Torrance 4. Pasadena 5. Glendale 6. Anaheim 7. Santa Ana 8. Hesperia 9. Long Beach The Review Team obtained comparative data from other cities; however, some information was unavailable. There was inconsistency in the information tracked by the various cities and therefore there was reluctance to a conduct direct comparative analysis. The review team analyzed the available information and developed recommendations based upon the available data that will enhance the Burbank Animal Shelter operation. Page 4

Animal Shelter Operations Analysis City of Burbank Police Department ANALYSIS & RECOMMENDATIONS There are several alternatives available to the City in resolving its issues with the Animal Shelter Operation. The review team determined that there were conflicting opinions on which Animal Shelter model would best serve the City of Burbank. The variations were dependent on the perspective of the individual or groups being interviewed. There was consensus that veterinary services need to be provided for animals in the City of Burbank. There was also consensus around the concept that the Shelter operation should euthanize as few animals as possible, should return as many to their owners as possible, and should maximize adoption opportunities. The recommendations included in this report are based upon supporting this three pronged mission. Veterinarian Services To address the immediate issue of providing on-going veterinarian services for the Animal Shelter, the review team considered several options. The planned vacation of the current volunteer veterinarian in May of 2008 would severely reduce medical treatment to Shelter animals for that month. The review team does not know with certainty that the volunteer veterinarian will return to provide continued services to the City, however, it is presumed that he will return for a short period of time. In reviewing how other cities address veterinarian service requirements it was clear that most use contracts with one or more local veterinarians. This requires that the cities transport the animals to the contract veterinarian s office for treatment or that they stipulate in the contract that the veterinarian provide on-site services. Those cities with larger operations such as Long Beach and Pasadena maintain shelters in partnership with volunteer organizations such as the SPCALA or the Pasadena Humane Society. These organizations take responsibility for the care, feeding and adoption of the animals. The larger cities also maintain full time veterinarians. The City of Burbank appears to be unique in the Animal Control area because they provide a City sponsored Animal Shelter operation with a strong medical and adoption component. The City and the community should be proud of these outstanding efforts. The cost of maintaining current veterinary service levels is a significant issue when the voluntary veterinarian resigns. The Animal Shelter Superintendent indicated that cost could approach $292,421 to provide veterinarian services on a contract basis. This includes the cost increase in the newly negotiated spay/neuter contracts. The review team took the potential cost increases into consideration in making their recommendations. 1. Alternative solutions relative to providing veterinary services. a. Immediately review current contracts for veterinarian services to determine their sufficiency in providing required medical treatment during the volunteer veterinarian vacation. Additionally, insure that the Registered Veterinarian Technician will be able to continue the present level of service during his absence. b. The City could initiate a Request for Proposal (RFP) soliciting bids to provide all veterinarian services required by the Animal Shelter. This alternative will demonstrate whether a service provider is willing to enter into a comprehensive contract for Page 5

Animal Shelter Operations Analysis City of Burbank Police Department veterinarian services. It will also establish the cost associated with that service. The RFP should be structured for multiple years which would give the City some short term cost stability. An example of an RFP for Veterinarian Services and Service Contract are attached in (Appendix 1 and 2). c. The City could hire a full time veterinarian to provide medical service to the Animal Shelter. It should be noted that the shelter demand for veterinarian services are not consistent through out the year. There are times when the Shelter is extremely busy and times where it is not. It is assumed under this model that the full time veterinarian would perform the vast majority of the spay/neuter operations for the Shelter reducing the cost of the current spay/neuter contracts. The money saved would be significant in off setting the full time veterinarian s salary and benefit package. The mean salary of a veterinarian in the Los Angeles-Long Beach area is $103,350. An estimation of benefits could increase cost of the veterinarian to approximately $139,522 (See Appendix 3). It should be noted that the potential for turnover with a full time veterinarian is significant. The reasons for this include increased earning potential in private practice, potential burn out from repeatedly performing spay/neuters operations and lack of opportunity for advancement. d. The review team was lead to believe through multiple sources that the City would find it easier to hire part-time veterinarians than a full time veterinarian. The City could hire two part time veterinarians to work a flexible schedule amounting to 3 six hour days per week. This would expand the availability of veterinarian services to the Shelter. Management staff at the Shelter could adjust the work hours of the two part time veterinarians so that they coincide with seasonal workload demands. It is likely that issues with earning potential and advancement would be mitigated with part time veterinarians. Additionally, the spay/neuter operations would be split between the two veterinarians and the potential for burn-out would be reduced. The part time veterinarians would be responsible for performing the majority of the current spay/neuter operations so the cost of the current contracts could be substantially reduced. The money saved would be significant in off setting the part time veterinarian s salaries and benefit package. It is probable that the City could hire two part time veterinarians for approximately $50.00 per hour each. Managing the part time employees work so they did not exceed 936 hours each would result in a maximum annual cost of $93,600. The fringe benefits for these employees would minimally increase that figure. It is assumed that part time veterinarians would work a total of 1872 per year which approximates the productive work hours of a full time employee. The current volunteer is working less than 1560 hours per year based on a 30 hour work week. e. The City could hire one part time veterinarian. This alternative would provide the current level of service to the Shelter and would require continuance of the existing spay/neuter contracts with local veterinarians. Hiring a single part time veterinarian working 25 hours per week would provide 1300 hours of service per year. At $50 per hour the cost would run $65,000 in direct salary plus a fringe benefit load. The current spay/neuter contracts would have to be continued. These contracts cost the City approximately $58,512 last year. The cost went up 33 percent in 2007 which will result in a $19,504 increase this year. The entire cost of the new contract which is estimated to be $78,016 Page 6

Animal Shelter Operations Analysis City of Burbank Police Department would be an on-going City expense. This figure assumes that the Part Time Vet performs the current 150 in-house spay/neuter operations. f. Conduct a search for a volunteer veterinarian to replace the current volunteer veterinarian. This option carries a high degree of uncertainty in terms of acquiring and retaining the services needed. The review team recommends option (d); hiring two part time veterinarians. This appears to be the most cost effective and operationally sound conclusion without reducing the City s commitment to quality animal care. The rational for this choice is based on several considerations including: a. Hiring part time employees provides the Shelter significant control over its veterinarian services. b. Flexibility in scheduling work hours would be an asset in matching seasonal fluctuations. c. Service continuation is assured if one of the part time veterinarian s resigns. d. The cost to the City for fringe benefits is reduced because they would work less than 20 hours per week. e. Research indicates that the probability of hiring part time veterinarians is greater than hiring a full time veterinarian. f. The service level of medical care provided to the Animals will be expanded. The below chart demonstrates the cost comparison associated with the various veterinarian options and the impact on those costs by performing or not performing in-house spay/neuter operations. PERSONNEL COST OFFSET BY PERFORMING SPAY/NEUTER IN-HOUSE Veterinarian Service Options Approximate Personnel Cost Spay/Neuter Cost Combined Cost to the City Contract Out* Unknown Unknown Unknown Full Time $139,522 -$78,854** $60,668 Two Part Time $93,600 -$78,854** $14,747 One Part Time $65,000 +78,016*** $143,016 Volunteer $0 +78,016*** $78,016 * Information would be obtained as a result of the City generating an RFP. ** Assumes 90% of spay/neuter operations performed in-house. *** Assumes current rate of 150 spay/neuters per year preformed in-house. Page 7

Animal Shelter Operations Analysis City of Burbank Police Department Staffing Issues 2. The paid staff of the Animal Shelter appears to be dedicated employees who are providing a high level of service to the community. There is minimum turn-over in the Animal Control Officer position which is an indication of these employees dedication to their work. The volunteers voiced support for employees of the Shelter in general but there were some exceptions to this generalization. There is room for reengineering the operation to achieve fiscal and operational efficiencies. It is recommended that the staffing of the Animal Shelter be changed and position classifications reevaluated as follows: a. It was stated in the Police Master Plan (2003) that the Shelter Superintendent position was filled with a Police Lieutenant. While that decision undoubtedly resolved issues at the time; it does not appear to be the most efficient and cost effective utilization of Police resources. The Police Lieutenant should be reassigned to other duties in the Police Department pending the final recommendations of the comprehensive audit report. b. The Animal Shelter Superintendent should be reverted to a Civilian classification. This will require a position analysis to determine a pay level commensurate with the job responsibilities and its alignment within the overall City management structure. A civilian Animal Control Superintendent should be placed on a 5/40 work schedule. This will allow for an extra day of coverage as compared to the current 4/40 schedule worked by the Police Lieutenant. The Department budgets for two Senior Animal Control Officers. One of the positions is currently filled the other is vacant. The current Senior Animal Control Officer has gone to school and has been developing skills in both organizational management and animal shelter operations. Should this transition be pursued, it is anticipated that the current Senior Animal Control Officer would be a strong candidate for filling the Animal Shelter Superintendent position. c. The currently vacant Senior Animal Control Officer position should be reclassified to an Animal Control Officer position. This position would allow greater latitude in responding to calls for service and would provide needed back-up to the Kennel Attendants. It is expected that overtime expenditures would be reduced through this reclassification. This position should be reviewed after a year of operation to insure that it adds value to the Shelter operations. Page 8

Animal Shelter Operations Analysis City of Burbank Police Department Budget Considerations 3. The Review Team evaluated the Animal Shelter Budgetary information supplied by the City. The Team noted discrepancies in the documents and reported them to Police Department staff. The Review Team had difficulty reconciling financial information because accounting was being tracked in two separate systems. The primary system is the City s Oracle Based financial system and the secondary system is an Access Based program run within the Police Department. The Police Department s need to run a separate financial system is a concern because of conflicting data, redundant data entry and time lags in up-dating the City financial system. The review team identified the budgetary considerations for the various staffing alternatives, issues associated with overtime and fee increases as follows: a. Reassigning the Police Lieutenant position from the Animal Shelter to other Police Department duties would reduce the Animal Shelter budget by $186,465 (composite rate). The final Police Department study findings will make a recommendation as to the disposition of this budgeted position. b. Appointing a new Civilian Animal Control Superintendent would add a salary burden of approximately $128,000 to the Animal Shelter budget. c. Reclassifying a Senior Animal Control Officer Position to an Animal Control Officer position would result in an annual savings of $12,228. d. Hiring two part time veterinarians will increase the Animal Shelter budget by approximately $93,600. This salary increase will be off-set in part by the projected savings in the spay/neuter contracts of $78,854. This figure represents 90 percent of the projected spay/neuter costs for next year. Using the savings from the spay/neuter contract reduces the cost of two part time veterinarians to $14,746. e. The Review Team noted an opportunity to save budgeted overtime in the Animal Shelter operation. Removing the Lieutenant or Safety Officer position would eliminate the need to budget $46,853 annually. A new Civilian Superintendent may use some overtime so a portion of this overtime allotment should be shifted to the non-safety category. The Review Team recommends that the transfer amount be $12,000 resulting in a $34,853 savings to the Animal Shelter budget. Page 9

Animal Shelter Operations Analysis City of Burbank Police Department The below chart provides a five year history of overtime utilization by the Animal Shelter. FIVE YEAR HISTORY OF OVERTIME UTILIZATION Fiscal Year Budgeted Budgeted Expenditure Expenditure Over/Under Over/Under Beginning Non-Safety Safety Non-Safety Safety Non-Safety Safety 2003 $9,224 $0 $32,364 $30,849 -$23,140 -$30,849 2004 $0 $0 $73,127 $36,208 -$73,127 -$36,208 2005 $0 $0 $72,077 $67,917 -$72,077 -$67,917 2006 $65,000 $46,853 $72,234 $20,829 -$7,234 $26,024 2007 $65,000 $46,853 $34,322 *$3,472 *$30,678 *$43,381 *Fiscal Year 2007/2008 expenditures are as of December 2007. f. Increasing fees for service is a subject that few like to discuss as there are always competing interests in the process. Generally fees should remain as low as possible while covering the cost of City provided services. Fee increases that are larger than expected like the 33% increase in the Animal Shelter spay/neuter contract necessitate incremental cost recovery over multiple years. Increasing the Adoption Fees for cats and dogs incrementally over the next 2-3 years would result if full cost recovery of current spay/neuter fee increases. Based on the current adoption rates, the fee increases would generate new revenue of approximately $19,504.00 after the third year. This additional revenue could be used in off setting the cost associated with hiring two part time veterinarians. i. The current fee being paid for spay/neuter operations on dogs is $48.00 and the new rate is $64.00. This increase should be passed along by increasing the Adoption Fee 10% each year for the next two years. That would result in the adoption fee increasing from the current $84.00 to $101.00 for dogs. ii The current fee being paid for spay/neuter operations on cats is $48.00 and the new rate is $64.00. This increase should be passed along by increasing the Adoption Fee 10 percent each year for the next three years. That would result in the adoption fee increasing from the current $54.00 to $70.00 for cats. Page 10

Animal Shelter Operations Analysis City of Burbank Police Department g. The top portion of the below chart demonstrates that the projected cost savings generated through re-engineering the Animal Shelter operations is $90,801. The bottom portion of the below chart demonstrates the cost to the City if the Police Lieutenant s position is retained in the Police Department. COST TO THE ANIMAL SHELTER BUDGET Re-Engineered Position Current Cost Cost Cost Difference Lieutenant $186,465 $0 -$186,465 Superintendent $0 $128,000 $128,000 Senior $98,480 $0 -$98,480 New ACO $0 $86,252 $86,252 2 Part Time Vets $0 $93,600 $93,600 Spay/Neuter Cont. $87,616 $8,762 *-$78,854 Overtime $46,853 $12,000 -$34,853 Total 419,414 328,613-90,801 COST TO CITY OF BURBANK Re-Engineered Position Current Cost Cost Cost Difference Lieutenant $186,465 $186,465 $0 Superintendent $0 $128,000 $128,000 Senior $98,480 $0 -$98,480 ACO $0 $86,252 $86,252 2 Part Time Vest $0 $93,600 $93,600 Spay/Neuter Cont. $87,616 $8,762 *-$78,854 Overtime $46,853 $12,000 -$34,853 Total 419,414 515,078 95,664 * Assumes adoption fee increased to recover cost Page 11

Animal Shelter Operations Analysis City of Burbank Police Department Schedule/Workload Evaluation 4. It is apparent that the Animal Shelter scheduling is focused on providing accessibility to the general public. The Animal Shelter is open to the public from 10:00 A.M. to 6:00 P.M. Monday through Saturday. The shelter is closed to the public on Sunday. As previously recommended, by under filling the Senior Animal Control Officer position with an Animal Control Officer the Animal Shelter should be able to provide public access on Sundays between the hours of Noon to 6:00 P.M. (See Appendix 4 and 5). This greater public access will provide a higher level of service to the community and should increase the potential for animal adoptions and enhance the return of pets to their owners. The Animal Shelter was unable to provide the review team with adequate workload statistics. The Animal Shelter implemented a new Chameleon Beach computer software system that is being used to track calls for service data. The system was installed about a year and a half ago and was inaccurate in terms of data capture until November 2007. Currently, the system was described as about 90 percent accurate. The problems expressed had to do with personnel issues and training on the system which are being addressed by management. The review team was advised that the Animal Control Officers keep daily logs but that it would be a laborious task to extract the information from this voluminous source. Another measure of workload is the number of animals serviced by the Shelter. When evaluating the animals to employee ratio, the Burbank Animal Shelter compares quite favorably to other comparison cities. ANIMAL SHELTER STAFF AND WORKLOAD COMPARISONS Animal Shelter Employees Dogs/Cats Ratio Dogs/Cats Annual Cost of Handled to Employees Operation Burbank 13 Full Time 3069 236 $1,617,802 Santa Monica 12.5 Full/Part 1000 80* $1,041,669 Time Long Beach Animal 45 F/Part Time 9131 203 $3,559,206 Control Torrance 4 Full Time 4000 1000* $349,000 Pasadena Humane Society 75F/Part Time 7858 105 $5,500,000 Note: Santa Monica &Torrance are Animal Control Operations only, they do not operate Shelters. As the above chart demonstrates the staff at the Burbank Animal Shelter is managing substantially more animals than the other Animal Control/Shelter operations, even more than Long Beach Animal Control which does not provide an adoption function. Officer workload should be reevaluated in the future once the Chameleon system generates accurate data. The time committed to calls for service should be compared to the time available for other duties including proactive patrol. The staffing should be adjusted to coincide with the outcomes of this evaluation. Page 12

Animal Shelter Operations Analysis City of Burbank Police Department Animal Shelter Reassignment to another Department 5. Another issue raised during the review of the Animal Shelter was placing the operation in another City Department. The Review Team determined that the Animal Shelter has been under the control of the Police Department for at least 30 years. Those who supported the concept of moving the Animal Shelter responsibility to another City department did so only if another recipient Department could be identified that had personnel familiar with Animal Shelter operations. None of those who discussed the potential move had a strong preference for another Department nor did they know if the move to another Department would be in the best interest of the Animal Shelter and the City. A major impetus for such a change had to do with the complaints about the length of time it takes the Police Department to hire new civilian personnel. In discussing this issue with Police personnel it was determined that there may be validity to the complaint. Hiring of civilian staff is routinely lower in priority to hiring Police Officers. This prioritization can add to the length of time required to process a civilian. It was also determined that a more extensive background investigation than is required by law was being conducted by the Police Department for civilian staff. This level of background scrutiny is highly desirable for Police Officers; however, it may not be necessary for all new hires at the Animal Shelter. The Departments concerns center around the fact that Animal Shelter staff work at an off site location in an environment where they have access to money and medical supplies including prescription drugs. The Department s position certainly has merit. Recommendations regarding the Animal Shelter reassignment include the following: a. The Police Department should implement an abbreviated background review for Animal Shelter staff that complies with current employment standards. If this recommendation is implemented, stricter management control over money and medical supplies will be required and unscheduled audits by knowledgeable Police Department personnel who are not assigned to the Shelter should be conducted. b. The Police Department should consider contracting out background investigative services to a private vendor for civilian background investigations, this should be done when Police Background Detectives are unable to complete the work in a timely manner. This recommendation may require a budget increase estimated at $10,000 annually. c. The Animal Shelter should review the turnover rates of its personnel by classification and where it is high look for job enrichment opportunities. These opportunities should be focused on minimizing the turn over rates. It was pointed out to the Review Team that the Kennel Attendant position may be one of these job categories. Page 13

Animal Shelter Operations Analysis City of Burbank Police Department Regionalization 6. Regionalization of the Animal Shelter operation was proposed during the review process. The City of Burbank s Animal Shelter is somewhat unique in that it combines animal control and sheltering with a strong animal rescue philosophy. These additional dimensions require the support of Animal Shelter Volunteers. Regionalization efforts can save money and be an excellent alternative to stand alone operations. Regionalized operations do, however, weaken local control over operational issues. The review team examined the practicality of regionalizing the Burbank Animal Shelter operations as follows: a. Developing a regionalized operation with either the City of Los Angeles or the County of Los Angeles does not appear to be a practical alternative for the City. Certainly, control over operational decisions and undoubtedly customer service, for both citizens and animals would be a major concern. b. The Pasadena Humane Society does not appear to be a viable option for a regional partnership. They are currently a contract service provider to the cities of Glendale, South Pasadena, San Marino, La Canada/ Flintridge, Sierra Madre, and Arcadia. The operation is well run and well funded. It should be noted that the Pasadena Humane Society is located 12 miles away from the Burbank Animal Shelter. This would pose an inconvenience for residents who utilize services and contract administrators would be required to manage the program. c. The City of Glendale could be a future regionalization partner. The prospects should be examined periodically to determine whether there is mutual interested in the concept. The work would have to commence prior to Glendale renewing its contract with the Pasadena Humane Society. In the short term, implementation of a regionalized operation with Glendale does not appear feasible. d. With the prospects for regionalization appearing marginal at this time an alternative option may be a public/private partnership. The Burbank Animal Shelter Volunteers are a dedicated group of individuals whose primary concern is the wellbeing of animals. They have recently formed a 502 (c) (3) non profit organization and established an Executive Board whose purpose is fund raising. They have developed a ten year Strategic Plan with 2, 6 and 10 year goals (See Appendix 6). They have developed a promotional package that contains their marketing materials. The volunteer s Strategic Plan, however, does not consider the possibility of taking over care and feeding responsibilities for the animals housed at the Animal Shelter. Representatives have indicated that the Executive Board may approve such a concept in the future. The Volunteers were asked if they would be willing to work towards a 3 to 4 year goal of self sufficiency. They indicated that they would like to see fundraising grow from the current $30,000 to $500,000 annually. They indicated that they had no intention of asking Page 14

Animal Shelter Operations Analysis City of Burbank Police Department the City to fund their activities. They seemed confident that with the hiring of full time staff they will be able to reach their goals. An agreement or memorandum of understanding with the Volunteers of the Burbank Animal Shelter should be explored. They should be asked to revise their Strategic Plan to incorporate goals consistent with taking over the maintenance and feeding of the Shelter s animals. The agreement would require that they demonstrate their ability to generate the funding required to assume broader responsibility in the Shelter operations. The agreement would call for them to report their successes in 3-4 years, at which time a decision to greatly expand their role in Shelter operations would be considered. If they prove successful in attaining their goals, opportunities may be available for a public private partnership in acquiring a new Animal Shelter facility in subsequent years. e. Another option that should be explored is the establishment of a profit center associated with the Animal Shelter operations. The profit center could begin with a pet supply store and animal boarding. These services would be a convenience to the public who are adopting animals. It would allow them to pick up needed supplies at the same time they pick up their new pet. The Pasadena Humane Society currently operates a profit center in their facility including a store; a boarding operation and low cost spay/neuter operations. Last year, the store generated $300,000 and the boarding operation generated $109,000 in profits. Figures were not available for the funds generated by the Spay/neuter operations. Page 15

Animal Shelter Operations Analysis City of Burbank Police Department Emergency Response Plans 7. The Animal Shelter does not have a formalized Emergency Response Plan that prescribes actions to be taken during disasters or other unusual occurrences. The existing plan is informal and generally revolves around the California Animal Rescue Teams (CART), Veterinarian Disaster Team Response Guide. The Animal Shelter Lieutenant indicated that he and one to two others are familiar with the CART plan. The plan is designed to provide placement of animals at other facilities in the event of an unusual occurrence or natural disaster. The Animal Shelter Lieutenant indicated that by calling one telephone number the CART staff will make arrangements for animals to be placed at alternate facilities. The Animal Shelter Lieutenant is in the process of preparing an operating manual for the Animal Shelter which will include a section on Emergency Preparedness. The review team believes that a formalized Emergency Operations Plan should be developed whether in a stand alone manual or a section incorporated into a general Animal Shelter policy and procedures manual. That plan could include the CART document by reference. The plan should contain additional information specific to the Burbank Animal Shelter. The Review Team further believes that all employees and volunteers should be familiar with the plan and it should be reviewed by staff on a regular basis. Both employees and volunteers should participate in practical exercises to insure they are comfortable in performing their roles during an emergency situation. The plan should consider the Incident Command Structure design as a template because Public Safety and City employees are familiar with its format. Such a plan should be consistent with the City s Emergency Management Plan. Logistically, there should be agreements with other Shelters and veterinarians to provide emergency relief services such as medical care, transportation resources and sheltering. Finally, the plan should address strategies aimed at bringing the Shelter back to its normal mode of operation. Should City staff not be able to provide such a plan in a timely manner, the effort can be expeditiously accomplished by a private contractor. Page 16

Animal Shelter Operations Analysis City of Burbank Police Department Facilities 8. The Animal Shelter was constructed in 1991. It has 8550 square feet of building space located on approximately 1 ½ acres of land. They have 50 dog kennels and the ability to house 120 cats. The facility has 1000 square feet of open corral area that allows the public to view and interact with animals. The shelter has a space for the Veterinarian to perform surgical operations required by the animals who occupy the shelter. The review team toured the facility at a time when the animal population was low, and it was noted that the facility was clean and well maintained for its purpose. The Shelter has sterilization equipment, an operating room and treatment facilities as well as areas for bathing and grooming the animals. The Review Team did notice a large quantity of dry pet food stored in several locations through out the building. It was explained that the food was a large donation and they did not have adequate space to store it in a single location. There is a single dog run so there is limited ability to exercise the animals. This becomes a concern as some animals require an extended stay. Lack of exercise and prolonged confinement can develop temperament problems which lead to animals being unsuitable for adoption. The review team saw no major facility issues at this time, however future needs of the Shelter must be considered. a. The City should begin a long term planning effort aimed at acquiring a future facility for anticipated animal control and sheltering needs. This should include evaluating a potential partnership with the Volunteers of the Burbank Animal Shelter. b. The Animal Shelter should evaluate the potential for an additional dog run. This will require the evaluation of the space adjacent to the current buildings and property lines. It will also require the assistance of more volunteers to exercise the dogs. c. The facility suffers from inadequate signage. Placing larger signs in the general area surrounding the facility would provide directions to the location that could certainly be beneficial to first time visitors. Page 17

Animal Shelter Operations Analysis City of Burbank Police Department CONCLUSIONS As a result of the analysis and review, it is the Review Team s finding that the Burbank Animal Shelter is a well run an efficient operation. Comparatively they handle more animals per staff member than most of their counter parts in other cities and do so in a professional and humane manner. The review team found the staff and the volunteers working together are meeting the service demands of the community. However, the loss of the volunteer veterinarian will dramatically impact current operations. The below conclusions address the Animal Shelter medical concerns and other observed findings of the Review Team. 1. The Animal Shelter should immediately review its current contracts for veterinarian services to determine their sufficiency in providing medical treatment to animals while the volunteer veterinarian is on vacation. Additionally they should insure that the RVT will be able to continue her present level of medical service during the veterinarian s scheduled vacation. 2. The City should initiate a Request for Proposal (RFP) to determine the viability of hiring a contract veterinarian to provide all Animal Shelter veterinarian services. 3. If hiring a Contract Veterinarian is not feasible, the City should fund two part time veterinarians. 4. The City should insure that the majority of spay/neuter operations are done in house and reallocate the savings. 5. The Police Department should reassign the Police Lieutenant/Animal Shelter Superintendent to other police duties. 6. The Police Department should hire a Civilian Animal Shelter Superintendent 7. One Senior Animal Control Officer Position should be converted to an Animal Control Officer position. 8. The Department should reallocate a portion of the Safety overtime budgetary line item to the non-safety category. 9. The City should increase the Adoption fees to off set increases in the contract costs for spay/neuter operations. 10. The Animal Shelter should adjust the Animal Control Officer s schedule to provide public access on Sundays. 11. The Animal Shelter should insure they are collecting accurate workload data so that they can properly evaluate their on-going needs. 12. The Police Department should streamline their background investigation process for Civilian employees and consider contracting for background services to prevent hiring delays. 13. The Department should look for ways to reduce Civilian turnover at the Animal Shelter. Page 18

Animal Shelter Operations Analysis City of Burbank Police Department 14. The Police Department should continuously evaluate the regionalization concept with the City of Glendale or other such partnership opportunities should they become available. 15. The Police Department should work with the Volunteers of the Burbank Animal Shelter to explore a public/private partnership by: a. Seeking modification of their Strategic Plan that would include being self sufficient and fully funded in 3-4 years. b. Seeking modification of their Strategic Plan to set goals that provide care and feeding to all animals at the Animal Shelter. 16. The Animal Shelter should develop a formal and well documented Emergency Response Plan. 17. The Animal Shelter should review the Plan with all of its employees and volunteers. 18. The Animal Shelter should conduct periodic exercises to insure that their personnel are familiar with and comfortable utilizing the Plans during Emergency Operations. 19. The City should begin long term planning efforts to assure that the future needs of the Animal Shelter are addressed. 20. The City should enhance Animal Shelter signage. 21. The Animal Shelter should explore the establishment of a profit center to generate income. Page 19

Animal Shelter Operations Analysis City of Burbank Police Department Appendix 1. RFP for Veterinary Services City of Antioch 2. Veterinary Services Agreement City of Fremont 3. Occupational Employment and Wages Survey 4. Burbank Animal Shelter Operations Schedule 5. Proposed Burbank Animal Shelter Operations Schedule 6. Volunteers of the Burbank Animal Shelter Strategic Plan Page 20