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Home My WebLink AboutAGENDA REPORT 2013 1002 CCSA REG ITEM 09A ITEM 9.A. ".nc,-cu im3ae 2ino MOORPARK CITY COUNCIL ACT10N:��d AGENDA REPORT TO: Honorable City Council U FROM: Dave Klotzle, City Engineer/Public Works Director Prepared by: John Brand, Senior Management Analys DATE: September 26, 2013 (CC meeting of 10/02/2013) SUBJECT: Consider Report on the Ventura County Animal Services Efforts to Achieve "No Kill" Status at the County Animal Shelter SUMMARY On July 17, 2013 Mayor Parvin asked for the City Council to receive a briefing on the progress that Ventura County Animal Services (VCAS) is making to achieve the goal of becoming a "No Kill" shelter, and what the expectations are for partner agencies such as the City of Moorpark that contract with the VCAS for shelter services. BACKGROUND In May 2012, the 2011-2012 Ventura County Grand Jury released advance copies of its report on the policies, procedures, operations, and practices of the VCAS. The Grand Jury discovered that a central factor in many of the VCAS's perceived difficulties is the fact that VCAS operates a service—whose principal mandated mission is the control of rabies and the health and safety of the public and the animal population of Ventura County. This mandated service and the VCAS's collateral services require continuous interaction with a public that is active in advocacy for the preservation of animal life as well as for the humane treatment of the animals. This situation has created tension and a degree of separation between certain animal advocacy groups and individuals and VCAS. The principal issue leading to tension between animal advocates and the VCAS is the continuing effort of a segment of the"animal rescue"public to require the County to declare its shelter(Shelter) a"No Kill"Shelter. VCAS has publically expressed sympathy with a"No Kill" philosophy and appears to be working toward that status. However, after careful consideration and inquiry, the Grand Jury has concluded that as a practical matter— considering the physical plant and budgetary outlays required to effect a "No Kill" County Shelter—the accomplishment of a "No Kill" Shelter goal is problematic. 63 Honorable City Council October 2, 2013 Page 2 With respect to VCAS euthanasia practice, the Grand Jury found that despite a current increasing intake of dogs at the shelter, the rate of dogs euthanized by VCAS has decreased since 2008. This reflects other findings concerning VCAS activities; foremost, VCAS's enlistment of rescue groups to partner adoption offerings to the public and its own Shelter emphasis on adoption. On June 12, 2013, the Ventura County Board of Supervisors adopted the goal of operating its animal shelter on a "No Kill" basis as an aspiration for the department. No additional funding was provided by the County, and no date was set for the shelter to become fully "No Kill". The eight cities that contract with VCAS provide about 66% of the revenue to VCAS. Attachment 2 shows the history of the City's costs and revenues related to VCAS. DISCUSSION Dramatically lowering the animal euthanasia numbers is seen as requiring a community effort to prevent animals from being sent to the shelter in the first place. On July 11, 2013, Acting Director of Animal Services Donna Gillesby introduced an integrated outreach effort entitled "It's Pawsible: Spay, Neuter, Adopt Campaign"to help move the Shelter to a no kill status. Ms. Gillesby asked the members of the County Animal Commission (eight cities and the county)to provide staff effort to support the campaign as discussed in the report to the Commission (Attachment 1). Many if not most private rescues operate on a "No Kill" basis. In July 2011, the City of Santa Paula left VCAS and opened a "No Kill" shelter that is operated by a local animal rescue group. FISCAL IMPACT Possible undetermined staff effort, and increased Shelter costs to the City. Moorpark's FY 2012-13 VCAS shelter costs increased about $11,000 and revenue declined about $5,000 from FY 2011-2012. Net cost to the City was about $25,300 in FY 2012-2013 and is expected to increase by about $10,000 in FY 2013-2014 (Attachment 2). STAFF RECOMMENDATIONS 1. Hear a presentation from Interim Animal Services Director Donna Gillesby. 2. Provide direction to staff as deemed appropriate. Attachment 1: VCAS "Review of the It's Pawsible: Spay, Neuter, Adopt Campaign" Attachment 2: Ventura County Animal Services Costs and Revenues 64 GOVT. �VIN f 14' Attachment 1 W VENTURA COUNTY ANIMAL SERVICES SHELTER``°5�� TO: Ventura County Animal Services Commission FROM: Donna Gillesby, Acting Director of Animal Services DATE: June 17, 2013 SUBJECT: Review of the it's Pawsible: Spay, Neuter Adopt Campaign Recommendation It is recommended that the Ventura County Animal Services Commissioners provide their respective City Managers with the It's Pawsible Campaign and ask for existing City resources to be allocated to further collaboration and implementation efforts. Fiscal Impact The immediate impact is limited to the allocation of existing staff and outreach efforts. However, it is anticipated that over the course of the Campaign that cost savings will be achieved through reduced shelter intake and increased adoptions, at which point operational enhancements and allocation of additional resources may be discussed. Discussion In order to reduce the number of healthy, adoptable animals being euthanized, the issue of pet overpopulation must be addressed from a consistent countywide approach. Animal Services proposes adopting a branded Spay, Neuter, Adopt Campaign to decrease the Shelter's intake levels and increase the number of animals adopted, thereby decreasing the number of healthy, adoptable animals that need to be euthanized for space. Through increased spay, neuter, and adopt activities, It's Pawsible to eliminate pet overpopulation and unnecessary euthanasia of adoptable animals. The Campaign focuses on collaboration, education, promotion, partnerships, and operational enhancements. A core component. of implementing the Campaign is the creation of a staff committee with representatives from each of the member cities to assist in developing and implementing programs as directed by the Ventura County Animals Services Commission. Collaboration with member cities' staff will enhance the ability of to address varied issues and reach the diverse populations that are contributing to the Shelter's intake levels. 65 After goals that yield cost savings are accomplished, operational enhancements can be pursued through the reallocation of resources to maintain contract costs within established levels while implementing service enhancements. The following matrix details the Campaign's various components including identifying responsible parties for program development and ownership, action needed, fiscal impacts beyond existing staff time, and target start. dates. 66 Q PsVI/S/�! C 0 ampaign C p g Collaborate VCAS has identified the following areas that need participation by the member cities to provide for an effective foundation for the campaign. VCAS will take a leadership role but requests the participation of all the cities either through Commission Members or staff. -Program Program Development Action Program Owner Frequency Fiscal Impact _Target Start Date Enforcement VCAS/City Staff Enhance VCAS/City Staff Ongoing None May 2013 Techniques Enforcement Tools CommissionNCAS Enhance Commission/Cities Periodically None December 2013 Municipal Code Commission/VCAS Enhance Commission/Cities Periodically done December 2013 Review Fundraising Commission/VCAS/City Create VCAS/ARVA/City Ongoing done May 2013 Support Staff/ARVA Staff Fiscal Reporting VCAS Create VCAS Quarterly gone Aril 2013 Goal Commission Create VCAS Annually None July 2013 Setting/Prioritization Benchmark Review Commission Create VCAS Quarterly None July 2013 Staff Work Group Commission Create VCAS/Cities Ongoing None May 2013 rn Educate To be successful in changing public perceptions and actions related to pet ownership, it is necessary to educate all communities on the available resources and the importance of spaying/neutering and licensing their pets. Program Program Action Program Owner Frequency Fiscal Impact Target Start Date Development Spay/Neuter VCAS/City Staff Create City Information Ongoing Approximately $26 May 2013 Chan nelsNolunteers for every 1,000 flyers printed Projected decrease in Shelter intake/costs Ticket dome VCAS/City Staff Enhance City Information Periodic Approximately $26 July 2013 Chan nelsNolunteers for every 1,000 flyers printed Projected decrease in Shelter intake/costs Microchip/licensing VCAS/City Staff Enhance City Information Periodic Approximately $26 August 2013 Chan nels/olunteers for every 1,000 flyers printed Projected decrease in Shelter intake/costs Pet Pantry VCAS/City Staff Enhance City Information Periodic Approximately $26 October 2013 Channels/Volunteers for every 1,000 flyers printed Projected decrease in Shelter intake/costs Vaccination Clinics VCAS/City Staff Enhance City Information Periodic Approximately $26 January 2014 Chan nels/Volunteers for every 1,000 flyers printed rn 00 Promote VCAS has had great success in promoting adoptions; however, for the promotions to have maximum impact there needs to be additional coordination with the member cities to get the information out to their residents. Program Program Action Program Owner Frequency Fiscal Impact Target Start Date Development Adoptions VCAS Enhance VCAS/City Staff Ongoing Projected increase May 2013 in adoptions/ revenue Marketing VCAS Enhance VCAS/City Staff Periodic Projected increase May 2013 -in adoptions/ revenue and decrease in Shelter intake /costs Cr) Partner Bn order to tackle the numerous causes for pet overpopulation it is critical to utilize partnerships in maximizing the effectiveness of the education and promotion components. Program Program Action Program Owner Frequency Fiscal Impact Target Start Date Development Rescues VCAS Enhance VCAS Ongoing Projected increase in TBD adoptions/revenue Veterinarians VCAS/City Staff Enhance VCAS/City Staff Periodic Projected decrease in TBD Shelter intake/costs Spay/Neuter VCAS/City Staff Enhance VCAS Ongoing Projected decrease in TBD Clinics Shelter intake/costs Recreation and VCAS/City Staff Create VCAS/City Staff Periodic None TBD Park Districts Local Breed Clubs VCAS/City Staff Maintain VCAS/City Staff Periodic None TBD ARVA VCAS/City Staff Enhance VCAS Ongoing Projected availability of TBD non-taxpayer funds fm capital and operational improvements Volunteers VCAS/City Staff Enhance VCAS/City Staff Ongoing None Mav 2013 Foster Homes VCAS IMiaintain VCAS Enhance Projected increase in TBD adoptions/revenue Pet Stores VCAS/City Staff Create VCAS/City Staff Periodic Bone TBD Groomers VCAS/City.Staff Create VCAS/City Staff Periodic None TBD Humane Society VCAS Maintain VCAS Ongoing None TBD School Districts VCAS/City Staff Create -VCAS/City Staff Periodic None TBD Dr. Novy VCAS/C.ity Staff Enhance VCAS/City Staff O-ngoing None TBD Robert Cabral VCAS Maintain I VCAS Ongoing None TBD 0 Operational Enhancements WAS has identified operational enhancements that will assist in maximizing the shelter capacity without increasing the sheltering costs to the member cities. The goal is to achieve operational savings and increased revenues from the other Campaign components and utilizing them to make significant operational enhancements. Program Program Action Program Owner Frequency Fiscal Impact Target Start Date Development Sordetella VCAS (Maintain VCAS Ongoing Included in FY December 2011 '12/13 costs. Now a core vaccination In-house WAS Create WAS Pending (budgeted FY 14/15 Spay/Neuters personnel cost outsource cost) Isolation Kennel VCAS Create VCAS One-time TBD —to be funded FY 14/15 through ARVA One Stop Intake WAS Maintain VCAS One-time Cost of kennels FY 13/14 $20,000 (already funded) Projected increase in Animal Control Officer time available for field activity Online Licensing WAS Maintain WAS Ongoing Projected increase May 2013 in License revenue Website WAS Enhance WAS Ongoing None FY 12/13 Enhancements Customer Service VCAS Enhance WAS Ongoing None FY 13/14 Counter improvements Staff Fatigue WAS Enhance VCAS --..Ongoing TS® FY 13/14 Ventura County Animal Services Costs and Revenues FY 2013-2014 2012-2013 2011-2012 2010-2011 2009-2010 2008-2009 2007-2008 2006-2007 2005-2006 2004-2005 2003-2004 2002-2003 Population 34,421 34,904 34,660 34,511 36,695 36,168 35,838 35,065 35,347 35,418 34,858 34,270 WAS Cost 194,500 185,600 174,800 153,700 149,200 142,100 158,800 153,400 120,300 116,200 109,600 106,000 Revenue 158,600 157,558 162,331 152,516 146,839 127,586 118,134 111,772 79,712 72,986 56,800 56,432 Net Paid 35,800 27,183 9,344 - 6.103 16.350 31.781 41.116 31,681 41,245 49,385 47,169 Est. Dog Pop. 7,551 7,498 7,466 7,938 7,824 7,753 7,586 7,647 7,662 7,541 7,414 Licenses sold 5,346 5,381 4,907 4,386 3,809 3,639 3,751 3,136 2,582 2,935 2,915 $3,629.88 surplus License City city VCAS Estimate carried Canvass begins begins over to Surge 10x selling field 2011-12 licenses services License Compliance 2011-2012 Estimated Dog Population 7,498 Licenses 5,381 Estimated Compliance Rate 72% License Revenue $162,331 D Estimated Lost Revenue $42,340 0 s 3