City of Burbank Police Department Memorandum
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1 City of Burbank Police Department Memorandum DATE: January 4, 2011 TO: FROM: Michael S. Flad, City Manager Scott LaChasse, Chief of Police By Brenda Castaneda, Animal Shelter Superintendent SUBJECT: STATUS OF THE 2008 ANIMAL SHELTER AUDIT RECOMMENDATIONS PURPOSE: At the July 20, 2010 Council meeting, Mayor Reinke requested an update on the 2008 Animal Shelter Audit and the status of the implementation of the identified recommendations. The Audit was conducted as part of the overall operational review of the Police Department and provided 21 recommendations on how Shelter operations could be improved upon. BACKGROUND: The Animal Shelter, a bureau of the Burbank Police Department, was established in It was originally located at 2 Burbank Boulevard and was moved to its current location, 1150 North Victory Place, in The Animal Shelter cares for homeless animals and provides animal control services for the City of Burbank only; however, individuals from any city may adopt a pet from the Shelter. Over the recent years, the Shelter is proud to have a nearly 100 percent adoption rate for adoptable animals. The Shelter now has a full medical program under the direction of two part-time Veterinarians. The Shelter mainly cares for cats and dogs but also tends to a variety of animals such as rabbits, birds and reptiles. The staff of the Animal Shelter currently consists of 1 Superintendent, 1 Senior Animal Control Officer, 4 Animal Control Officers, 1 Police Technician, 2 Kennel Attendants, 1 temporary Utility Worker under filling a Kennel Attendant position, 1 Veterinary Technician and 2 part-time Veterinarians. This staff cares for approximately 3,000 dogs and cats and handles the same number of wildlife on an annual basis. The Animal Shelter is fortunate to have a very active volunteer program, the Volunteers of the Burbank Animal Shelter (VBAS). The VBAS is a non-profit organization that is devoted to providing medical, social, behavioral and financial care for animals at risk. Page 1 W/Cops Staff/CouncilRpt/2011
2 The volunteers are committed to educating the community about animal issues and have established a highly-successful kitten foster program. The VBAS currently has approximately 80 active volunteers. In 2007, American Homeland Solutions (AHS) was awarded a contract by the City of Burbank to conduct an operational review and evaluation of the Burbank Police Department, which included an analysis of Animal Shelter operations. The review was completed in March 2008 and the findings were presented to the Council as part of the overall report on the operational review of the Police Department on November 25, The AHS review team concluded that the Shelter was a well-run and efficient operation. Comparatively, the Shelter handled more animals per staff member than most of their counterparts in other cities. As part of the analysis, the team examined the Shelter s general operations, including: veterinary services; staffing issues; budgetary considerations; schedule; work load evaluation; reassignment to another department; regionalization; emergency response plans; and, facilities. The review team interviewed Police Department management, Animal Shelter staff and 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 the Shelter s care. The review team also examined documents that related to Animal Shelter operational and fiscal issues and conducted a site inspection of the Animal Shelter facilities which provided useful information relative to functionality, equipment and operational procedures. Information from other cities in the local area including Redondo Beach, Santa Monica, Torrance, Pasadena, Glendale, Anaheim, Santa Ana, Hesperia, and Long Beach was used to conduct a comparative analysis of operations. Overall, the review team found that the Animal Shelter was an asset to the community. In addition, responses to calls were handled in a timely manner and personnel addressed animal care issues in a humane manner. The review team further found that staff and the volunteers are working together to meet the service demands of the community. DISCUSSION: The 2008 operational review focused on methods to reduce cost and enhance Animal Shelter services. The review team was confident that implementation of the recommendations identified would enhance the current operations of the Animal Shelter and would assure that it is well positioned to meet future needs. Below is a summary of the 21 recommendations and the status of their implementation at this time. 1. The Animal Shelter should immediately review its current contracts for veterinarian services to determine their sufficiency in providing medical treatment to animals while their voluntary veterinarian is on vacation. Additionally, they should insure that the Registered Veterinary Technician Page 2 W/Cops Staff/CouncilRpt/2011
3 will be able to continue her present level of medical service during the veterinarian s absence. Status: Completed - The Animal Shelter currently has its own medical program staffed by two part-time Veterinarians and a Veterinary Technician. The Veterinarians schedules ensure that one is always on staff on any day. 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. Status: Completed All medical services are currently provided by the two parttime Veterinarians on staff. 3. If hiring a contract Veterinarian is not feasible, the City should fund two part-time Veterinarians. Status: Completed - Two part-time Veterinarians have been hired by the Department. 4. The City should ensure that the majority of spay/neuter operations are done in-house and reallocate the savings. Status: Completed - The vast majority of spay/neuter operations are done inhouse and the savings are reallocated to operational/medical expenses. During kitten season, spring and summer months, adoption numbers increase substantially and a minimal number of spays and neuters have to be outsourced to keep up with public demand. 5. The Police Department should reassign the Police Lieutenant/Animal Shelter Superintendent to other police duties. Status: Completed - This recommendation was completed in The Police Department should hire a civilian Animal Shelter Superintendant. Status: Completed This position was established in December 2008 and is staffed by a civilian. Page 3 W/Cops Staff/CouncilRpt/2011
4 7. One Senior Animal Control Officer position should be converted to an Animal Control Officer position. Status: Completed; however, the Animal Control Officer position was eliminated in the Fiscal Year budget cycle. Staff is requesting Council direction on whether the Animal Control Officer position should be brought back for funding consideration during the Fiscal Year budget cycle as it was subsequently approved for one-time funding. 8. The Department should reallocate a portion of the Safety overtime budgetary line item to the non-safety category. Status: Completed during the Fiscal Year budget cycle. 9. The City should increase the adoption fees to offset increases in the contract costs for the spay/neuter program. Status: Completed - Adoption fees were increased during the Fiscal Year budget cycle from $84 to $104 for dogs and $58 to $78 for cats to offset increases in the contract and in-house costs for the spay/neuter program. 10. The Animal Shelter should adjust the Animal Control Officer schedules to provide public access on Sundays. Status: Completed On January 2, 2011, the Shelter began opening to the public on a trial basis from 11:00 a.m. to 3:00 p.m. on Sundays. The effects of this pilot project will be evaluated in July 2011 to determine whether or not Sunday hours have helped to increase adoptions and the number of animals returned to their owners. The schedules for the four Animal Control Officers (including the one-time-funded position) were adjusted to accommodate these additional Shelter hours. It should be noted that this change reduced staffing during the week affecting the number of Animal Control Officers available to run field calls and help at the Shelter. Reinstatement of the one-time-funded Animal Control Officer position would continue to maintain current staffing levels. 11. The Animal Shelter should ensure they are collecting accurate workload data so that they can properly evaluate their on-going needs. Status: Completed In Fiscal Year , the Shelter implemented the Chameleon Integrated Shelter Management computer software system to Page 4 W/Cops Staff/CouncilRpt/2011
5 manage and track all aspects of the shelter facility including animal data, medical records, licensing, activity reports, dispatch, bookkeeping, and donations. This data has been utilized in improving the accuracy of licensing data, tracking complaints and violations, Animal Control Officer workload, disposition trends (adoptions, returns to owners, etc), and medical program information. 12. The Police Department should streamline their background investigation process for civilian employees and consider contracting for background services to prevent hiring delays. Status: Completed - The Department has retained an outside background investigator to handle civilian backgrounds that traditionally are delayed by the emphasis on sworn personnel backgrounds. 13. The Department should look for ways to reduce civilian turnover at the Animal Shelter. Status: On-going - The highest turnover rate is at the Kennel Attendant position, an entry-level position that most employees aspire to promote out of, or seek other higher paying jobs with the City or private industry. 14. The Police Department should continuously evaluate the regionalization concept with the City of Glendale or other such partnership opportunities should they become available. Status: In progress The Animal Shelter has established a very successful partnership with Warner Brothers Studios which has resulted in the upgrade of several facility issues that had been put on hold due to a lack of funding; such as renovation of the dog play yard and installation of a shade canopy, new shelving in the facility, and a new canvas tarp and misters for the rabbit corral. Also, the lobby has been remodeled and plans are underway for a new Adopt-A-Pet show set. Also in conjunction with Warner Brothers, the VBAS, and the Animal Shelter, fundraising options are being explored to enhance the services and animal care that the Shelter provides. The Animal Shelter and VBAS are currently exploring relationships with other animal welfare foundations such as Found Animals. The Animal Shelter and VBAS have a meeting set up in January 2011 to receive a proposal from Found Animals on a special cat adoption promotion between June and December of As part of this promotion, if a customer desires to adopt more than one Page 5 W/Cops Staff/CouncilRpt/2011
6 cat, Found Animals will pay the adoption fee for the second cat. The purpose of the promotion is to help alleviate the influx of kittens during kitten season and reduce the number of cats/kittens in the Shelter. This is only one example of the possibilities of such partnerships. The Animal Shelter and VBAS will continue to actively seek entry into such joint ventures. Regionalization would have to be weighed against the willingness of Burbank citizens to drop off animals to a shelter in another city. One of the reasons there are few stray animals in Burbank is due to the ability of citizens to drop off animals locally. It would be more difficult for Burbank residents to transport animals to an out-of-city facility. Considering that the Burbank Animal Shelter currently has a high adoption rate, current adoption efforts could be hindered and it could ultimately be unfavorable to merge with other agencies that may have a different vision. A feasible option would be for the City of Burbank to host a regionalized shelter and partner with neighboring cities. Currently, Glendale does not have a shelter facility and contracts with the Pasadena Humane Society, a private non-profit organization. The City of San Fernando contracts with Los Angeles County for animal care services. Hosting a regionalized shelter would ensure that Burbank residents continue to receive consistent levels of animal services. The regionalization concept was discussed as part of the citywide potential joint venture projects in the tri-city region; however, it was not identified as an easy undertaking due to funding and logistic complexities. 15. The Police Department should work with the VBAS 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 Shelter. Status: In progress - Animal Shelter staff and the VBAS have met to discuss the establishment of a Strategic Plan Committee to address the future needs of the Shelter and the direction in which the relationship between the Shelter and the VBAS will be heading. The intention of the VBAS is to become a strong, viable partner to the Shelter with the goal of fundraising and seeking grants to help supplement funding for current and future Shelter programs such as animal care education (spay/neuter, trap/neuter release, and micro chipping), a profit center, and a veterinary clinic that would be open to the public. Page 6 W/Cops Staff/CouncilRpt/2011
7 In order to provide a consistent, reliable foundation for the VBAS, it has been established that a funded position of Director of Volunteer Services is needed. The VBAS is willing to match any funding the City may be able to provide for the position. Even a part-time position would be very beneficial. Currently, the VBAS is run completely by non-paid volunteer staff who also have regular fulltime jobs. Having a funded Director of Volunteer Services would ensure that the VBAS has a secure foundation and the stability it needs to build upon. The City would also have a reliable person heading the VBAS to help solidify the relationship between the VBAS and the Animal Shelter to ensure success in implementing the Strategic Plan. Staff is very cognizant of the City s current financial challenges but is requesting Council input regarding this issue. 16. The Animal Shelter should develop a formal and well-documented Emergency Response Plan. Status: In progress - Shelter staff and Denise Fleck, representing the VBAS, are working with the City s Emergency Services Coordinator and safety staff to create an Emergency Response Plan. Implementation is expected to occur in April The Animal Shelter should review the Plan with all of its employees and volunteers. Status: Pending completion of the Emergency Response Plan - Upon implementation, the Emergency Response Plan will be reviewed with all staff and volunteers. 18. The Animal Shelter should conduct periodic exercises to ensure that their personnel are familiar with and comfortable utilizing the Plan during Emergency Operations. Status: Pending completion of the Emergency Response Plan Bi-annual exercises will be conducted once the Plan is implemented in addition to any citywide emergency preparedness exercises. 19. The City should begin long term planning efforts to assure that the future needs of the Animal Shelter are addressed. Status: In-progress This goal is being addressed as part of a joint effort with the volunteers on the Strategic Plan. Animal Shelter staff and the VBAS have Page 7 W/Cops Staff/CouncilRpt/2011
8 met to discuss the establishment of a Strategic Plan Committee to address the future needs of the Shelter. Future meetings have been scheduled monthly to ensure steady progress. The Animal Shelter is also actively seeking grants to supplement the current budget for the medical program and other animal care needs. If and when received, awards will be used to purchase needed medical equipment and to implement projects that would continue to improve the care provided to the animals. Animal Shelter staff will be engaging in community outreach programs such as visiting local elementary schools to educate students on animal related topics. Animals can also be used as a tool to reach students and allow them to open up and absorb information on various safety topics. The benefits of this type of community outreach and education are significant since it is widely recognized that children who learn to care for and respect animals also learn to care for and respect others. Being part of the Police Department, the Animal Shelter is also aware that those who commit violent crimes commonly have a childhood filled with serious and recurring animal cruelty. Such programs will positively impact the lives of students and aid in the reduction of future violent crimes. In an effort to assist with animal over population and decreasing the number of animals that are impounded, the Animal Shelter will be exploring the option of sponsoring a trap, neuter, release program for feral cats in the City. A successful program would ultimately result in a decrease in the number of kittens that enter the Shelter due to the constant breeding of undomesticated cats within the City. It would also result in a decrease in the number of undomesticated cats impounded and euthanized. The Animal Shelter is also looking into grant funding to provide spay/neuter vouchers to the residents of Burbank for their own pets to encourage responsible pet ownership. In order for the Animal Shelter to ensure that future goals and needs are met, a new, larger Animal Shelter will be required. The current Shelter was never meant to accommodate the number of animals housed and space for a medical program was not taken into consideration. Initially, the Animal Shelter had only two rooms in which to house cats; one room for available cats and one hospital room for sick cats. In 2004, four rooms were added to hold additional cats in the following categories: a maternity room for mother cats and their kittens; a kitten room for kittens old enough to eat on their own but not yet able to be adopted out; an adult cat room; and, a socialization room for cats that need additional Page 8 W/Cops Staff/CouncilRpt/2011
9 time to acclimate to their new environment. These additional cat rooms and cat cages tripled the amount of cats the Shelter was able to hold. The Shelter also initially had a room dedicated to grooming and a larger euthanasia room. The grooming room has since been converted to the surgery room and a large part of the euthanasia room is now being used for veterinary exams and treatment. The demands of an expanding medical program and changes in standards of care for animals housed in shelter environments will be the driving force in building a new facility. It should be noted that at this time there are no plans to build a new Shelter in the near future. The need for additional staffing for the Animal Shelter continues to be a factor in ensuring that the needs of the animals and the community are being met. At this time, the Shelter only has 2 Kennel Attendants and 1 temporary Utility Worker under filling a Kennel Attendant position. As part of the Department s budget reductions in Fiscal Year , the Animal Control Officer and the under-filled Kennel Attendant positions were eliminated but subsequently approved for onetime funding by the Council. Staff will be returning during the Fiscal Year budget cycle to request Council consideration of reinstating these positions. 20. The City should enhance Animal Shelter signage. Status: In progress - The Traffic Engineer is in the process of reviewing the directional signage to the Animal Shelter to enhance the Shelter s visibility and promote public awareness. It is expected that this item will be completed in February The Animal Shelter should explore the establishment of a profit center to generate income. Status: On-going The most significant impediment to this recommendation is the lack of space for a profit center/pet supply store. While staff continues to explore viable options, the VBAS is currently looking into the establishment of a cyber store to offer products to the public on line. Licensing issues, tax implications, and established vendors are related issues being researched to ensure proper implementation. License and Code Services has also been consulted on the correct process of starting a web-based business in Burbank. In summary, of the 21 recommendations identified by the audit: 12 have been completed (Nos. 1 through 12); 7 are currently underway/in progress (Nos. 13, 14, 15, 16, 19, 20 and 21); and, 2 (17 and 18) are pending. Page 9 W/Cops Staff/CouncilRpt/2011
10 RECOMMENDATION: Staff recommends the Council discuss and provide direction regarding: reinstating the Kennel Attendant and Animal Control Officer positions; and, the proposal of establishing a position for directing volunteer services. Attachment: 2008 Burbank Animal Shelter Analysis Page 10 W/Cops Staff/CouncilRpt/2011
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