HomeMy WebLinkAbout2003 S Manager - Animal Protection Society of Orange County, Inc Interim Mngt & Operation Services for Orange Co Animal ShelterHUMANE SOCIETY OF ORANGE COUNTY (HSOC)
115 Tremont Circle
Chapel Hill, NC 27516
Contact: Dean Edwards 245-3287
ORANGE COUNTY ANIMAL SHELTER PROJECT PROPOSAL
HSOC Can Provide Orange County the "Gift of Time"
This proposal describes a transitional process for the Orange County Animal Shelter (OCAS),
assuming termination of the contract with the Animal Protection Society of Orange County, Inc.
(APS).
The Humane Society of Orange County (hereafter referred to as HSOC) can step in immediately
with experienced management to ensure reestablishment of the high standards the Shelter has
enjoyed in the past -- solid record-keeping, a clean facility, and awell-trained staff eager to serve
animals in need as well as citizens of this county. Interim management by the HSOC would
provide much-needed time for the Orange County Commissioners to make a recommendation
about whether the County should permanently contract with such a nonprofit agency or assume
control of the Shelter. HSOC's goal is to ensure that the shelter is in safe hands during the period
of time required to appoint an Orange County Animal Shelter Task Force to review shelter
protocol, shelter programs, and HSUS recommendations and to gather information for an
overview of the new animal shelter. The suggested period of operation under HSOC is from the
present to June 30, 2004, when the OCAS should be stabilized and in fit condition for the County
to make a decision.
Animal Control Task Force durin the Interim Contract
A County-appointed Animal Shelter Task Force could be put in place to review the following:
public concerns and suggestions, overall Shelter Operations (including the Employment and
Procedures Manuals), building maintenance and needs, and HSUS recommendations. The task
force could develop a timeline and overview of the needs for the new shelter. By April 30, 2004,
the Task Force should make a recommendation about whether it would be best to continue
management with HSOC or another nonprofit agency, or whether the County should step in and
take direct control of the Shelter. If the decision were for the County to take control, all equipment,
staff, and operations would be in place in turn-key order.
What the Interim Contract would rp ovide
HSOC will provide immediate, experienced, proven management of Shelter operations, training of
staff members, accurate record keeping and regular reports of operations. We will restore the
Shelter's role as a good public service organization.
Table of Contents
Cover Page ..........................................................1
Index ...................................................................2
About the HSOC ....................................................s
3
Board Member bios ..........................................
HSOC Philosophy ..................................................7
Management Team .......... .......................................8
Director's Resume ...........................................9
References .............. .....................................12
Scope of Work ..................................................... 17
Volunteers .................................................... 20
Customer Relations ............................................. .22
Records Management .......................................... .23
Animal Population and Control ..............................25
Disease Prevention .............................................. .26
Reporting and Communications with County.......... .27
Adoption and Reclamation Policies .........................28
E.A. R.S .............................................................. ..30
Upfront Costs ..................................................... ..31
Items not listed by County ..................................... ..33
Options available .......................................... ...34
Transition and costs ....................................... ..35
Insurance ........................................................... ..37
Veterinary Services ............................................. ...38
Cost Proposal ..................................................... ...40
Staffing ....................................................... ...41
OCAS Income .............................................. ...42
OCAS Expense .................................................... ....43
Final Thoughts ................................................... ...46
2
' 1. ABOUT THE HUMANE SOCIETY OF ORANGE COUNTY, INC. (HSOC)
General Company Information Respondents are requested to provide information about the company association etc. submitting the proposal.
Examples of relevant information includes but is not limited to' your corporate standing f501 C-3) corporation partnership etc.) financial resources
to carry out the scope of the work contained herein and any other information that you want considered dunnq the evaluation of these proposals.
Specifically include a statement of your philosophical approach to shelter management a-ven the parameters and restnct~ons of the
shelter itself.
From the Humane Society of Orange County Bylaws:
Mission Statement:
The purpose of this organization shall be the prevention of cruelty to animals and the relief of suffering
among animals; fhe investigation of cruelty reports; the care of lost, homeless, mistreated or injured
animals; the operation of an animal shelter, privately or under contract with public authorities; the
development of strategies for reducing pet overpopulation; the establishment of an adoption system for
people seeking pets; the development of effective and humane animal control programs in North Carolina;
and public education for the humane treatment of animals.
The HSOC was formed as a focus group to assist dealing with problems and solutions for
shelters, especially the OCAS. It is a registered not-for-profit organization and an application for
501 c3 status has been filed. The HSOC federal identification number is 20-0301313.
The Board of Directors has extensive contacts with citizens of Orange County, and they will
be able to solicit donations for the OCAS operations. The donations during the first year will
undoubtedly be in the form of in-kind donations-volunteerism, professional services and material
goods. HSOC is asking that Orange County provide the costs of operating the OCAS in exchange
for professional oversight of the programs.
Each Board Member has had extensive experience in active volunteerism and/or
management in animal shelters and is knowledgeable of animal welfare issues. A short resume of
each Board Member is given below.
Dean Edwards has been Director at two animal shelters and has served as Associate Director
of the APS in Orange County for three and a half years. He is a statewide leader in animal
issues and programs. Edwards is currently on the Steering Committee of the NC Task force
Against Animal Fighting and the chair of its Legislative Committee, working with the Humane
Society of the United States. He has served as an Orange and Durham County
Commissioner-appointed Cruelty Investigator. Edwards is certified by HSUS in many areas of
shelter operation, as well as Shelter Renovation and Design. He was one of the charter
shelter leaders chosen nationwide to be trained in the extensive Pets for Life Program,
designed to lower the number of animals coming into shelters. He is certified in euthanasia
and as astate-certified rabies vaccinator.
Dre8334(c~yahoo.com
3
Margie Huggins is serving on the HSOC Board to help facilitate communication with the
public and to help animals receive the best care possible. She is an attorney with special
training and interest in animal law and animal welfare issues. A native of Chapel Hill and
resident of Orange County for the past 16 years, she is married to Terry Roberts and has two
children, Margaret (13) and Henry (10). She shares her home with two rescued dogs and a
Siamese cat adopted from the Orange County Animal Shelter.
tlrmeh(a~mindspring.com
Bonnie Norwood is a longtime volunteer at the Orange County Animal Shelter (17 years), and
a volunteer at UNC Hospitals, the Art Center, Channel WCPE Television Station, and the
Women's Center. She is currently serving her second term on the Orange County Solid Waste
Advisory Board. Along-time resident of Orange County, she has been an activist for positive
change, since 1971. At the Orange County Animal Shelter, her volunteer efforts included
processing the Shelter microchip papers, organizing log sheets and other necessary
administrative tasks. She also assisted at rabies clinics, tracked wildlife and produced the
monthly wildlife report, and was very active in fundraising and soliciting goods for the shelter.
It would be difficult to find an area of the shelter, that she was not a part of the activities. As a
member of HSOC, she brings a deep knowledge of shelter operations and a strong work ethic.
One of her main concerns is extending outreach into the northern end of the county to insure
that all Orange County residents have information on spay/neuter and rabies clinics. Bonnie is
the owner of 4 indoor-only cats, a very old dog (17), and two birds.
DMHPINO(c~aol.com
Beverly Rockhill is currently an assistant professor in the epidemiology department at the
School of Public Health at UNC. She began volunteering at the OCAS In 1994, when she was
a graduate student at UNC. She also volunteered at the Palo Alto, California animal shelter
where she learned about shelter operations and disease management. She has been a foster
parent for both kittens and puppies and became an APS adoption counselor and adoption
counselor trainer. She also took APS wildlife rehabilitation classes and became a wildlife
rehabilitator.
She left Orange County in 1997 for postdoctoral work at Harvard Medical School. When she
returned to Chapel Hill in fall of 2001, she continued to spend a portion of each weekend at the
APS doing adoptions and helping out with the cats. Rockhill fostered 21 kittens over the
summer of 2002. She recently ended her volunteering at APS because of the poor state of
leadership and management.
The skills she uses in her professional life-teaching, writing, speaking, obtaining grant
funding, connecting with networks of people who are decision-makers and leaders in their
communities, arguing for the importance of shifting social norms-are skills that will serve the
HSOC Board and the Orange community. Rockhill's goal as a member of the Board is to work
to institutionalize widespread low-cost spaying and neutering of companion animals in this
county. She has 3 indoor-only cats.
bevrock10(c~yahoo.com
4
Pat Sanford has 18 years experience managing animal shelters. She founded the APS
Wildlife Rescue and Rehabilitation Network and the APS Dog Training Program, developed the
APS Foster Program, developed and implemented the APS early (pediatric) spay/neuter
program, and was the director for the purchase and development of the Felicite Latane Animal
Sanctuary. She implemented the Pet Store Adoption Station program, which was the second
such project in the nation. Sanford supervised under contract by APS the development of the
Caswell County Animal Shelter and Field Services for two years. She served on the NC
Humane Federation Board and is currently on the Steering Committee of the HSUS sponsored
NC Task Force Against Animal Fighting and Legislative Committee. She has also attended
many national training sessions, including the HSUS Shelter Planning and Design course,
American Humane Society Shelter Planning course. as well as courses in volunteer
development and board relations. Along with her husband Jim, she owns 8 dogs, 2 emus, 2
cockatoos, 1 macaw, 7 peacocks, 1 chinchilla, 5 finch, 2 parakeets, and 1 cockatiel (and fish).
Jsan372632(a~aol.com
Linda Schmoldt is employed by Armacell LLC as Inside Sales Representative for New
Product Development. She lives in Chapel Hill with 4 dogs and 2 cats, and is on the Board of
the Orange County Arts Commission.
She brings to the HSOC 10 years of experience with a wide variety of animals, including
exotics (at the Wildlife Conservation Society), and has been both along-time volunteer and an
employee of shelters in New York City, Champaign-Urbana, Illinois (while attending the
College of Veterinary Medicine) and Chapel Hill. Her science training includes a biology
degree and research in Immunobiology and Toxicology.
In her role as Administrative Manager at the APS, she focused on computerizing and
simplifying procedures, improving customer service, and maximizing use of volunteers.
As a Member of the Board, Linda's goal is to form a truly accountable organization where goals
are openly discussed, agreed upon, and evaluated so as to best serve the interests of Orange
County's animals and citizens.
linschmo(awahoo.com
5
The individuals on this Board collectively offer:
1. Over 30 years experience in direct management of animal shelters, including over
20 years at the Orange County facility. They understand the opportunities and the
problems and have a dedication to the animals and the people of Orange County.
2. Over 50 years experience in training volunteers and volunteering themselves.
They understand what is needed to put together a strong volunteer base that is
active, trained, and appreciated and that will make a significant difference in the
manpower at the shelter.
3. Extensive experience in taking over the upper management of an animal shelter.
They recognize the need to mobilize and train staff and to foster a team
atmosphere from day one.
4. A true loyalty to Orange County. We are long-time residents of this County and
we have a stake in its future. We know the great history and support that has
been given to the shelter by the Commission and the Administration. This
support has always been there financially and philosophically. The HSOC wants
to repay that support and, in partnership with Orange County, help build back the
shelter operation to one that is considered one of the finest in North Carolina.
6
HSOC Philosophy
The guiding philosophy of the HSOC is that lost, homeless, and abused animals need help and
can suffer tremendously if a humane, professional approach to their sheltering and care is not in
place. One of the main concerns of the HSOC is pet overpopulation. There are several strong
factions in animal welfare, including no-kill movements, that are struggling to save as many
animals as possible, ideally 100%. However, the HSOC recognizes that at the present time there
are not enough homes for all animals. It doesn't make any difference how large a shelter is, all
these homeless, unwanted, and abused animals cannot be saved at this time. One can only work
to save as many adoptable animals as possible.
The HSOC is dedicated to service to the animals under its care in a community that has a strong
desire for humane treatment of animals. Overcrowding of the shelter, even if done with the best
intentions, may have disastrous results for the animals, including sickness, depression, mental
anguish resulting in withdrawal or aggression, and death. Along with strong in-house controls on
the numbers of animals, the foster animal program and breed rescue release will be applied in the
manner that HSUS recommends. Interviews, applications, and home visits will be requisite part of
the foster and breed rescue programs, and programs will not be larger than the staff can
adequately supervise. The foster and breed rescue programs may be very limited at the
beginning until we have confidence that they are running properly with standard record keeping in
place.
One of the main goals of this Society is to address the overpopulation problem so that the Orange
County Animal Shelter can move responsibly in the direction of no kill. In the meantime, incoming
shelter animals will be cared for in a professional, safe, and loving environment. If not adopted out
within a reasonable time frame, animals will be euthanized. Euthanasia is the unfortunate but
humane outcome of pet overpopulation. The HSOC recognizes that many animals may have their
best week of their life while at the OCAS.
Until recently the Orange County Animal Shelter has held the reputation of being progressive and
has been noted for reducing the numbers of animals coming into the Shelter, while at the same
time enjoying the highest adoption rate in North Carolina. According to the HSUS formula,
Orange County should average 8,330 incoming animals per year. In 2002-3, crediting the
previous strong APS sterilization program, only 5,165 animals had to be admitted. This
sterilization program must be restored, and the HSOC will work with local veterinarians and
organizations to insure that it is.
HSUS reports that recently released OCAS animals have not been sterilized. The HSOC will use
the previous standard adoption contract at the OCAS and animals older than 8 weeks will be
sterilized before going home. The only exceptions will be animals with physical or health
problems. These animals will be evaluated and after consultation with a veterinarian may be
given time to recover before the sterilization operation. They will be monitored and afollow-up of
each animal will be conducted to insure that no animals adopted from the shelter can reproduce.
7
2. Management Team
Respondents are to submit the names and resumes for ~ individual who will function as ~ of
the management team during the interim ep riod. Specifically call to our attention similar work
successfully completed ~ members of the Team.
HSOC will appoint Dean Edwards immediately to fill the position of interim Director. He will work
closely with the HSOC Board of Directors to insure the highest ethical and professional practices
are in place at the Orange County Animal Shelter. (Resume follows)
Edwards has had extensive experience and leadership in the field of animal sheltering. He has
both supervised shelter operations and worked in program development. In the capacity of
Shelter Executive Director and Associate Director Edwards has:
• led hands-on staff training;
• taught training classes in shelter disease management;
• participated in developing a temperament testing program for Orange County and
Durham County Animal Shelters;
• given detailed computer training in finances and PetWhere animal shelter software;
• supervised euthanasia and drug accounting records;
• obtained fieldwork experience in adoption applications approval;
• obtained fieldwork and Court experience in animal cruelty cases;
• developed the "Pets for Life Program" currently used at the OCAS as a consultation tool
for residents of Orange County addressing animal and animal-related problems;
• taught basic animal cruelty investigation and horse cruelty investigation courses, in
association with NCSU and HSUS;
• taught dog obedience and agility classes to the general public for more than 16 years;
• hired and trained staff members in every shelter position;
• built two spay/neuter clinics from scratch and assisted in over 2,000 surgeries.
8
Dean R. Edwards
731 Latimer Street
Hillsborough, NC 27278
(919) 245-3287 (h) (919) 270-9202 (cell)
e-mail: dre8334@yahoo.com
Objective:
To provide effective leadership, to better the lives of animals and those who have chosen to work
with them.
Experience:
Self-Employed
APS of Durham
Executive Director
January, 2003 to Present
Durham, NC
October 15, 2001 to December, 2002
Budgeting/Financial Management
• Established the company's first complete line-item accounting/operational budget for
the Shelter and APS (every month the operation was under budget, thus assuring a
sound financial status with detailed reporting to the Board of Directors).
• Instituted a complete Quickbooks accounting program, including payroll.
• Instituted a new, complete computerized cash register program, providing
accounting, receipts and security for all transactions.
Development/ Fundraising
• Hired the first Development Director in organization's history and instituted a
tremendously successful membership and fundraising program. This is the third
Development Department I have built successfully.
• Memberships doubled in less than 6 months.
• Developed an organizational fundraising plan, including mailings, events and
membership drives.
• Major events have already exceeded income projections, through acquisition of
major sponsorships, even before the events take place. The Walk for the Animals
produced $75,000, five times what had ever been ever done before.
New Projects
• Raised over $70,000 in cash, donated equipment and services, to build astate-of-
the-art Health/Spay-Neuter Clinic, that opened in January, 2003. This had been a
priority of the Board since 1992 and it became a reality 12 months after I took over.
Adoptions/New Programs
• Even with a greatly increased incoming animal population, adoptions remained
steady and doubled the month of October, compared to the previous year.
• New programs included: initial health checks on all animals arriving at the shelter;
more complete pre-adoption final health checks and vaccinations; and better control
over court-held and bite quarantine animals.
• Temperament testing for every adoptable dog helps insure better matching between
potential adopters and available animals.
New kennel cleaning procedures were implemented to tighten disease management.
• Adoption contracts, health forms and cage identification cards were revised and
checklists for money management, nightly closing, etc. were implemented.
9
Experience:
APS of Orange County Chapel Hill, NC
Associate Director June 8, 1998 to October 15, 2002
• Set standards for, and monitored conduct of, animal shelter employees to ensure that
humane philosophy was implemented in the care of animals and projected to the public.
• Trained all employees in policies, procedures and adoption protocol.
• Directed focus on adoptions, resulting in the highest adoption rate in the State of North
Carolina.
• Developed work plans and assigned priorities for organizational units.
• Reviewed shelter practices and procedures to ensure efficient and economical use of
resources.
• Maintained all financial records and produce reports for the Executive Director, the
Treasurer, the Board of Directors and Auditors.
• Recommended to the Board of Directors policy and personnel changes and budget
income and expenditures.
• Contributed to profitability by effective administration of the budget.
• Exceeded expected income in fundraising events and income-producing activities.
• Served as the County-appointed 19-A Animal Cruelty Investigator for Orange County
and have successfully prosecuted 100% of the allegations of cruelty brought before the
court.
• Delivered educational lectures and served as main spokesperson for the APS for media
broadcasts and newspaper interviews; helped interpret organizational philosophy to
public.
• Assisted subordinates and supervisors in identifying and resolving problems.
• Helped oversee all aspects of Emergency Animal Rescue Service, including training and
supervision.
• Certified Rabies Vaccinator
• Certified in tranquilization and euthanasia
• Certified in Emergency Rescue by HSUS and E.A. R.S.
• Certified in Shelter Renovation and Design by HSUS
• One of the first animal shelter leaders in the Nation to be certified in the HSUS Pets for
Life Program, which helps solve animal problems and reduces the number of surrenders
to shelters.
• Sixteen-year dog obedience instructor, proficient in basic and advanced obedience
training, as well as agility, canine good citizen and flyball.
OTHER:
Other management experience:
SPCA in Florida Executive Director-2 years.
• Increased adoption rate to 50%, the highest in the State of Florida.
• Responsible for staffing and overseeing all policies and procedures.
• Served for 5 years on Board of Directors, rising to President.
• Appointed Chairman of the County Over-Population Committee, which was charged with
the study and recommendations to the County Commission to address pet over-
population problems.
• Established an in-house spay/neuter clinic and assisted the Veterinarian in over 2,000
procedures.
10
• Certified in euthanasia.
• Certified by HSUS in Shelter renovation and repairs.
Business owner
• Polk Sportstime, bi-monthly sports and recreation publication.
• Manufacturer's Rep Business, covering the State of Florida for various hardware-related
companies.
Other management
• General Manager of 4 radio stations, responsible for all day-to-day station operations.
• Award-winning News Director-twice named outstanding newsperson in the State of
Florida.
3. REFERENCES
Proposals must include references from representatives who are active in the animal shelter
management Indust and that can attest to previous experience in animal shelter operations and
management. Please include no fewer than three ~, (SEE ATTACHED)
11
January 25, 2003
To Whom It May Concern:
I am writing regarding Dean Edwards employment as Director of the Durham County Animal Shelter. I held
the position of Volunteer Coordinator and benefited from Mr. Edwards' leadership throughout his employ,
October 2001 to November 2002.
Mr. Edwards has great vision and tenacity. His forward thinking management style facilitated many
significant changes to the organization. The addition of a first-ever development director has dramatically
changed the direction and goals of the shelter. Much needed accounting systems were put into place, animal
care improved greatly over time and the adoption rate steadily increased. A new on-site medical clinic was
built under Mr. Edwards close watch.
Mr. Edwards possesses extraordinary public relations skills and the image of the shelter in the community
improved as a result.
The loss to the organization of Mr. Edwards is something that will be felt for a long time. He directed more
positive change for the organization than it had seen in many years. The level of resistance to change by the
governing board, along with the acceptance of the status quo is what ultimately led to my own departure.
I strongly recommend Mr. Edwards for any management position where positive outlook and progressive
mindset has a place.
Sincerely,
Katherine L. Cryder
4604 Highgate Drive
Durham, NC 27713
919-401-4360
12
To Whom It May Concern:
I have known Dean Edwards since late 2001 when we began serving on the steering committee
for the North Carolina Task Force to Abolish Animal Fighting. In that capacity, Dean chairs the
Legislative Committee and his committee is very active in working to draft and generate support
for new laws that would benefit animals and help humane professionals throughout the state have
more efficiency and effectiveness in enforcing laws related to animals.
Dean is very likable and personable and seems to have a large network of resource people
throughout the Raleigh /Durham area to help the committee achieve their goals. In addition, he
approaches his chair responsibilities with enthusiasm, passion, and determination to see
results. Dean is dedicated to the cause and understands the complex issues surrounding animal
control and sheltering work.
Sincerely,
Shelly A. Moore
Executive Director
Asheville Humane Society
180 Merrimon Avenue
Asheville, NC 28801
828-236-3885
13
To Whom It May Concern:
I have been on the faculty of Duke University School of law for 33 years. I teach Animal Law,
among other courses. I am the author of Reppy, A New Specialty: Animal Law, N.C. State Bar
Journal, spring 2002, p. 12. I am a member of the North Carolina General Statutes Commission,
which has two on-going dockets concerning animal laws. I have known Dean Edwards for
approximately three years. Most recently I have worked with him on the Legislative Committee of
the North Carolina Task Force Against Animal Fighting, which he chairs. Among other topics, this
Committee worked on needed revisions in North Carolina animal cruelty laws.
During this study I was particularly impressed with Dean's thorough understanding of these
statutes and of legal concepts such as mens rea that supplement them. Such analytical skills
with respect to technical statutes are seldom encountered in persons who have not studied
law. His background and knowledge of leading shelter practices and his experience in this field
makes him a leading candidate for Executive Director. I think highly of Dean and believe he'd do
well in a leadership position that draws on skills similar to those involved in analyzing technical
statutes. I thus recommend him to you with much confidence.
William A. Reppy, Jr., Charles L. B. Lowndes Emeritus Professor of Law, Duke University
October 27, 2003
14
To Whom It May Concern:
Dean Edwards and I have served for the past two years. on the Steering
Committee of the NC Task Force To Abolish Animal Fighting.
During this time Dean has been the Chairman of the Legislative
Committee. His twelve plus years of experience and knowledge in the
animal welfare field have been an asset to the Task Force. He
demonstrates a thorough knowledge of policies and procedures related to
sheltering and animal care.
Nilla T. (Dicke) Sloop, RS
Director
Environmental Health and Safety Division
Wake County Department of Environmental Services
PO Box 550
Raleigh, NC 27602
Phone: 919-856-5558
Fax: 919-856-7407
nsloop@co.wake.nc.us
As acting president of the Johnston County Animal Protection League, former board
member of the North Carolina State Animal Response Team (NCSART) and as current
member of the North Carolina Task Force Against Animal Fighting Steering Committee,
I have met and worked with many of the top leaders in the State and nationwide in the
areas of sheltering, animal cruelty, disaster response, temperament testing, dog training
and behavior assessment.
I consider Dean Edwards one of those leaders. He served as a valuable resource to the
establishment and development of our organization, and he has contributed his
expertise, experience, and commitment to those endeavors in which I had a chance to
work with him, such as on the North Carolina Task Force to Abolish Animal Fighting
Steering Committee.
Dean Edwards has demonstrated a wide range of knowledge and experience in the areas
of sheltering, cruelty investigation, animal laws, and program operations, which have
made him an asset to efforts for our state on behalf of animals.
Ulli Mattern
Johnston County Animal Protection League
leik u~mindsprin~.com
919-989-7601
919-915-0780
www. j capl. org
15
2707 W. Knox St.
Durham, NC 27705
February 26, 2003
Dear Sir or Madam:
Dean Edwards was my supervisor at the Animal Protection Society of Durham from April 15, 2002 until he
resigned in November 2002.
I thoroughly enjoyed Dean's management during his tenure as Director of the Animal Protection Society of
Durham. Dean acknowledged the strength of each staff member and he allowed me to exercise my strengths
to the best of my ability. Dean actively sought out opportunities for staff members to work on their
professional development and encouraged them to attend classes and seminars. He brings a wealth of
previous experience to the table and is always willing and able to provide support and guidance when it is
sought. He is an effective problem solver and I always felt comfortable discussing my concerns with him.
Dean is an effective manager that would be a great asset to any organization. His experience and
communication style provided a positive working environment. His goal to better the organization was also
apparent and he motivated me and other staff members to do the same and it resulted in the building of a
highly effective development program as well as improvements in the general business operations.
Sincerely,
Julia Wing
APS Development Director
Animal Protection Society of Durham
16
4. SCOPE OF WORK
a. Staffing and Supervision of the Shelter
The staffing of a shelter operation is always limited due to financial constraints, so it is imperative
that management efficiently utilize all the tools and knowledge available to:
1. Train staff so that every member of the operation has full knowledge to do the work
required.
2. Provide the necessary tools to allow the staff to work efficiently and to the highest level.
3. Provide positive support and build a team atmosphere where every member of the staff
feels appreciated and is considered an integral part of the overall operation.
4. Instill accountability on a daily basis in each and every staff member; so that they realize
that they will be accountable for their work product and that management is there to insure
that all jobs are done in a timely and superior manner.
5. Provide clear and reasonable job titles and responsibilities in oral and written form, so that
everyone knows clearly what is expected of them.
6. Utilize volunteers to augment the paid staff. All of the above 1-5 steps are just as important
in the approach to volunteers. They must feel useful, wanted and part of a clear vision for
operation of the animal shelter.
Staffing Schedule:
An animal shelter is a 7-day-a- week operation. The animals must be fed, cleaned, medicated,
evaluated, vaccinated, and cared for every day. Staff must deal with adoptions, euthanasia,
fostering, cleaning of the facility, customer relations, etc. on a regular basis. On the day the
shelter is closed to the general public (Wednesday), staff members takes on larger scale projects
that can't be completed when the shelter is open to the public. Extended staff training takes place
on this day, as do staff meetings and other administrative functions. A sample cleaning schedule
is attached below.
Under the HSOC proposal, the Orange County Animal Shelter (OCAS) would offer current Shelter
employees the opportunity to stay with the new administration, with the exception of management-
level individuals. Since the current Shelter problems appear clearly to be management-related,
the management-level people are encouraged to submit resumes and be interviewed for possible
positions. Other staff members would be interviewed to determine their qualifications and
personal interests in the Shelter to determine where they might be best placed. It is possible that
additional responsibilities and changes implemented might temporarily result in some turnover of
personnel.
HSOC will appoint Dean Edwards immediately to fill the position of interim Director. He will work
closely with the HSOC Board of Directors to insure that the highest ethical and professional
practices are in place at the Orange County Animal Shelter. It will be necessary to employ the
new Director immediately to facilitate the transition smoothly and effortlessly. His resume is in a
preceding section.
17
4.a Staffing and Supervision of the Shelter (continued)
HSOC will work to achieve excellent service to the people and animals of Orange County.
Reasonable responsibilities will be assigned to every staff member and they will receive the
training and support needed to accomplish these tasks. Each staff member will clearly
understand what is expected from them and they will know that they will be held accountable for
completing their job in an efficient and thorough manner. Management oversight will insure that
each assigned task is completed in a timely manner.
A renewed emphasis will be placed on service to the animals and citizens of Orange County.
Visitors to the OCAS and those contacting the shelter will be treated with respect and provided the
best service possible. Courtesy will become a part of the everyday operation of the shelter. The
loss of this approach over the past months has resulted in lower adoptions of animals, unhappy
potential customers and staff turmoil, leading to high turnover of staff and to a poor demeanor of
those staff remaining.
18
SAMPLE SCHEDULE FOR OCAS.
NOTE:
This schedule is based on 3 Cat Techs per day and 3 Dog Techs per day to clean and feed the
animals.
3 cat Techs per day X 7 days
168 hours of coverage.
168 hours\40 hours per Tech =
4 fufltime plus 8 hours of I
coverage by volunteers.
X =work O =off
3 Dog Techs per day X 7 days =
168 hours of coverage.
168 hours\40 hours per Tech =
4 fulltime plus 8 hours of
coverage by front desk person
or n/t person.
POSITION MON TOES WED THURS FRI SAT SUN
Cat tech #1 X X O O X X X
Cat tech #2 O X X X X X O
Cat tech #3 X X X X O O X
Health Tech X O X X X X O*
* Sunday would be assisted by volunteers to cover cleaning and feeding,
since shelter doesn't open until early afternoon.
POSITION MON
Dog tech #1
Dog tech #2
Dog tech #3
Assist. Health Tech
TUES WED THURS FRI SAT SUN
X X O O X X X
O X X X X X O
X X X X O O X
X O X X X X O*
* Sunday would be assisted by front office person to cover cleaning and feeding, since shelter
doesn't open until early afternoon. By utilizing the Health Tech, Assistant Health Tech, volunteers and/or
part-time personnel, the needs of the animals can be met with lower cost to the County.
19
VOLUNTEERS
One of the pillars of successful animal shelters is the community volunteer base. The HSOC, in
full recognition of this reality, will from its inception, as the operator of the Orange County Animal
Shelter, make recruitment and training of an active and committed volunteer corps a priority.
Over the past year, it has become evident that there are many citizens in this community who are
passionately concerned with animal welfare. The HSOC is open to learning from, listening to, and
working with members of the community who wish to mobilize their passion and concerns in the
form of volunteering.
Volunteers give of their time and effort with no expectation of remuneration. However, there are
valid expectations on their part that volunteer tasks will be clearly specified; that they will receive
detailed training in performing all facets of the volunteer tasks; and that staff and leadership of the
shelter will recognize the volunteer efforts and contributions. At first, the HSOC will have staff
members and leadership perform the volunteer training. This training will occur at both group
training sessions, and in a one-on-one context. After sufficient time has passed for volunteers to
accrue enough experience to become trainers themselves, they may take over some of the
training.
Areas of shelter operation for which volunteers will be solicited include adoptions, cat room
attendants (cage cleaning, feeding), kennel attendants (cleaning, feeding), dog walking, office
tasks (e.g., mailings, assembling adoption packages), grant-writing and fundraising, and
community relations (e.g., greeters at the shelter, educators in the community).
Volunteer tasks will be performed primarily by adults (18 years of age and older); however, we
recognize that school-aged children often wish to donate volunteer time to the animals, and there
are some tasks (e.g., cat room and kennel attendants; some office tasks) which are appropriate
for children provided they are supervised by at least one adult volunteer or staff member.
The above discussion of volunteers has referred to those individuals who decide, autonomously,
to give of their time and effort to the animal shelter. We will also have community service
volunteers. These individuals will be treated with the full amount of respect accorded other
volunteers. We will try, as best as possible, to pair community-service volunteers with the tasks
they will enjoy the most; this will benefit not only the community-service volunteer, obviously, but
also the animal shelter, as an individual performing a task they enjoy will be more careful and
efficient and will also present a more welcoming face to the general public.
Since the volunteer base has declined significantly, our challenge will be to recruit old and new
volunteers, including those who used to be employees at the shelter. (Former employees, if they
received a favorable send-off, are often happy to continue to stay involved with animal welfare
through volunteering.)
We recognize that the immediate priority of the HSOC will be staff hiring and training. Once staff
are in place and have been trained, volunteer recruitment will begin. Volunteer orientations, word-
of-mouth, announcements in newspapers, letters to editors, announcements on WCHL, public
invitations to board meetings, announcements at local churches--all of these mechanisms will be
used to attract volunteers to the new organization. We will begin such announcements in all
these venues immediately upon awarding of the contract. We will welcome former APS
volunteers and employees, of course.
20
VOLUNTEERS (continued)
We do not believe it is possible to have too many volunteers--all those interested in being
volunteers and who successfully complete volunteer training will have their skills and motivation
utilized! Because of people's schedules, we anticipate that there will be more individuals
interested in volunteering on weekends rather than weekdays. Where possible, we will organize
our volunteer tasks accordingly (e.g., trying to fill the adoption schedules for weekends so that
volunteers will be able to do them.) We will ask a minimum commitment of volunteers of a 3-hour
block of time every two weeks. Our goal is to build up a volunteer corps where hours and tasks
are relatively stable--this will enable the volunteers to become "experts" in their own right as to the
work they do. They will also develop a rapport with the staff members who are usually working
during their particular time slot.
Our team of Executive Director and HSOC Board Members has well over 50 years experience in
training volunteers and doing shelter volunteer work themselves. This is unprecedented to find
this amazing collection of first-hand knowledge, ready to jump in and mobilize an active, dynamic
volunteer program. We recognize that the building of such a program will not be simple.
However, we believe that the foundational principle that will guide the building of the volunteer
program is simple: assume that every would-be volunteer cares as much about animal welfare as
we (the board and leadership) do, and that the volunteer sincerely wants to do his or her part to
make the Orange County animal shelter as humane and welcoming to animals (and human
visitors) as possible.
21
4. b. CUSTOMER RELATIONS
Rebuilding Confidence in the Orange County Animal Shelter
Rebuilding confidence in the Orange County Animal Shelter will require showing the public that
the HSOC has followed the advice of the HSUS report and "is ensuring that the community
receives the highest level of service...and the animals receive consistent, high-quality care."
P.107.
Criticisms and complaints to the HSOC will be handled quickly and consistently by respectful,
professional, and caring employees. We plan to implement a separate appeals board so that a
higher level of review is available for policy decisions.
We will plan a forum to get public input regarding how to make the shelter "customer" friendly.
HSOC will also have a series of opportunities in the first two months where the public is invited to
come "transform" the physical building of the shelter into a brighter, more cheerful place for both
animals and humans.
As the HSUS report states, "community outreach will be critical." p. 104.
HSOC plans to implement a media blitz to encourage the public at large to give the shelter a
second look in a new light. In addition to his extensive animal experience, Dean Edwards also
has many years experience in radio and advertising and will be an invaluable resource in dealing
professionally with all media contacts.
As the HSUS report stated, the traditional animal shelter is evolving into a "`community resource
center' and a temporary haven for animals on their way to lifelong homes..." The public, the
media, and the Board of Commissioners will find that with new attitudes and policies the HSOC
will enable this evolution of the shelter to begin.
Front Desk Staffing under HSOC
The Shelter front desk reception area provides the first impression that people get when coming
into the Shelter. It is paramount that it is staffed with well-trained, service-oriented staff. Since the
field of animal welfare is an emotional one, staff must have empathy toward clients entering the
shelter and avoid being judgmental.
People come into the Shelter for a variety of reasons, but they all deserve courtesy and accurate
information. It is important for all staff to understand that they will be representing the HSOC in
addition to the County.
Staff will be trained 1) how to handle emotional situations; 2) to get help if they are not sure of the
information being requested; 3) that they must not display a negative attitude when, for example,
someone is seeking help in surrendering a litter of kittens or an elderly dog because they "'don't
want to care for it any more." Staff must welcome the public with compassion and help them solve
their animal related problems.
HSOC is confident that when staff fully understands the true nature of animal welfare that they will
then strive to have awarm-hearted, informed and friendly demeanor.
HSOC will post board meetings in the lobby to encourage staff and public as well as volunteers to
attend. All will be encouraged to participate.
22
4. c. Records Management
The HSOC will promptly incorporate suggestions found in the HSUS report, as well as making
other improvements, to bring record-keeping up to professional standards and foster an open and
accountable Shelter.
HSOC will:
1. Initiate transition to Chameleon Software. Test computer system while continuing manual
routine. Train one beta user who will be responsible for implementation and who can serve as
instructor for next-level users. The County showed foresight in paying for the purchase and
installation of this software. A great benefit would be the immediate sharing of information
between the OCAC and the shelter.
As a backup plan, if Chameleon proves to require more than two months for training, PetWhere
Software (free and downtoadable from the ASPCA) can be used to enter information. This data
management software was previously used by the APS and performed adequately. PetWhere
has report generation capability. Some staff members are already familiar with PetWhere and
could use it during the transition period.
2. Switch to real-time computer data entry for incoming animals, lost and found, vaccinations,
health checks, rather than performing such actions at the end of the day or during Wednesday,
when, inevitably, other crises occur and data entry is put on a back burner. Real-time entry
requires viable workstations at both the front desk and back office, as well as the presence of at
least two front desk attendants/administrative assistants at all times (including lunch periods) so
that there is no backlog of information. While this will be a challenge initially, over time the shelter
will save many hours now spent searching for information and placating frustrated adopters and
retrievers of lost animals. Further, this practice will decrease the potential for lawsuits.
3. Network the computers. Backup, file-sharing, data retrieval by a variety of personnel, data
update, virus-scans and security concerns can all be better addressed using networked
computers. An inadequate computer system can be worse than none at all.
4. Rigorously perform routine maintenance of computers- most importantly, daily automated data
backups and virus checks. "Losing" shelter data due to power failures or any other reason is
unacceptable. Daily data backup is easy, quick and requires little or no training.
5. Daily inventory of animals present in the shelter and off-site. This is a top priority. There is no
excuse for "misplacing" animals. The shelter's primary responsibility is to the welfare of the
animals in its care. A "misplaced" animal may have been stolen or mistakenly euthanized, both of
which represent serious failures.
A management-level employee will make a daily count of animals in each room via walkthrough;
he or she will also make a daily count of animals in foster-care and off-site adoption locales (the
latter to be based on current data in log books). No less than 45 minutes will be allotted for this
process. The count will be compared to paper log sheets (until computer system is fully
functional). Any discrepancies will be reconciled before end of the work day. A complete tally will
be presented to the Assoc. Director for sign off that same day.
23
4. c. Records Management (continued)
6. Include specific questions regarding health and behavior on Owner Surrender Questionnaire to
facilitate appropriate placement, determine whether fostering may be necessary for
health/behavior reasons, and learn of life-threatening conditions such as diabetes, kidney failure,
or communicable diseases. Surrendering an animal is often a difficult moment for the owner. The
Shelter's requests for information should be presented to the owner as evidence of the Shelter's
sincere desire to place the animal in a suitable home.
7. Each animal will be given a plastic hospital-style tag with an i.d. number upon entry to the
Shelter. This is standard practice for shelters that are run in a responsible and professional
manner. As noted in the HSUS report, mistakes in euthanasia can occur if animals are not
identifiable.
8. Check all animals upon entry for rabies tag and microchip implant. Verify ownership through a
call to the national log registry (if microchip) or CD ROM (current rabies registration information is
available on CD ROM). Front desk attendants will be required to initiate verification of information
as quickly as possible. This alone will greatly improve the Shelter's relationship with the
community it serves.
Microchip data and rabies numbers will be entered on log sheets. By end of day, front desk
manager must initial every log sheet (until transition to computer complete) to ensure that data are
complete and that verification of ownership/tag tracing occurred. No less than 45 minutes will be
allotted for log sheet review. Front desk manager will confirm to Assoc. Director that review is
complete.
9. Health Exam Form must be completed within end of day of entry, at the latest. Initial
vaccinations must be given and noted on form within day of entry. Management-level employee
will be responsible for reviewing and initialing each Health Exam form by day's end. No less than
45 minutes will be allotted to this task. If an animal has not been given an entry exam or has not
been vaccinated, an employee must complete the task. Management-level employee will notify
Assoc. Director that Health Exam Form Review is complete. Strict enforcement of this procedure
will result in significant decrease in costs for medical treatment (particularly antibiotics) since sick
animals can be immediately isolated and will not infect other shelter animals. Unnecessary
suffering will decrease since injuries and illness will be quickly identified.
10. The administrative assistant or other responsible employee or volunteer will be responsible
for ordering/replenishing forms (log sheets, health exam) at least once a month to ensure that the
correct forms are always available.
11. The HSOC is committed to accurate record-keeping. Such records are necessary to protect
the animals passing through the Shelter, as well as to evaluate the efficacy of programs and
policies. The public should have access to vital statistics. To that end, the percentages of
animals adopted, returned to owners, and euthanized will be posted prominently on a bulletin
board in the Adoptions Room. An informed public is a Shelter's best friend. The more those
citizens know, the better it will be for animals in need.
24
4. d ANIMAL POPULATION AND CONTROL
Animal Population and Control (e.g., assure that animals adopted from the Shelter are
appropriately spayed or neutered, although the respondents should note that if the County
chooses to contract directly with a veterinarian, spay/neuter would be handled through that
contractor.)
It is the policy of the HSOC that every adopted animal eight weeks of age or older will be
spay/neutered before leaving the shelter.
If this is not possible due to scheduling restrictions, health issues, or other reasons,
the following protocol will be followed:
1. An appointment will be made at time of adoption for the animal to return for surgery.
2. A follow-up reminder (phone or mail) will be sent to the adopter.
3. Failure to show for the scheduled appointment will result in the adopter being re-contacted
and a new appointment will be set.
4. The adopter will be told from the outset, and will be reminded in subsequent contacts, that
the animal belongs to the Orange County Animal Shelter, as stipulated in the signed
contract, until all provisions (including spay/neuter) have been met.
5. Should the adopter refuse to follow through with the provisions of the contract, HSOC will
initiate action to return the animal to the shelter.
Education is key in addressing the overpopulation problem. Owners that reclaim animals are
prime candidates for education in this area. Every opportunity provided the HSOC to meet with
citizens, civic organizations, and the media will be used to stress the importance of responsible
pet ownership and the overpopulation problem and solutions.
25
4. a .DISEASE PREVENTION
Disease Prevention (e.g., describe in detail the housing by category of and animal and specific
procedures for disease control.)
Disease prevention is one of the most complicated and important issues in successfully
operating an animal shelter. Following is a list of policies that will be employed to
address these concerns:
1. Animals will be assessed upon arrival to determine obvious health problems.
2. Vaccinations and a complete initial health check will be completed within 24 hours of
arrival. The goal is to have all animals done by day's end of their arrival; however this may
not be possible for animals arriving late in the day. So, 24 hours is the maximum
completion time.
3. Animals that display illness will be separated from the healthy population immediately.
4. HSOC will take into account the recommendations of HSUS and will also consider
accepted practices by leading shelters all over the country. All policies will be reviewed by
the Veterinarian.
5. Staff will be fully trained by a Veterinarian and Management in accepted shelter disease
prevention policies and procedures.
6. Medical attention to treat diseased animals will follow the Veterinarian's recommendations
and will be carried out by trained staff.
7. Utilization of proper sanitation substances, and their correct application in cleaning, will be
closely monitored by management to insure compliance at all times.
8. If an animal with an adoption deposit becomes ill, the potential adopter will be notified and
given the option of choosing another animal. A final health check will be done before
surgery to assess the animal's health status before it goes home.
9. Despite best efforts, it is still possible that an animal may be developing an illness that goes
undetected and doesn't appear until the animal has already left the shelter. Adopters will
be educated on diseases common to shelter animals and will be required to see their own
Veterinarian within 21 days of adoption. This will enable their vet to diagnose and treat any
unforeseen illness immediately.
26
4. f REPORTING AND COMMUNICATIONS WITH THE COUNTY
Reporting and Communications with the County (e.g., ability to comply with all County procedures
for revenue collection; monthly expenditure reports and animal admittance and disposition;
monthly report outlining compliance with elements of the contract for interim shelter management
and operation.) Please note that County Commissioners have also requested that the successful
respondent provide a monthly report with commentary on the operations of the shelter.
PARTNERSHIP WITH ORANGE COUNTY
1. STATISTICAL REPORT - A full and accurate statistical report will be filed with Orange
County by the fifteenth of every month. This report will detail numbers and types of animals
arriving at the shelter and their dispositions (adopted, fostered, euthanized, still in shelter).
2. FINANCIAL REPORT - A full and accurate financial report will be filed with Orange County
by the fifteenth of every month. This report will detail exact income and expenses in every
category.
3. SHELTER OPERATIONS REPORT - An overview Shelter Operations Report will be filed
with Orange County by the fifteenth of every month. This report will outline the progress
and difficulties in the past month's operation of the shelter.
4. ON-GOING COMMUNICATION -The Executive Director will inform the County Contact
.(County Manager, Assistant County Manager, Health Director, or whoever is designated)
and the Chair of the HSOC Board of Directors of any unusual problems. Continual updates
on the situation will be provided.
5. APPEALS COMMITTEE - An Appeals Committee will be established to hear adoption
appeals or problems with the Orange County Animal Shelter. The Committee will be
comprised of members appointed by the Board of County Commissioners, representatives
of the HSOC Board, and the Executive Director. This will insure that all persons have a fair
hearing before an impartial committee.
6. FINANCIAL AUDIT -The County Finance Department will be invited to conduct an audit or
review of finances at the end of the initial contract period. Finances will be open at all times
and co-operation and complete disclosure will be HSOC's mode of operation.
27
4. g ADOPTION AND RECLAMATION POLICIES AND PROCEDURES
Adoption and Reclamation Policies and Procedures (e.g., adoption of puppies, feral cats, specific
breeds and/or animals with behavioral management issues.)
Adoptions. We propose that the OCAS Adoption Program be restored to its status prior to
January 2002. It is important to place animals in homes where they will become family pets. Staff
should not urge adoption of inappropriate or potentially dangerous animals such as pit bulls or
feral cats. The goal for the HSOC is to place for adoption healthy, well-adjusted animals--to place
compatible animals with compatible homes.
There is always some interest on the parts of experienced Orange County residents in adopting
"project animals." Owners who have had previous experience with guard breeds often wish to
adopt these breeds and understand the nature of the dogs. Others may be attracted to them
without thoroughly understanding temperaments. These adoptions will be made on a case-by-
case basis. Guard breeds may be adopted out using a screening process. This process is to
assure that the adopter understands the nature of the breed and his/her responsibilities to protect
and care for the animal.
Sick and/or injured animals may be adopted out after the potential adopter consults with his/her
veterinarian to fully understand the responsibilities and possible costs.
Animals with behavior problems will be evaluated before being placed in the adoption wings. If a
behavior problem is potentially serious, the animal will not be placed for adoption. If someone
wishes to adopt it, a consultation with a certified animal behaviorist may be required at the
adopter's expense. This policy helps the adopter to avoid a danger to him/her or neighbors and to
assure that the adopter understands the behavior problem and prognosis so if the animal is
adopted, the adoption is likely to be for the lifetime of the animal.
As the HSUS and Task Force recommendations are reviewed by HSOC, changes will be made to
make the program stronger.
Spay/Neuter. The goal is to sterilize animals before they are adopted. In cases where this is not
recommended (in the case of sick or injured animals), a special file will be kept to monitor
spay/neuter dates to assure that all adopted animals are sterilized. Puppies and kittens must be 8
weeks or older before going home, and they will be sterilized before adoption.
Previous sterilization programs at the Orange County Animal Shelter have lowered the number of
animals in Orange County. According to the HSUS formula based on the population of Orange
County, 8,330 animals would be the average annual intake. The prior sterilization program
worked efficiently to reduce animal intake to 5,165 in 2002-03. By continuing this strong program,
the overpopulation problem can be greatly reduced, thereby producing a more humane society
and also lowering animal control costs.
Foster Program: This program has long been integral in saving animals' lives. The procedures
in place before January 1, 2002, will be re-instated. These require the potential foster parents to
28
5. g ADOPTION AND RECLAMATION POLICIES AND PROCEDURES(continued)
fill out an application, be interviewed, and have a home visit to insure that adequate care will be
given to the animal. The pre-2002 foster animal requirements will also be in place; i.e., if the
animal is over 8 weeks of age it must remain in the shelter until after the legally mandated stray
date is over.
Breed Rescue. This is an area for which HSUS has recommended a screening process. To put
in place ashelter-related Breed Rescue Release Program, there must be an application process
that includes the nonprofit status information of the group, an interview, home visits, and follow-up
procedures for released animals. This would be very limited initially, as it has been in the past,
until adequate staffing is available to implement the program adequately.
Adoption, fostering, and release to Breed Rescue optimally require an additional person, e.g., an
adoption counselor.
Following HSUS recommendations, purebred animals will be housed at the Shelter initially, giving
Orange County residents the first opportunity to adopt them before release to rescue groups.
Temperament Testing. Temperament testing helps select animals that will have the best chance
of fitting into a home situation. The Temperament Testing Program is still new in shelters.
Continued upgrading and monitoring of this program will be needed. Temperament testers are
dog trainers and shelter employees and not animal behaviorists. Our goal is to find ways to better
utilize this program to make safer and more beneficial decisions on adoptions and euthanasia.
Feral Cats. It was decided in 1997 by the Orange County Health Board and the APS Board that
for public welfare reasons the Shelter should not adopt out feral cats except under special
circumstances. An example of such a circumstance would be a person who has been feeding a
cat for some time and wants it sterilized and is willing to accept responsibility for its care.
Appeals Committee: The HSOC will ask the County to help assemble a group to serve on the
Appeals Committee. Members of the group will be trained so that they understand the adoption
policy and goals. Having representatives from a greater demographic area would make the
committee and process stronger.
Reclamations: Four fees are collected when animals are reclaimed: a reclaim fee, a fee to cover
the 5-in-1 distemper and tracheobronchitis inoculation given when the animal entered the Shelter,
a board fee that is calculated by the day, and if current rabies vaccination information is not
available, a rabies vaccination fee.
Lost-and-Found files will be kept at the front desk and will be reviewed daily by kennel technicians
to match lost pets with lost-animal reports. Likewise, found animals will be matched to lost
reports. Chameleon software has the capacity to match animal descriptions to animals in the
shelter. Owners of lost pets will be encouraged to visit the Shelter daily since descriptions of
In order to serve Northern Orange better, it is proposed that a bulletin board be placed at a
convenient location-possibly on Hwy 86-listing found animals that have been taken to the
Animal Shelter. We also propose that when Chameleon is put into service at the OCAS, satellite
computers will be installed in the Hillsborough and Chapel Hill libraries where people can scan
information on the stray animals at the shelter to help them locate lost pets.
29
4. h E.A.R.S. (Emergency Animal Rescue Service
After hours emergency response (e.g., after hours service for sick, injured or dangerous animals.)
E.A.R.S. (Emergency Animal Rescue Service) responds to calls from 6 p.m. to 9 a.m. the next
morning on weekdays, and is on call for all 24 hours Saturday, Sunday and holidays. A
designated staff member takes the rescue vehicle home so as to respond immediately.
Emergency calls are routed through 911 and must be responded to within 5 minutes by phone.
The staff member must be on the road within 10 minutes. A manager is on call as backup to
answer questions regarding procedures/legalities or to go to the emergency site if more than one
person is required. The manager is on call for a week. The staff member is on call one day a
week. All E.A.R.S. workers and supervisors are trained in E.A.R.S. Protocol, emergency
techniques and courtesy, to provide the best service possible to the residents of Orange County.
The number of calls per shift varies from 0 to as many as 15. Types of calls include: 1) deer
injured and in need of euthanasia due to detached limb 2) raccoon/bat suspected of being rabid 3)
dog hit by car and suffering painful injuries 4) bird with broken wing 5) request by Chapel Hill
police to assist in pick-up of aggressive dogs 6) kittens stuck in ventilator 7) horses loose on the
highway, and so forth. Calls can take over one hour to complete, and often require travel to the
further reaches of Orange County.
Shelter workers frequently suffer from "burnout" due to laborious and repetitive tasks and the
stress inherent in caring for abused and neglected animals. E.A.R.S. provides a unique
opportunity for shelter staff to interact with citizens of the county in a wholly positive way, and
serves as an excellent public relations tool.
Another strong benefit is that E.A.R.S. allows staff to develop new skills and to test themselves in
a challenging environment.
30
5. UPFRONT COSTS
ESTIMATED Animal Shelter CAPITAL Costs
Description of Equipment
HSOC
Qty Cost per item Total Cost ESTIMATES
ANIMAL EXPENDITURES
FOOD BOWLS for dogs
FOOD BOWLS for cats
Food Storage CONTAINERS
BENCHES for dogs (to sleep off cement floors)
LITTER PANS
Stainless steel CAT CAGES (Shor-Line Mfg.)
--24"x24"
--36"x30"
--72" platforms with casters
Stainless EXAM TABLES
Stainless SINKS/drainboard unit (freestanding),
6' x 8'
Heavy Duty CLOTHES WASHER
Heavy Duty CLOTHES DRYER
Stainless or chrome freestanding large OPEN
150 $4.02 $603 $1,400
200 $4.43 $886 $1,000
$100 $100
60 $59 $3,540 $3,540
$2,000 $2,600
77 $294 $22,638 $26,565
24 $400 $9,600 $11,184
19 $295 $5,605 $5,605
2 $600 $1,200 $800
2 $300 $600 $600
1 $1,000 $1,000 $2,000
1 $720 $720 $1,500
SHELF UNITS 6 $125 $750
POWER WASHER 1 $1,800 $1,800
REFRIGERATORS (3) 3 $600 $1,800
FREEZERS (Chest) 3 $600 $1,800
Hoses (200') 200 $1 $200
Total Shelter
Equipment $54,842
OFFICE & COMPUTER EQUIPMENT
PC's 7 $1,500 $10,500
Laser PRINTER (network) -- HP 1330 2 $570 $1,140
Laser PRINTER (non-networked) 2 $360 $720
FAX machine 1 $400 $400
COPIER 1 $2,500 $2,500
Chameleon (software) data-entry 4 $900 $3,600
6' Steel locking storage CABINETS 6 $300 $1,800
FILING CABINETS (5-drawer) 7 $175 $1,225
DESK: U-configuration w/ keyboard tray and
locking hutch 1 $1,000 $1,000
DESK: L-configuration w/ keyboard tray and
locking hutch 2 $900 $1,800
DESK: simple workstation w/ keyboard tray &
locking hutch 3 $800 $2,400
Executive Computer CHAIRS 2 $302 $604
Computer CHAIRS 6 $240 $1,440
Side CHAIRS for Offices 3 $150 $450
Side CHAIRS for Community Room 20 $70 $1,400
72"x29" Work TABLES 4 $150 $600
PARTITIONS (office cubicle) 3 $225 $675
Conference TABLE & (4) CHAIRS 1 $1,500 $1,500
Total Office Equipment $33,754
$750
$0
$1,400
$1,200
$400
$60,644
$7,000
$1,140
$720
$400
$6,000
$3,600
$1,800
$1,225
$1,000
$1,800
$2,400
$604
$1,440
$450
$1,400
$600
$675
$1,500
$33,754
31
5. UPFRONT COSTS (continued)
While the County staff has done an excellent job in researching the above start-up
costs, it should be noted that there are options and additions that must be considered.
HSOC management is intimately familiar with regulations, needed equipment, and
options available locally to obtain used/refurbished equipment.
ANIMAL EXPENDITURES
1. Food bowls for dogs and cats. Since you have to replace bowls while disinfecting/washing
the old ones, the shelter requires at least twice the number of bowls in use at any time. The
estimated cost is $2,400 instead of the County figure of $1,489.
2. Litter pans for cats. Since you have to replace litter pans while disinfecting/washing the old
ones, the shelter requires at least twice the number of pans in use at any time. The
estimated cost is $2,600 instead of the County figure of $2,000.
3. Stainless steel cat cages. Regulations require that all cages provide a shelf, so the animal
can get away from the crowded floor of the cage which holds the litter pan and food bowls.
This is an additional cost that has not been figured in to the County estimate. The cost for
permanent shelving is $51 per cage for 24x24 cages and $66 per cage for 36x30 cages.
This will increase the cost by $5,511.
4. Surplus stainless exam tables might be obtained at a cost reduction of approximately $400.
5. Washer/Dryer units are used so extensively in the shelter (washing heavy items like towels
and blankets) that it would be better to purchase very large, commercial, stainless steel
models. The estimated cost is $3,500 instead of the County figure of $1,720.
6. Power washer. This should be eliminated. The epoxy paints on the walls already crack,
peel and flake off with the low pressure from a standard hose unit. Power washing would
cost the County thousands of dollars to repair the damage caused. (It cost $55,000 just to
repaint the Blue/Red Wing kennels, 3 years ago). Cost reduction is $1,800.
7. Refrigerators (2 full-size and 1 small unit). There is no room for 3 full refrigerators. One
full-size unit is needed in the medical room to store vaccines and another is needed in the
euthanasia room to store rabies suspects. A small apartment-sized unit is needed to hold
bats, etc. Cost reduction $400.
8. Freezers (chest) (2). Again, there is no room in the euthanasia room to handle 3 large
chest freezers. Two large freezers are sufficient with regular body disposal runs. Cost
reduction is $600.
9. Hoses (200'). The hoses used (8 sets) are from 50' to 100' in length and are heavy duty.
The estimated cost is $400 instead of the County figure of $200. County maintenance
should investigate running galvanized pipe overhead inside and outside the kennels. This
would eliminate the need for replacing hoses, and because the pipe will be overhead and
thus out of the way, liability risk will be reduced and appearance will be enhanced.
OFFICE AND COMPUTER EQUIPMENT
10. PC's (7). Unless this includes all special programs or special hookups, the cost estimate of
$1,500 per unit is very high. New PC units are available for under $1,000 a piece. Cost
estimates could be reduced $3,500.
11.A heavy-duty copier is required, because of the large volume of copies made daily. A
smaller copier will not last and will be inefficient. This will increase the cost by $3,500.
32
ITEMS NOT LISTED BY COUNTY
A myriad of miscellaneous equipment is needed in the operation of the animal shelter.
Below is a list of just some of those items that must be purchased.
1. Microscope used in detecting worms in animals.
2. Centrifuge used in processing blood work.
3. Walk-on scale used to determine weight of dogs.
4. Baby scales (3), used in monitoring weight gain or loss in kittens and in weighing cats.
5. Computerized cash register with program.
6. Stethoscopes, scalpels, and other miscellaneous surgical devices used in treatment of
animals.
7. Several sets of muzzles, leashes, etc.
8. Restraining cages and devices to protect the animal and employee.
9. Variously-sized portable kennels for transport of animals to surgery, cleaning in cat rooms,
etc.
10. At least 8 catch poles to handle loose or dangerous animals.
11. Cleaning scoops, buckets, rolling platforms, scrapers, etc. These must be available to use
in every area of the shelter.
12. Tranquilizer injection poles, nets, and other items used to safely sedate or capture animals.
13. Traps for rent to citizens to capture animals at their home.
The above items, along with many more miscellaneous needed items, will cost approximately
$10,000.
No mention has been made of vehicles.
Two vans are needed for the following:
1. E.A.R.S. service. This is a fully stocked unit that is always left stocked and ready for
emergencies and is used on a regular basis nights and weekends.
2. Transportation of supplies, including food, cleaning supplies, office supplies, etc. This same
vehicle is used in transporting animals to and from surgery and transporting to and from
offsite adoption centers.
One pick-up truck is currently supplied by the County for body disposal and is still necessary
with the two vans.
The two vans could be purchased used for approximately $22,000.
COUNTY HSOC
Sub-Total
SHELTER AND OFFICE EQUIPTMENT
$$8,596
$94,398
Items not listed b Count $10,000
Vehicles $22,000
Interim cost $10,000
TOTAL $88,596 $136,398
Because of all the extra expense and time associated with purchasing all the above,
we believe it would be in the County's best interest to negotiate with the APS to purchase
everything (supplies, cages, vehicles, etc.) and inventory every item upon agreement and
before assuming control on January 1. There may still be some items needed for
upgrading the equipment, but these costs would be minimal compared to purchasing
everything. Estimated additional cost would be less than $5,000.
33
OPTIONS AVAILABLE
1. If a complete re-stocking is needed to replace all items owned by the APS:
a. The proposed start-up costs represent the costs associated with having to
purchase everything to get the shelter up and running.
b. In many cases, suppliers of equipment, medicines and other supplies offer the
lowest price to non-profit organizations. In these cases, the County would pay
significantly more than anon-profit.
c. Anon-profit does not have to go through the bidding process to get the lowest and
best price. The interim director has purchased for the OC Animal Shelter and
knows many of the suppliers who will give the best prices and best quality for a
given price.
d. Research about and comparisons on supplies and prices are necessary; the
Director will perform these duties full-time.
e. All start-up costs will be funded by Orange County and HSOC will sign an
agreement that all equipment funded during start-up and afterward will remain as
property of Orange County.
TOTAL COST.......$ 136,398 (including equipment, vehicles, interim transition, everything)
2. If an agreement can be reached with APS:
a. The County would negotiate a total package price to take over ownership of all
equipment, furnishings, supplies and vehicles now at the animal shelter.
b. The County would pay start-up salary and associated expenses of $10,000 during
the transitional period. The Director will obtain all licenses, interview and hire
employees (Associate Director, Veterinarian for the shelter, etc.), set up all accounts
and research cost analysis on medical insurance, worker's comp and other
employee benefits. The goal will be to obtain the best service possible for the
money involved. The Director will also coordinate all aspects of the transition from
County approval to actual takeover of the shelter operation.
c. All start-up costs will be funded by Orange County and HSOC will sign an
agreement that all equipment funded during start-up and afterward will remain as
property of Orange County.
TOTAL COST...........$10,000 for interim transition, plus negotiated settlement with
APS.
34
The overall transition of the management and responsibilities of the Orange County Animal
Shelter (OCAS) should be a structured procedure.
It will be necessary to employ the interim Director immediately to facilitate the transition smoothly.
The Director will initiate all steps necessary to carry out the transition during the interim time
before takeover. These steps include:
1. Negotiations with the existing spay/neuter Veterinarian to continue to provide this service to
the shelter and to explore possible alternatives. The County has indicated it may contract
this directly. There still remain many items to be coordinated with the new veterinarian.
2. In the event the County is not able to reach agreement with the APS, the Director will:
a. Get firm cost and timeline figures for replacement of current equipment.
b. Present alternatives to accomplish spay/neuter surgery on adopted animals. This
will include a complete cost analysis and overall impact on current and future plans
for the shelter.
3. Securing of all necessary licenses from the state and federal government to operate an
animal shelter and to house and utilize controlled substances such as euthanasia solution,
tranquillizers and medicines.
4. Establishment of accounts with all suppliers to make sure all necessary tools are on hand
immediately.
5. Meetings with all current employees so they understand clearly what is about to happen
and to insure a smooth transition from one management to another.
6. Interviewing and hiring of a part-time Veterinarian (if the County does not do so) to serve
the shelter and provide the license for obtaining all controlled substances. The Veterinarian
would be employed for 10 hours per week and would be responsible for the health and
welfare of all animals in the shelter, as well as for training of staff in proper procedures and
techniques in assessing and daily care of every animal.
7. Review of all current and HSUS-proposed operational guidelines to provide the highest
quality of service possible to the animals.
8. Review of all current suppliers of health insurance, Worker's Comp, benefits and payroll
services to insure that the best service is being obtained for the money involved.
9. Initiation of a volunteer program and provision of channels to increase the involvement of
the general public in shelter services and programs (foster care, adoptions, leaning, rabies
clinics, dog training, problem solving to keep animals out of the shelter).
35
10. Monitoring and upgrading of the Temperament Testing Program. This program is still new
in shelters and continual monitoring and improvement is necessary to insure that the
program is performing its intended function of enabling better decisions on adoptions and
euthanasia.
11. Continual analysis of the euthanasia protocol and monitoring of staff responsibilities and
emotional stress, so the possibility of staff burnout is reduced to as low a level as possible.
12. Regular provision to the County task force of information on shelter operations.
START DATE AND UPFRONT MONEY
START DATE
There are two major issues that need to be resolved:
1. Will the County be able to purchase or lease from the APS all of the existing equipment,
supplies, vehicles, etc. currently at the OCAS? If this is the case, HSOC could be prepared to
take over on December 1, 2003 (or any date thereafter). If all equipment needs to be
purchased, there is a delay in obtaining the equipment and this would necessitate delaying
take-over until approximately January 1, 2004.
2. The Shelter Veterinarian needs to be hired immediately, to utilize their drug license to
obtain controlled substances (euthanasia solution, tranquillizers, medicine, etc.). The issue of
whether the County does this, or the HSOC, needs to be agreed upon immediately.
UPFRONT MONEY
HSOC would require the following:
Upon Agreement. The interim cost for hiring the Director, obtaining all licenses, hiring staff
and obtaining all necessary equipment, insurances, etc. to be ready to go on the specified
date.
Cost.......... $10, 000.
2. Two months County payment, in advance by start-up date. This will allow the HSOC to
purchase needed supplies, equipment and drugs in bulk to cover the six month operation.
This will save money and have all needed supplies ready to go at start date. This will also
give HSOC needed money to cover advanced payroll deposits.
Cost......... $84,732.
TOTAL UPFRONT AND START-UP MONEY ............$94,732
36
6. INSURANCE
All insurance and benefit companies currently contracting with the APS will be contacted to
continue to provide the same coverage for HSOC, as is now in effect.
This includes Health Insurance, Retirement, Life Insurance, Long-term Disability, Worker's
Comp, Vehicle Insurance, and Liability Insurance.
The HSOC will explore the possibility of contracting with other providers if they can provide the
same or better coverage at a lower cost.
Orange County will be named as an additional insured on all policies.
The current liability limit of $1,000,000 would remain in force.
All insurance policies would be provided to Orange County to assure that they meet the
requirements stipulated.
37
6. VETERINARY SERVICES
There are four major areas in which Veterinary Services are utilized at the Orange County
Animal Shelter. It is important to recognize that not just any Vet can fill these needs, as
these are specific to an animal shelter operation and require more than just a Vet license.
Spay/Neuter -The chosen vet must be able to handle 10 to 20 operations per day. This
requires speed and endurance, but most of all it requires an extreme discipline in disease
management and safety at all times. The chosen vet must be accessible 4 or 5 days a
week for surgery, so that animals do not languish in the shelter. Such languishment limits
holding space and increases the probability that the animal will become sick. The Vet must
be willing to perform early (8 weeks of age) Spay/Neuter, a procedure which requires
dexterity. Early spay/neuter insures that adopted animals aren't going home unsterilized.
COST: The current cost is $55 per animal average (less for cats, more for dogs, less for
neuter and more for spay). Estimating 1,600 adoptions, this would produce $88,000 in
Spay/Neuter income and the entire amount would go to the Vet.
2. Shelter Vet Services -
a. The chosen vet must be knowledgeable about diseases that are common in a
shelter environment, as well as about disease management. Treating many animals
in a confined space is a challenge. Diseases like upper respiratory infection, kennel
cough, and parvovirus are common, as are injuries. Less common ailments that still
show up regularly are distemper and panleukopenia. Knowledge of treatments and
the latest vaccination protocols and advances, as well as recognition that there is a
limited budget to handle disease management, is a necessity on the part of the Vet.
The Vet must be on-site 3 to 5 days per week to prescribe necessary treatments and
assess the progress of animals under the shelter's care. The Vet must also provide
the license to order and store controlled drugs such as euthanasia solution,
tranquillizers, and other medicines used in treatment.
b. The Vet must be able to train staff in a clear, concise and understandable manner.
The ability to teach well is not found in all practitioners. The Vet must teach staff how
to perform initial and final health checks, how to vaccinate and mix medicines, and
how to determine how much and when to administer medicines. The Vet does the
initial euthanasia training, explaining injection sites and tranquilizing solutions and
amounts. The Vet certifies the trainee after the trainee has spent several weeks
working with a certified staff member. It is important to note that most Vets have
never had to deal with the massive euthanasia that takes place in a shelter and
some find that impossible to deal with. The Vet must teach emergency animal first
aid and wildlife handling and procedures.
COST: The proposed medical oversight and teaching responsibilities of the Vet will total
10-12 hours per week. A reasonable pay is $35 per hour, so the monthly cost would be
$1500-$1800.
38
VETERINARY SERVICES continued:
3. On-Call -
The Shelter Vet must be available for consultation and advice at any time of the day or
night. Emergencies happen at all times and the Vet must be willing to direct the staff in
emergency situations and must be willing to come to the shelter in some cases.
4. Emergency Vet Service -
The shelter now uses the PETS Emergency Clinic in Durham. They accept all injured
wildlife free of charge and will stabilize injured domestic animals that have been hit by a
car, shot, or mutilated, or who are freezing, burned, or suffering from one of a multitude of
life-threatening illnesses. These and many other emergencies are common. PETS is open
to handle after-hours emergencies and local vets have cooperated for years in handling
daytime calls from the shelter.
COST: The agreement for many years was that PETS would handle wildlife (deer hit by car,
etc.) at no charge. This may or may not continue. There is an agreed upon limit on cost ($75) to
stabilize an apparently owned animal brought to them. Every effort will be made to find the owner
and recoup the cost, but that is not always possible. The budgeted amount for this service is
$5500 per year or $458 per month. This cost can rise or fall depending on the month and
frequency of the emergencies.
NOTE:
It is very difficult to find one vet who can perform all the above-described tasks well, who has the
necessary expertise, and who is able to provide the necessary service within a reasonable work
week. Dr. Schopler was able to expertly handle all but the after-hours Emergency Vet Service
and did a remarkable job. There are very few practitioners that have his surgical, diagnostic, and
teaching skills.
The County may contract out the veterinary service or HSOC can undertake the veterinary
responsibility. The Vet or Vets must meet the above qualifications and be able to handle all duties
in an extremely superior manner. The lives of thousands of animals will rest in their hands.
39
8. COST PROPOSAL
FINANCIAL OVERVIEW
The Humane Society of Orange County is submitting the request below for monthly funds from
Orange County.
HSOC is committed to supplying accurate, timely financial information to Orange County. It has
been difficult to use inaccurate/contradictory financial reports as a basis for our proposal. This is
disadvantageous for our organization and for Orange County.
HSOC has many years of financial expertise through direct involvement with the Orange
County Animal Shelter. The proposed Director, Dean Edwards, created and managed the
financial and budgeting accounting program still in use by the APS. The proposal we are
submitting is based on our best estimate of what is reasonable income and expenses.
Every effort will be made to not only meet budget, but to exceed income projections and
hold the line with costs through diligent financial management of all phases of the shelter
operation.
The format for proposed income and expenses is the one that has been accepted
and used by Orange County for a number of years for budget requests as well as
for quarterly and yearly financial reports to the Finance Director.
40
OCAS STAFFING*
HSOC STAFFING
14.5 POSITIONS
EXECUTIVE DIRECTOR $46,062
ASSOC. DIRECTOR $41,000
ANIMAL CARE MGR. $28,000
RECORDS ADMINSTRATIVE ASSISTANT $26,000
ADMIN. MANAGER $26,000
BOOKKEEPER $24,000
HEALTH TECH $23,572
ASSIST. HEALTH TECH $21,820
KENNEL TECHS (6) ($20,800) $124,800
PART-TIME $11,000
$371,254
* The staffing outlined above represents the current positions and salaries approved by
Orange County in the 2002-2003 fiscal year budget. These salaries, even though approved
18 months ago, have not been paid to all staff. These proposed salaries reflect a living
wage as mandated by the County.
HSOC recommends the following 2 positions be considered very seriously:
Option A: NEEDED FRONT DESK HELP
1 additional Kennel Tech/ Front Desk worker to provide two persons at all times on the very busy
front desk. This will upgrade customer service at the shelter and on the phones and will greatly
improve the service the shelter is able to offer to the citizens of Orange County.
COST: Salary ............... $20,800
Benefits .............$ 4,576
TOTAL .............$25,376
Option B: HSUS Recommended Adoption Counselor
1 Adoption Counselor, as recommended by the Humane Society of the United States. This will
allow quicker implementation of the Foster Home and Rescue Group coordination. Inspections of
premises, processing applications and coordination of this program take a great amount of time.
The Adoption Counselor will also work with prospective adopters in resolving problems and will
train and oversee the entire adoption program at the shelter. Increased customer service and
expanded programs will be a definite improvement at the shelter.
COST: Salary .............$35,000
Benefits...........$ 7,700
TOTAL...........$42,700
41
OCAS OPERATING BUDGET
>rdinary Income/Expense
Income
4000.10 ~ O.C.A.S. -REVENUE
4001.10 ~ GOVERNMENT FUNDING -OCAS
4010.10 ~ ORANGE COUNTY FUNDS -OCAS
CHAPEL HILL FUNDS
CARRBOROFUNDS
Total 4001.10 ~ GOVERNMENT FUNDING -OCAS
4003.10 ~ INCOME PROGRAMS -OCAS
4054.10 ~ BATHS -OCAS
4058.10 ~ OUT OF COUNTY.- OCAS
GOODS FOR SALE
4064.10 ~ TESTS/CLINIC/ MICROCHIPS-OCAS
4055.10 ~ MICROCHIPS -SHELTER
4185.10 ~ RABIES CLINIC INCOME -OCAS
4053.10 ~ PAID TESTS - OCAS
Total 4064.10 • TESTS/CLINIC/ MICROCHIPS-OCAS
Total 4003.10 ~ INCOME PROGRAMS -OCAS
4004.10 ~ SHELTER PROGRAMS -OCAS
4051.10 ~ ADOPTIONS -OCAS
SPAY/NEUTER
VACCINATIONS
ROUTINE TESTS - OCAS
MICROCHI PS-ADOPTIONS
Total -ADOPTIONS
4056.10 ~ RABIES VACC -OCAS
4060.10 ~ BOARD -OCAS
4057.10 ~ RECLAMATIONS -OCAS
4005.10 ~ MISCELLANEOUS -OCAS
4202.10 ~ NSF CHECK INCOME-OCAS
4188.10 ~ MISCELLANEOUS INCOME -OCAS
Total 4005.10 ~ MISCELLANEOUS -OCAS
Total 4004.10 ~ SHELTER PROGRAMS -OCAS
Total 4000.10 ~ O.C.A.S. -REVENUE
Total Income
YEARLY MONTHLY
PROPOSAL PROPOSAL
508,392 42,366
8,822 735
2,791 233
520,005 43,334
5,000 417
750 63
14,000 1,167
4,000 333
3,600 300
8, 500 708
16,100 1, 342
35,850 2,988
4,800 400
88,000 7,333
8,000 667
12,000 1,000
24,000 2,000
136,800 11,400
10,000 833
13,500 1,125
6,700 558
125
1,500 10
125
1, 625 135
168,625 14,052
724,480 60,373
724,480 60,373
42
Expense
5000.10 • OCAS -EXPENSE
5006.10 • PERSONNEL
6560 • Payroll Expenses SALARIES
5101.10 • SALARIES -OCAS
5112.10 • E.A.R.S. PAY -OCAS
Total 6560 • SALARY Expenses
BENEFITS (INCLUDING E.A.R.S.)
EMPLOYER MEDICARE
EXPENSES
EMPLOYER FICA EXPENSES
5115.10 • WORKERS COMP -OCAS
5107.10 • HEALTH INSURANCE -OCAS
5108.10 • DENTAL INSURANCE -OCAS
5107.10 • HEALTH INSURANCE -OCAS
Total 5107.10 • HEALTH INSURANCE -OCAS
LIFE INSURANCE
LONG TERM DISABILITY
5109.10 • RETIREMENT -OCAS
5118.10 • PERSONNEL MISCELLANEOUS
5110.10 ~ STAFF TRAINING -OCAS
RABIES VACCINATION-
STAFF
Total 5118.10 • PERSONNEL MISCELLANEOUS
Total 5006.10 • PERSONNEL
5009.10 • PROGRAM COSTS
5205.10 • ANIMAL FOOD -OCAS
5206.10 ~ LITTER/BEDDING -OCAS
5201.10 • EQUIPMENT/REPAIR -OCAS
5202.10 -EQUIPMENT REPAIR -OCAS
5204.10 • MAINTENANCE -OCAS
Total 5201.10 • EQUIPMENT/REPAIR -OCAS
5213.10 ~ BODY DISPOSAL SUPPLIES -OCAS
5208.10 • VET SUPPLIES/EXPENSE -OCAS
5210.10 • PAID TESTS -OCAS
ROUTINE TESTS
5208.10 • VET SUPPLIES/EXPENSE -OCAS -
Other
Total 5208.10 • VET SUPPLIES/EXPENSE -OCAS
YEARLY
PROPOSAL
371, 254
20,460
391,714
MONTHLY
PROPOSAL
30,938
1,705
32,643
5,680 473
24,286 2,024
6,000 500
2,000 167
31,500 2,625
33,500 2,792
1,000 83
1,500 125
11,000 917
1,800 150
1,200 100
3,000 250
477,680 39,807
11,000 917
2,750 229
350 29
300 25
650 54
4,000 333
5,000 417
17,000 1,417
12,000 1,000
34,000 2,833
43
ADOPTION EXPENSES
5209.10 ~ ROUTINE TESTS -OCAS
VACCINES
SPAY/NEUTER COST
MICROCHIPS
TOTAL ADOPTION EXPENSES
5011.10 ~ VEHICLE/COST
5261.10 ~ E.A.R.S. FUEL -OCAS
5263.10 ~ E.A.R.S. VEHICLE REPAIR/MAINT -
OCAS
5223.10 ~ VEHICLE REPAIR/MAINTENANC-
OCAS
5221.10 ~ VEHICLE INSURANCE & MISC.
5011.10 ~ SHELTER VEHICLE FUEL
Total 5011.10 ~ VEHICLE/COST
5187.10 ~ E.A.R.S.
5265.10 ~ E.A.R.S. EQUIPMENT -OCAS
5267.10 ~ E.A.R.S. PAGER -OCAS
Total 5187.10 ~ E.A.R.S.
5203.10 ~ SUPPLIES -OCAS
5485.10 ~ MISCELLANEOUS EXPENSE -OCAS
5313.10 ~ OP. PERMITS -OCAS
Total 5485.10 ~ MISCELLANEOUS EXPENSE -OCAS
5275.10 • MICROCHIPS/CLINICS
5212.10 ~ MICROCHIPS -OCAS
RABIES VACCINE COST
Total 5275.10 ~ MICROCHIPS/CLINICS
Total 5009.10 ~ PROGRAM COSTS
5005.10 ~ ADMINISTRATION
5301.10 ~ OFFICE SUPPLIES -OCAS
5338.10 ~ LIABILITY INSURANCE -OCAS
5311.10 ~ ADVERTISING - OCAS
5302.10 ~ PRINTING -OCAS
5304.10 ~ STAMPS -OCAS
5343.10 ~ PRINTING EXPENSES
5302.10 ~ PRINTING -OCAS -Other
Total 5302.10 ~ PRINTING -OCAS
YEARLY MONTHLY
PROPOSAL PROPOSAL
10,000 833
8, 000 667
88,000 7,333
22,400 1,867
128,400 10,700
5,000 417
500 42
500 42
3,500 292
4,500 375
14, 000 1,167
2,500 208
500 42
3,000 250
12, 000 1, 000
5,000 417
400 33
5,400 450
0
3,500 292
500 42
3,500 292
218,700 18,225
2, 500 208
650 54
600 50
500 42
6,000 500
1,750 146
8,250 688
44
5307.10 ~ CPA EXPENSES -OCAS 1,500 125
5377.10 ~ PAYCHEX 1,700 142
Total 5307.10 ~ CPA EXPENSES -OCAS 3,200 2g7
5991.10 ~ FINANCIAL EXPENSES 0
5778.10 ~ CREDIT CARD FEES 1,200 100
BOUNCED CHECK COST 150 13
Total 5991.10 ~ FINANCIAL EXPENSES 1,200 100
Total 5005.10 • ADMINISTRATION 16,400 1,367
5014.10 ~ UTILITIES
5472.10 ~ TELEPHONE -OCAS 9,600 800
SECURITY COST 1,500 125
COMPUTER ON-LINE 600 50
Total 5014.10 ~ UTILITIES 11,700 975
Total Expense
724,480
60,373
Net Income
0 0
NOTES: The budget proposal does not include utility costs for electricity, propane, or water/sewer. It does
include adoption costs and income. Should that be covered by the County separately, the income would be
reduced $11,400 per month and the expense reduced $10,700 per month. The profit is used to cover normal shelter
expenses in housing the adopted animals.
The above budget does not include costs for after-hours emergency vet service or shelter vet service for
supervision of the health treatment of animals and training of staff. The breakdown of those costs is included in
Veterinary Services breakdown page.
HSOC is dedicated to working with the County in every aspect of the shelter operation, including the budget.
While this budget represents a true picture of actual costs and income, everything is negotiable. It must be noted
that costs and income are based on past experience and actual figures for the past fiscal year have been
represented differently by the APS on several occasions.
45
FINAL THOUGHTS
Animals in need deserve experienced and loving care by shelter professionals. The citizens of
Orange County expect and deserve an open and compassionate shelter. We, the members of the
HSOC, hope to be given the opportunity to serve. Each of us brings to this task years of training,
years of commitment to animal welfare, years of expertise in animal welfare, and years of
community service. We are fully aware of the scope of the challenge and are eager to show how
much can be accomplished.
HSOC's most valuable asset is a thorough and intimate knowledge of the shelter. We will not be
starting from scratch. Instead we will be building on our familiarity with staffing and equipment
requirements, the needs of our customers, the concerns of the community and the local adoption
patterns. We will use Standard Operating Protocols (SOP's) that have been developed
specifically for this shelter. We will NOT be "winging it", but we will do our best to help the Orange
County Animal Shelter soar to new heights.
46