HomeMy WebLinkAboutAgenda - 04-29-2004-9d~~ ~~~ F
ORANGE COUNTY ~' ~ ' ` ~ ~' ``"`
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 20, 2004
Action Agenda
Item No. ~ -Q
SUBJECT: Authorize Action Steps for the Transition of the Orange County Animal Shelter
Operation
DEPARTMENT: County Manager
PUBLIC HEARING: (YIN) No
ATTACHMENT(S):
1. Models Band C -Recommended
by the Animal Shelter Operations
Task Force
2, Alternate Model: Working Proposal
Submitted by Orange Enterprises
3.. Gore Services: County Staffing
Proposal
4, Capital Equipment Needs
5, Cost Projection
6. ASO Task Force Input re:
Volunteerism & Public Involvement
INFORMATION CONTACT:
John Link, County Manager
Gwen Harvey, Assistant County
Manager, ext 2300
TELEPHONE NUMBERS:
Hillsborough 732-8181
Chapel Hill 968-4501
Durham 688-7331
Mebane 336-227-2031
PURPOSE: To receive follow up information as requested by the BOCC at its April 1 work
session and to authorize actions needed to implement the transition of the Orange County
Animal Shelter by July 1, 2004,
BACKGROUND: The Board of County Commissioners authorized the Humane Society of the
United States (HSUS) to conduct an assessment of animal control and animal sheltering
services paid for by Orange County government in the winter of 2003. The Commissioners, the
Board of Health, and the Board of the Animal Protection Society, Inc. heard a presentation by
HSUS staff on August 28, 2003 detailing the release of the Final Report and its
recommendations for improvement, On September 16, 2003 County staff returned to the Board
of County Commissioners with a potential process for naming a task force and providing a
preliminary listing of major topics within the HSUS report that the Task Force could begin to
address, if so directed by the BOCC.
On December 1, 2004, the BOCC authorized the appointment of an 11-member Animal Shelter
Operations Task Force to analyze findings from the HSUS Final Report and asked that they
return with recommendations on the principal issue of future governance/management of the
Shelter at the BOCC work session on April 1.
z
Task Force Recommendations and Rationale
The Task Force decided at its meeting on March 23 to refer two governance/management
models identified as B and C to the BOCC. The models and the reasons for the
recommendations are shown in Attachment 1.
BOCC Work Session Discussion
At the BOCC's work session on April 1, the Board considered the Task Force report and
recommendations on governance/management models. Interests and concerns raised by the
BOCC during the April 1 work session are summarized below:
• Accountability as the bottom line
• Identification of real, practical ways to involve volunteers
Creating a welcoming environment that would engage volunteers
• Taking account of the statutory responsibilities of the Health Director
• Cost estimates for the various ways of doing business
• Preservation of the advisory board -the importance of citizen involvement
• Exploration of a "hybrid" model that would involve other partners -How multiple non-
profits might work altogether
• Projection of a "bare bones" and realistic budget
• Staggered consolidation of Animal Control with Animal Sheltering under either model
Proposal from Orange_Enterprises
As follow up to the BOCC work session, County staff met with Kathy Bryan, Executive Director
of Orange Enterprises to hear and receive a working proposal on their recently expressed
interest in assuming complete operation of the Animal Shelter on a contract basis as a new
alternative. Orange Enterprises based in Hillsborough is an accredited community rehabilitation
program that assists individuals with employment barriers.
The Task Force originally discussed the option of contracting with a new or different non-profit
(other than APS) but eliminated it from consideration because of the difficulties foreseen in
attempting to organize, orient, and establish a credible operation for the specific purpose of
sheltering animals within the necessary timeframe, as well as anticipation of higher start-up
costs. They also questioned the reasonableness of supplanting one non-profit far another
when significant goals were to strengthen County management oversight, public accountability
and operating performance.
After reviewing the written proposal provided by Orange Enterprises, County staff had similar
reservations and reactions. The Orange Enterprises cost proposal for 2004m2005 is $754, 931
that includes a County contribution (contract) of $577,148. By point of reference, the current
contract with APS annualized is $489,408. Staff offered that while Orange Enterprises is a
proven community agency with a record of successful business practices and exemplary
community/customer relations within its own specialized field, wholesale assumption of the new
function of operation of the animal shelter could pose a potentially risky transition for both the
agency and county.
Opportunity remains under either model B or C; however, to engage the services of Orange
Enterprises as anon-profit partner on a negotiated basis to help meet the supplemental staffing
needs for animal care services at a County-run Animal Shelter, The Animal Shelter under
County management might also serve as an integrated, community-based site that Orange
Enterprises could use for the vocational evaluation of the 35-40 students they work with who
are working on an occupational course of study towards high school completion,
The Orange Enterprises proposal is shown in Attachment 2.
Transition from APS to County
Whether the BOCC chooses Model B or C as recommended by the Task Force, the BOCC
would essentially be approving the creation of a new County department that would consolidate
the Animal Sheltering and Animal Control functions under single director responsible to the
County Manager and ultimately the BOCC. Either model could include a representative, citizen-
based advisory group, the details of which are to be further developed by County staff, Based
upon the work session discussion, County staff has assumed that the immediate need of the
Board is to assure that the essential staff, maintenance and operation features, and capital
inventory required to begin core operations at the Animal Shelter on July1 are present,
Transition of Orange County Animal Control can occur separately from the Animal Shelter
transition and does not need to occur effective July 1. County staff will continue to update the
BOCC on the elements of the latter transition, especially the interplay with the Health Director
on statutory requirements, and ancillary issues as we continue to move forward.
APS Status
The County s current contract with the Animal Protection Society ends as of June 30, 2004,
The Animal Protection Society has advised the County that it is not willing to operate the Animal
Shelter on a month-to-month contract extension basis after June 30, 2004, It is our
understanding that they would be willing to consider an additional contract period of not less
than one year, The County proposals and recommended actions described below are those
identified to enable the County to operate the shelter beginning effective July 1, 2004,
Animal Shelter Staffing: County Proposed Core
County staff has developed a specific proposal that reflects the essential staff the County would
require to assume basic operation of the Animal Shelter on July 1 as shown in Attachment 3.
The County core proposal calls for a total of 13 positions with four additional positions identified
for further review and possible provision through temporary services, outsourcing contracts, or
additional permanent positions as the new organization gains actual experience under overall
County government. The attachment also provides a comparison with the current APS
structure along with a brief description of the staff functions, The differences in cost between
APS and the County positions reflect differences between the two employee pay and benefits
plans, This can be seen in more detail in the Attachment.
Elaine Holmes, Personnel Director, has reviewed the staffing proposal with Joe Pulcinella, the
newly hired Shelter Director who brings extensive experience in shelter management, including
collaborating with agencies like Orange Enterprises.
For information, there are several differences between the staffing proposal presented here and
the staff proposal presented in the August 2003 Interim Report, These include:
• Proposed positions based on the current APS staffing configuration rather than new staff.
These positions initially would come into the County with current duties and responsibilities,
The County job classification would be based nn those duties and responsibilities,
Employees would transition at current salaries unless, as is the case for about 12
employees, the current salary is below the minimum for the County salary range. In that
case the salary would be increased to the minimum of the County salary range. Over time as
the County determines the optimum organization, duties, policies and procedures, Shelter
positions will evolve into those roles, After about a year, Personnel would conduct a restudy
of the positions and jab classifications to see if any classification changes are necessary to
reflect these duty changes.
• Reduction in the number of Animal Care Technicians proposed from nine to a core group of
five with a maximum of seven,
Employee Transition
APS currently employs 14,8 permanent employees in the Shelter and two part time employees.
Staff proposes the County implement the employee transition in the same manner as that used
with the transfer of Orange County Rescue Squad employees to County Emergency
Management in June 2003, In this Personnel would:
• Obtain from each employee a current application outlining his or her qualifications and work
history for staff review,
• Obtain from each employee a position description reflecting his or her current duties and
responsibilities for staff use in determining the appropriate position classification in the
County classification and pay plan,
• Compare the pay and benefits APS provides for its employees to those offered by the
County and develop a specific pay and benefits information package far each employee
using the same handling as for Rescue Squad employees.
• Bring back to the BOCC far action a specific package of recommendations as to permanent
positions to be established, any necessary amendments to the Classification and Pay Plan
to recognize animal care positions, and any personnel policy actions necessary to facilitate
the transfer such as authorization to transfer earned, unused Vacation Leave,
• Provide that each APS employee transferring into a permanent County position would serve
a probationary period of six months, as do other County employees,
Capital Eauipment Needs
The capital equipment being addressed by Pam Jones, Purchasing and Central Services
Director, and her staff is presented in Attachment 4.
As a review by County staff reveals, when APS leaves the building the County will need to
acquire virtually all equipment, materials, and supplies for on-going operation. An expenditure of
$107,901 is proposed for immediate consideration by the BQCC in order to have the shelter
equipped and operational under County authority by July 1.
County staff is still negotiating with APS on the disposition of the security system (and
potentially a night drop box) in place at the Shelter.
Pending Contracts
Certain vehicle and uniform costs under consideration, but which can be delayed at this point,
are directly connected to two professional services agreements that exist currently between
APS and Chapel Hill (Animal Control enforcement and Emergency Animal Rescue Services
(EARS)) and Carrboro (EARS). County staff will be evaluating and negotiating these service
agreements separately from the core sheltering services to be undertaken by the County and
these will be brought back for BQCC approval at a later date, APS values the Chapel Hill and
Carrboro contracts annually at $46,908 and $32,520 respectively.
An additional professional services agreement (s) to be negotiated through AP5 and brought to
the BQCC for approval is to provide veterinarian services (routine and spay/neuter surgery) for
Shelter animals in this initial year. APS currently provides spay/neuter for shelter animals and
the public at its veterinarian facilities within the Felicite Latane Animal Sanctuary,
County staff is of the current opinion that, given time constraints, it may be necessary to pursue
a veterinary service agreement through APS rather than to attempt and conduct a competitive
bid process that could likely fail to yield the results needed to ensure seamless service delivery
in this first year of County operation. While exact details and final casts are yet to be
determined, based on APS past experience as cited in their interim contract proposal, the costs
of veterinarian services to support Shelter operations are expected to be approximately $11,000
per month or $132,000 annually. Any agreement, whether with APS or another vendor(s), would
specify strict performance standards and quality assurances and be subject to careful
evaluation by County staff. Sufficient time would be allotted to formally bid and secure
alternative veterinarian services to implement by the second year of operation.
APS has stated they will continue to provide citizens with low/cost spay/neuter surgery services
in addition to whatever arrangement the County chooses to employ,
County Cost for Animal Services
Ken Chavious, Finance Director, has prepared the spreadsheet of current and estimated costs
for the animal shelter shown in Attachment 5,
The revenues are conservative estimates based upon current fee structures and historical
reports from APS, The operating costs are based upon a preliminary assessment of the Shelter
facility and general budgetary guidelines for projecting the creation of a new office or
6
department. County staff will have the opportunity to review and recommend any needed
revisions to the fee structure for BOCC consideration during the FY05-06 budget process, as is
current practice by Budget for other County fee-based services,.
Public Works Director, Wilbert McAdoo, has received regular updates from APS since January
on repairs or improvements proposed for the Shelter in keeping with recommendations in the
HSUS Final Report, Cost estimates for these capital projects as presented by Public Works to
Budget will be factored into the upcoming budget process as the BOCC considers all County
projects and priorities in its Capital Investment Program (CIP) budget.
Volunteerism and Public Involvement
Attachment 6 is a summary report from the report committee of the Task Force on issues and
opportunities for recruiting and utilizing volunteers in a variety of suitable tasks. Additionally
County staff and the BOCC have received numerous electronic messages from current and
prospective volunteers who indicate a strong desire to continue ar create a satisfying volunteer
association with aCounty-run Shelter.
The BOCC should be mindful that aCounty-run Shelter will likely be unable to optimize the
volunteer potential from day one and that a strong volunteer contingent still can not supplant the
requirement for core, County employees with the requisite technical or administrative skills to
operate a professional quality Shelter,
FINANCIAL IMPACT: The total estimated net cost for the County to assume direct operation of
the Animal Shelter an July 1 is $ 695,550, The Manager's recommended budget far Animal
Services in fiscal year 2004-05 would be reviewed by the BOCC for final approval as part of the
normal budget process this spring.
In addition, one time, start-up capital costs are estimated at $107,901 and would occur in fiscal
year 2003-04. Funds to cover the start-up capital are available from the County fund balance.
RECOMMENDATION(S): The County Manager recommends that the BOCC consider the
following actions to authorize County management and operation of the Orange County Animal
Shelter effective July 1, 2004.
1. Approve County governance/management of the Orange County Animal Shelter,
(The Board may decide on Model B or C with any modifications the BOCC may desire on
April 20 or defer the decision as to specific model within the County governance structure to
a later date.)
2. Approve the County staffing and employee transition plan.
3. Approve the Capital Equipment Inventory purchase needed to effect County operation of
the Shelter.
Force cited for supporting Model B -
• Establishes an advisory board appointed by the BQCC
• Increases ability to respond to citizen needs and concerns
• Combines Animal Sheltering and Animal Control under one management
• Retains ability to attract and promote volunteerism
• Provides the advantage of the County administrative infrastructure
(Personnel, Central Services/Purchasing, Finance, Budget, and
Information Technology)
• Ensures and reinforces strong County Management and BOCC oversight
and control
• Presents a "softer edge" to a government undertaking
• Potential to be more entrepreneurial
• Government is also tax exempt
The reasons the Task Force cited for supporting Model C -the County
Department/Division - as the next recommendation are summarized below:
Same as Model B
• Could incorporate a similar advisory board
• Could continue and amplify volunteer efforts
• Both Model B and C provide policy direction from the elected Commission
and managerial oversight through the County Manager
Animal Sheltering Aption B ~ B,o.c.c.
Create an
"Animal Services Bureau" county Animal
Manager Svcs Board
• "Softer Edge" than county department Health Animal
• Would be similar to Visitor's Bureau in Department Bureau
structure and image
• Could reach better outcomes through
advisory board and volunteers Animal Animal
Advisory Board composition could Control Sheltering
include Municipal representation
• Befter finarn:ial management through identifiable budget
• Question whether this would be enough of a paradigm shift
• Would need to define the authority of the advisory board
• Would need to redefine relationship wlAPS
• Time required for effective start-up
• Initial start-up costs
• Annual operating costs
R~ F 1
Animal Sheltering Option C r g p C C
Create aDepartment /Division
• Opportunity to join regulatory function County
(Animal Control) and sheltering under Manager
one Department/Division
Programmatic and financial
responsibilities would be centralized Health Animal
under single management
• Would still allow for advisory body as Department Services
under Bureau model
• Opportunity to build upon existing
Shelter Committee of BOH Animal Animal
• Administrative infrastructure well ~~ Control Sheltering
established (Personnel, IT, Finance,
Purchasing, Budget, etc.)
• Public accessibility and service assurance are standardized practices
• Initial start up costs
• Nigher annual operating casts
• Time required for effective transition
• Would need to redefine relationship with APS
• Volunteerism likely fo be impacted
REQUEST FOR PROPOSAI.
ORANGE COUNTY ANIMAL SHELTER SERVICES CONTRACT
i. General CompanY_Information -Orange Enterprises (OE) is a CARF-
(Commission on Accreditation of Rehabilitation Facilities - a national
accreditation agency) accredited community rehabilitation prograni celebrating
its 30`h year of service provision for persons with employment bazriers, Our
mission is maximising the vocational potential for these individuals.. We aze a
501 C-3 organization funded by a vaziety of sources, About 34 percent ofour
income is self-generated tlu°ough contract work. The other income is prunarily
fee for service. United Way and the towns of Chapel Hill and Carrboro contribute
to the agency. Orange County provides $43,175 annually and also provides the
building and maintenance of that building, We began operations as a publicly
funded operation (a part of Orange Person Chatham Mental Health Center) and
became a private, non-profit agency in September, 1986. OE feels that assuming
the animal shelter services contract fts within our mission for the following
reasons:
It will provide us with evaluation sites that are community-based and
integrated. We have between 35 and 40 students who are currently
working on an occupational course of study towards a high school
diploma. Without this course of study, these students would either be
drop-outs or leave school with a certificate of attendance. This course
of study requires volunteer and paid employment hours, This will
allow us to pro~ride some of these hours. It will also allow us to
provide acommunity-based site for vocational evaluation, a service
that we currently provide in-house for North Carolina Division of
Vocational Rehabilitation,
It will allow for potential paid employment in an integrated,
community-based work site for our clients.
e It will broaden our fmancial base. The more sources of income a
company has, the better off a company is and the more services can be
provided.
m We will be able to spread our administrative income over a wider base
of funding and fiuther strengthen our' fmancial viability.
• It will allow us to hire a human resources professional. We currently
have 42 full-time workers (Nine located in our Winston-Salem
operation) and with the addition of staff; we will fall under the FMLA
and also have to do more extensive f~,ffirmative Action programming.
We currently do not have the level of expertise on staff needed to
assure compliance with all rules and regulations.
While OE does not have direct knowledge of animal shelter operations; we
have had"a'great deal of'siicce5s "in establi"suing po"sitive relationships with the
general public and with other agencies. Orange County would be purchasing this
reputation as well as our expertise in agency management, customer relations,
fmancial responsibility, achieving national accreditation, setting policies and
procedures that aze appropriate (and that work) and team building.. This
knowledge and experience is transferable to any agency operation..
The duector of shelter operations would be an extremely critical position..
It is within this person that the passion and expertise for animal services would
lie. A lazge pazt of the success of 0E has been the teani work that has been
established. We have developed a management style of telling our division
directors what we want accomplished, giving them resources and guidance,
expecting accountability and then letting them achieve results. We see the
operation of the animal shelter being conducted in this same fashion.
2. B~anaQernent Team -Not applicable
3. References - As stated earlier OE has no references or experience in the specifics
of managing animal shelters, We would need to hire that expertise. We have a
long-standing relationship with Orange County and would hope that would
suffice as a reference for our ability to manage an organization and be good
stewards of County resources.
4. Scope ofWork-Attached are two organizational chazts; one that will
demonstrate how the animal services division will fit into the current chart and
one that details the animal services division.. Also attached is a brief job
description of each position.. A work schedule will need to be determined with
the incoming director. Volunteers will enhance our ability to provide quality
services but shouldn't be counted onto run the basic shelter operations., It would
be important to get the shelter up and rnnn;ng and then to incorporate volunteer
services. Volunteers could be used to help maintain the animal areas, and provide
care and feeding of the animals. Other use of volunteers would have to be
determined at a later date.
OE already has the accounting, payroll and personnel mechanisms in
place. We use QuickBooks and it is a simple matter to add a chart of accounts
that would capture the revenues and expenses. We also would be able to add the
animals services to our payable and receivable procedures with little or no
trouble, We would add the workers to our workers' comp insurance and increase
our current liability to add the new location. All animal service workers would
become OE staff and enjoy the benefits currently in place. These include paid
health insurance for individual staff members, ten paid holidays, eight hours of
sick and annual leave (with 120 hours being the maximum cazried from one yeaz
to the next) and a 401 B retirement plan. The company currently matches up to
six percent of what the employee contributes. The amount of the contribution is
determined at the beginning of each fiscal year.
Customer Relations will be an extremely important part of this,job. We
realize that by assuming control of the animal shelter, we will be putting OE
under intense scrutiny also. We have no issues with this at all. The most
important piece is generating good will, adoptions, and other services with the
community.. We would have a position dedicated to public relations and
- - - - volunteerism -The-individual-who is-in-this position should have.the abrlityto---
develop amarketing program to accomplish this. Open tours of the facility, an
education program in the schools (and perhaps education and training to the
general public in azeas such as basic training and caze of animals; information on
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different breeds; etc..), membership and participation in the Chamber of
Conunerce, and presentations to and membership in civic organizations should all
be a part of this process, The director of animal services, along with the public
relations person should be able to develop partnerships with the public and
business community that will promote services offered..
Records management will be achieved by developing policies and
procedures that are followed diligently by staff, The director and shelter manager
wIll be responsible for developing these proceduues and then monitoring their
implementation and use, Appropriate softwaze should be purchased that will
allow for tracking these procedures.
Animal population and control, and disease prevention procedures will
have to be developed by the duector in cooperation with Public Health and/or'
other appropriate agencies. Contracted veterinazian services will of course be a
part of this part of the operations.
Reporting and communications with the County as well as
accountability to the County are extremely important areas of this proposal. I
would propose the following mechanisms be used to allow an open exchange of
information and to assure accountability.
• Membership on the OE Board ofDirectors - We would encourage a task
force member and a County Commissioner to join the OE Boazd of
Directors. The current OE Board would request that the proposed new
members go through the process of application and orientation that all
members are asked to go through.
® Monthly meetings with the shelter director, OE duector and County
Manager or Assistant County Manager
® Monthly reports of activities, expenditures and revenues
® Unscheduled visits by county personnel
a Any other mechanism to give the County the level of comfort needed.
® All of these azrangements should be contractual.
Adoption and Reclamation Policies and Procedures will have to be developed
by the new director and his staff,
After hours emergency response service would be handled through personnel
assigned to this task. Pagers would be provided and the number left on a voice mail
system. Process and procedures to deal with likely emergencies would have to be
developed by the director and his staff.
Up-Front costs would have to be borne by the County, It is hoped that the new
director will be in place or existing staff can help with a list equipment and supplies
needed to begin on .Tiny 1. It would also be necessary to have the operating costs of the
fast quazter on hand.
Insurance to cover negligence by staff, workers compensation, directors and
officers insurance, bonding, transportation, will be covered at 100 percent.. The County
would be expected to cover costs of insuring the building, accidents regazding structural
"" -- - -issues, an a71 egnlpmeht in the~liurldiag (unless it beco~fie property ofOE an ~ -en
we will cover it,) If there is any additional insurance specific to running an animal
shelter, then it will be negotiated either in our budget request or by the county directly,
i3
Veterinary services will have to be deternuned should this proposal be accepted.
OE will assume responsibility for getting as much of ttus volunteered or at the lowest rate
possible,
Cost proposal is attached, It should be noted that this cost is based on budgeted.
information and personnel costs provided by the County. The Animal Control position is
left out ofthe proposal, Budgeted revenue has been reduced due to comments that the
number of anhnals would be the same, but the number of adoptions would be reduced
(due to competition from APS), It has also been difficult to determine the additional cost
of insurance to OE. We have estimated that cost., It also should be noted that we have
not I:ept all current personnel. It will not be necessary to have a financial manager, or
administrative manager, We converted one of the Animal Care Technicians to a new
position of Animal Care Technician IL This new position will absorb some of the record
keeping duties. We have reduced the number of Animal Care Technicians (the two part-
time workers). If somebody doesn't report in to work, we have a number of staff and
employees that could be trained to step in if needed, We also aze making the assumption
that all Animal Caze Technicians listed on the Salary sheet are currently employed.
Undoubtedly, a mid-year budget adjustment will be necessary.
Ti erms of Agreement: OE can be ready to operate by 7uIy I, 2004 if the County
mattes a decision no later than May 1 (of course earlier is better), Orange Enterprises
would request at least four' hold harmless years. There are so many unknowns hi this
proposal including the effect of competition from the APS on the revenue sources and the
lack of clarity and specif city on which this proposal is based, that I would not want to
risk the well-being of Orange Enterprises. There should also be a plan in place that will
allow for a reduction in participation of costs over time by Orange County. However, it
will be difficult to determine a reasonable step-down participation until after the first year
of operation.
Executive
President, Board of Duec~ors of Orange Enterprises
FINANCIAL STATEMENT
~~
OCAS Budget
Unaudited Figures
2002-LU03 2003-2004 2004-2005
Budget Budget Proposed
Revenues: Budget
1. Orange County Government Contract $ 428,818 $ 428,818 $ 577,148
2. EARS Funding
Carrboro $ 2,791 $ 2,791 $ 2,791
Chapel Hill $ 6,822 $ 5,822 $ 8,822
3. Adoption Income
Spay /Neuter Fees $ 72,340 $ 72,340 $ 62,340
Adoption Deposit Pees $ 40,040 $ 40,040 $ 30,000
Rabies Vaccine Fees $ 9,100 $ 9,100 $ 9,100
Routine Test Fees $ 16,380 $ 16,380 $ 14,380
Paid Test Fees $ 7,992 $ 7,992 $ 6,000
Microchip Fees $ 27,300 $ 27,300 $ 22,000
Bath Fees $ 2,400 $ 2,400 $ 2,000
Bounce Check Fees $ 1,084 $ 1,084 $ 1,000
4. Animal Reclaim Income
Boarding Fees $ 7,766 $ 7,766 $ 8,000
Reclaim Fees $ 4,687 $ 4,687 $ 4,700
Rabies Vaccine $ 775 $ 775 $ 800
Bounce Check Fees $ 57 $ 57 $ 100
5. Evidence Animal Cost Recovery
Boarding Fees $ 1,010 $ 1,010 $ 1,000
Medical Fee $ 244 $ 244 $ 250
6. Rabies Clinic Income $ 3,640 $ 3,640 $ 3,700
7. Out of County Fee $ 750 $ 750 $ 800
TOTAL REVENUES $ 635.996 $ 635.996 $ 754,931
Paee I
FINANCIAL STATEMENT
'~
2002-2003 2003-2004
Budget Budget listimated
Op erating Expenses:
1. EARS Cost
Equipment $ 2,312 $ 2,320 $ 2,200
Vehicle $ 5,397 $ 5,400 $ 5,500
Personnel $ 23,242 $ 23,939 $ 23,939
Veterinazy -After hours $ 5,539 $ 5,540 $ 5,600
2. Adoption Cost
Spay/Neuter Vet $ 128,176 $ 1]2,157 $ 110,000
Microchip $ 22,295 $ 22,300 $ 21,000
Routine Test $ 18,666 $ 18,700 $ 18,000
Paid Test $ 8,163 $ 8,200 $ 7,500
Rabies Vaccine /Tag $ 1,147 $ 1,150 $ 1,000
Animal Food $ 4,331 $ 4,350 $ 4,000
Bounce Check Fees $ 1,364 $ 1,364 $ 1,364
Charge Card Processing Fees $ 1,466 $ 1,470 $ 1,500
Transportation $ 3,990 $ 4,300 $ 4,300
Litter /Bedding Supplies $ 1,019 $ 1,050 $ 1,050
3. Animal Reclaim Cost
Animal Food $ GGO $ 660 $ 660
Rabies Vaccine $ 98 $ 100 $ 100
Bounce Check Fees $ 72 $ 72 $ 100
Charge Card Processing Fees $ 628 $ 630 $ 650
Litter /Bedding Supplies $ 155 $ 155 $ 200
4. Evidence Animal Cost
Animal Food $ 174 $ 175 $ 175
Medical Expenses $ 590 $ 600 $ 600
Cruelty Investigation Expenses $ 440 $ 440 $ 450
Litter /Bedding Supplies $ 40 $ 40 $ 50
5. Rabies Clinic Cost
Vet Service $ 900 $ 900 $ 900
Rabies Vaccine /Supplies $ 550 $ 550 $ 600
6. General Shelter Cost of Operation
Animal Food $ 5,705 $ 5,710 $ 5,800
Housekeeping Supplies $ 11,701 $ 15,200 $ 14,000
Maintenance $ 301 $ 300 $ 300.00
Litter /Bedding Supplies $ 1,342 $ 1,350 $ 1,400.00
Veterinary Supplies $ 5,285 $ 5,285 $ 5,500.00
Paee 2
FINANCIAL STATEMENT
Iv
2002-2003 2003-2004
Budget Budget >Jstimated
Operating Expenses:
7. Euthanasia Cost
Transportation /Disposition $ 1,563 $ 1,563 $ 1,500
Vet Supplies $ 2,437 $ 2,437 $ 2,500
8. Administration Cost
Office Supplies $ 1,961 $ 1,961 $ 1,500
Printing $ 4,745 $ 5,000 $ 5,000
Postage $ 531 $ 550 $ 550
Accounting $ 1,632 $ 6,746 $ 2,000
Insurance -Liability $ 601 $ 650 $ 400
Permit Cost -Operation $ 335 $ 400 $ 400
9. Personnel Cost
Salaries $ 342,364 $ 365,904 $ 309,638
FICA Taxes $ 26,190 $ 27,992 $ 27,397
Insurance -Dental $ 2,515 $ 1,963
Insurance- Life $ 1,019 $ 1,050
Insurance -Long Term Disability $ 893 $ 1,484 $ ~ 48,558
Insurance -Health $ 31,530 $ 31,354
Insurance -Workers Comp $ 6,008 $ 6,309 $ 6,500
Retirement Benefits $ 11,013 $ 10,733 $ 11,000
Rabies Vaccine for Staff $ 1,150 $ I,1S0 $ 1,150
Payroll Processing $ 1,903 $ 1,848 $ -
Advertising -Job Vacancy $ 368 $ 400 $ 400
Training -Staff $ 1,723 $ 1,800 $ 2,000
10. Veterinary Support Cost $ 4,371 $ 17,844 $ 15,000
11. Utilities
Refuse $ 186 $ - $
Gas $ 4,938 $ 5,500 $ 5,500
Electric $ 13,330 $ 18,666 $ 18,700
Computer Online $ 571 $ 600 $ 600
Telephone $ 9,210 $ 9,600 $ 4,000
Security $ 1,907 $ 1,000 $ 1,000
Water /Sewer $ 5,940 $ 6,200 $ 6,200
12. OE Management Fee $ 45,000
TOTAL EXPENSES $ 736,704 $ 775,111 $ 754,931
NET INCOME (LOSS) $ (l00,706~ $ (139,11 s) $ -
Pa e~3
I '1
Position Title
FT oI" PT Hours
Per
Week AI'S
Employment
Date
APS Salary
Animal Shelter Director F T 40 04/19/04 $ 52,000
Shelter Operations Manager FT 40 06/24/98 $ 30,000
Customer Relatiais Manager FT 40 07/16/0.3 $ 25,000
Administrative Assistant FT 40 07/14/0.3 $ 22,000
HealtL Care Technicia^ FT 40 08/09/01 $ 23,000
Health Care Technician FT 40 06/05/02 $ 21,464
Animal Care Technician II FT 40 12/01/01 $ 21,424
Animal Care'rechnician FT 40 08/]3/0.3 $ 18,950
Animal Care Technician FT 40 04/28/03 $ 18,950
Animal Care Technician FT 40 05/08/03 $ 18,950
Animal Care Technician FT 40 07/07/03 $ 18,950
Animal Care Technician FT 40 06/09/03 $ 18,950
Animal Care Technician FT 32 09/02/92 $ 20,000
$ 309,638
i~
Animal Services Director
Job Description
Responsible to. Executive Director
The Animal Services Director provides leadership and overall management for the Orange
County Animal Shelter.
Overall responsibility for all shelter management activities including:
o Establishing and implementing appropriate standard operating procedures
o Community relations focusing on all shelter constituents
o Financial management, including budgeting and reporting
o Complete human resources activities including staffing, training and evaluations
o Interactions with County staff and shelter business and other community partners
Specifically responsible for:
o Preparation of all monthly reports for the County and the APS Board
o Enactment and enforcement of all County and Board decisions
o Providing research and recommendations to the County and Board on all animal
welfare issues
o Maintaining accurate financial and statistical records
o Ensuring all Federal, State, and local laws are adhered to in daily protocols
including upkeep of required certifications, licenses, etc.
o Ensuring that all shelter policies and protocols are in effect and rrpdating as
necessary
o Hiring, training, evaluating and terminating shelter staff
o Acting as liaison to the community by working with citizens, other organizations
and local government to solve problems and improve the organization
o Ensuring compliance with all County and city contracts
o Directing all activities of the Chapel Hill Animal Control program
o Overseeing shelter facilities and equipment and recommending upgrades, as
appropriate
o Qualifications and Education:
o Bachelor's degree in public administration, business administration or a related
freld
o Five years of progressively responsible experience in animal controUanimal
welfare activities to include one year in a supervisory position at an animal shelter
o Demonstrated ability in budget processes, program implementation and
management, fundraising, community relations, and animal welfare issues
~~
Administrative Assistant
Job Description
Responsible to'. Animal Services Manager
• Duties Include:
o Records management
o Answer phones and monitor voice mail, return calls and ]seep phone log records,
coordinate messages to and from animal control officers
o Receive, check for completeness, and enter all log sheets into tracking system
Run daily shelter report
o Retrieve disposition log sheets, check for accuracy, prepare county reports and
File
o Trace IDs, rabies and county licenses of in-coming animals and notifies owners
o Log-in animals and prepare ID cards
o Scheduling front desk staff and ensuring relief for breaks and lunch
o All paperwork relating to foster care, and off=site adoptions, including daily
updating of log sheets
o Cash register and for security of all monies received
o Scheduling of adoptions and surgeries
o Assist in coordinating transportation of animals to spay/neuter clinic, off-site
adoption centers, and other locations
o Responsible for review by bookkeeper of all cash register receipts to be
performed on a daily basis
o Ensuring adoption packages are orgarrized and readily available for use
o Handles special problems with citizens and reports problems to Customer
Relations Manager
Additional Managerial Duties:
o Assist Shelter Operations Manager with overall day-to-day operations of the
shelter, report perceived problems to Managers
n Take responsibility for operational knowledge and conformity to federal, state;
and local animal laws as well as to APS policies
o Participate in euthanasia program including selection when Shelter Operations
Manger is unavailable
o Alternating days with other managers for security lockup at the end ofthe day
o Assists in other duties as assigned
Skills and Experience Requirements:
o College Degree or four years equivalent experience
o Administrative and supervisory experience
o Strong background in office management and customer service
o Understanding and implementation of all APS policies and protocols
~(~
Shelter Operations Manager
Job Description
Responsible to Animal Services Manager
• Duties Include:
o Overall health care and general conditions of all sheltered animals
o Ensuring kennel and cattery procedures and policies are being followed
o Supervision of health examinations, spayhreuter program, and emergencies
o Overseeing Emergency Animal Rescue Service program (EARS)
o Supervision of all cleaning, feeding, and medication procedures
o Ensuring disease management protocols and procedures are being Followed
o Coordinating and participating in euthanasia program
o Overall operations management of the shelter including supervision of all general
functions
o Ordering of supplies and general maintenance of the shelter
o Employee training and schedule
o Pet Smarl and off-site adoption programs
o Training of all adoption counselors and ensuring proper adoption protocols are
followed
o Employee performance reviews and salary increase with input from appropriate
manager
o Reporting any complaints, problems, services or activities within the shelter and
any employee misconduct
o Hiring and termination of all shelter personnel with appropriate input
o Records and security of all controlled substances
Additional Managerial Duties:
o Responsibility for operational knowledge and conformity to federal, state, and
local animal laws as well as to APS policies
o Management of shelter and staff on alternating days due to managerial schedules
o Response to emergency calls on weekends and animal control off-hours
o Alternating days with other managers for security lockrip at the end of day
o Assists in other duties as assigned
• Shills and l;xperience Requirements:
o College Degree or four' years equivalent experience
o Minimum of one year experience working directly with animal health care and
welfare
o Administrative and supervisory experience
o Strong background in records management and reporting procedures
o Understanding and implementation of all APS policies and protocols
~)
Customer Relations IY~ianager
Tob Description
Responsible to: Animal Services Manager
• Duties Include:
o Manage overall customer relations activities
o Develop marketing plan
o Greet and ensure sign-in of all guests and customers
o Maintenance of Lost and Found reports and calls to owners
o Sign-in of community service workers, their daily activity, and hours worked
o Participate in public education of disease management
o Oversee volrrnteer program, train volunteers and schedule
o Oversee adoption program, conduct adoption counseling and training
o Plan and implement customer and community outreach programs
o Coordinate special events
o Respond directly to customer inquires and complaints
o Manage front desk operation and train staff in customer-friendly protocols
o Encourage community involvement through partnership programs with schools,
civic groups, local businesses and animal welfare organizations
o Plan and implement student education programs
o Work with animal-related organizations to maintain updated information for
Shelter customers
o Plan and implement Open Houses at the Shelter to encourage volunteerism and
adoptions
o Assists in other duties as assigned
Skills and Experience Requirements:
o Degree in public relations, communications or marketing
o Experience in community relations or customer service
~~
1-Iealth Care Technician
Tob llescription
Responsible to: Shelter Operations Manager
• Duties Include:
o Examines animals at intake and records health status and potential health
problems. Reviews health status of shelter animals daily and conducts final
health checks prior to adoption
o Obtains and implements veterinary advice on treatment of animals when needed
o Monitors disease management program and ensures compliance with standard
operating procedures
o Participates ur euthanasia program
o Participates in adoption counseling
o Monitors and orders all medical supplies
o Pets-For'-Life and Pets-For-Ever hotline
o Assists in other duties as assigned
Sltills and 1';xperience Requirements:
o Thorough knowledge of disease management/recognition and general animal care
o Knowledge and ability to perform laboratory tests i e, heartworm, feline
leukemia, fecals, etc
o Ability to keep accurate records
o High school graduate, some higher education preferred
~.~
Animal Care Technician l
lob Description
Responsible to. Shelter Operations Manager
e Duties Include:
o Cleaning and disinfecting kennels/cages in strict accordance with standard
operating procedures
o Identifying and tagging all animals
o Feeding and watering animals in accordance with shelter procedures
o Assisting with health care of animals and reporting any health changes to a Health
Care Technician or Shelter Operations Manager
o Checking animals regularly for signs of illness, stress, or lethargy
o Washing and disinfecting dishes and equipment daily along with general cleaning
and maintenance tasks as needed
o Monitoring lost and found reports
o Participating in euthanasia program as assigned
o Performing initial health checks on incoming animals with concurrence by Health
Care Technician
o Administering medication when directed by Health Technician or Shelter
Operations Manager
o Worlc to control parasites
o Conducting daily animal count in assigned area
o Reporting repairs needed in assigned area to a Manager
o Performing adoption counseling
o Assisting with Emergency Animal Rescue Service program one night weekly
o Other duties as assigned
o Skills and I+;xperience Requirements:
o High School Graduate
o Some knowledge of animal care required
`1
Animal Care Tecimician II
.Job Description
Responsible to. Shelter Operations Manager
• Duties Include:
o Cleaning and disinfecting kennels/cages in strict accordance with standard
operating procedures
o L,og-in animals and prepare ID cards
o Identifying and tagging all animals
o Ensuring all forms are stocked at the front desk for easy access
o Restocking and upkeep on all sales merchandise
o Feeding and watering animals in accordance with shelter procedures
o Assists in follow-up calls for unsterilized/unvaccinated animals
o Assisting with health care of animals and reporting any health changes to a Health
Care Technician or Shelter Operations Manager
o Checking animals regularly for signs of illness, stress, or lethargy
o Washing and disinfecting dishes and equipment daily along with general cleaning
and maintenance tasks as needed
o Monitoring lost and found reports
o Participating in euthanasia program as assigned
o Performing initial health checks nn incoming animals with concurrence by Health
Care Technician
o Administering medication when directed by Health Technician or Shelter
Operations Manager'
o Worlc to control parasites
o Conducting daily animal count in assigned area
o Reporting repairs needed in assigned area to a Manager
o Performing adoption counseling
o Assisting with Emergency Animal Rescue Service program one night weekly
o Other duties as assigned
a rLdditional Managerial Duties:
o Response to emergency calls on weekends and animal control ofF hours
o Skills and experience Requirements:
o High School Graduate
o Some knowledge of animal care required
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Major Functions
Animal Shelter Staffing
Animal Services Director
• Serves as Department Head and provides leadership and overall management
for the Animal Services department.
• Oversees development and implementation of policies and standard operating
procedures.
• Manages the department's budget.
• Serves as liaison to the community by working with citizens, other organizations
and local governments to solve problems and improve the organization.
• Hires, trains and directs animal services employees,
Accounting Technician*
• Records financial transactions in general journal and ledger,
• Pertorms accounts payables and accounts receivables functions.
• Assists in preparation of annual budget requests.
• Compiles data for reports.
• Prepares other financial and statistical information and performs special
analyses,
Administrative Manager*
• Performs records management duties, assuring maintenance of animal records.
• Inputs data from log sheets into tracking system and runs daily reports.
• Schedules front desk staff.
Completes paperwork for foster care and off-site adoptions,
• Answers telephone hotlines.
• Trains adoption counselors and ensures proper adoption protocols are followed.
• Handles problems with citizens.
Animal Care Technician*
• Feeds and waters animals and cleans and disinfects kennels/cages in
accordance with standard operating procedures.
• Checks animals regularly for signs of illness, stress, or lethargy,
• Assists with health care of animals and reports any health changes to a Health
Care Technician or Shelter Operations Manager,
• Monitors lost and found reports.
• Participates in euthanasia program as assigned.
Customer RelationsNolunteer Manager*
Oversees the recruiting, training and supervising of volunteers.
Oversees adoption program, including adoption counseling and training,
~0
• Coordinates special events to encourage volunteerism and adoptions.
• Supervises the front desk operations,
• Responds to customer inquiries and complaints.
Health Care Technician*
• Examines animals at intake and records health status and potential health
problems,
• Reviews health status of animals daily.
• Obtains and implements veterinary advice on treatment of animals when needed.
• Monitors disease management program and ensures compliance with standard
operating procedures,
Participates in euthanasia program.
• Participates in adoption counseling.
• Monitors and orders all medical supplies,
Office Assistant*
• Greets visitors, answers telephones, maintains phone log, coordinates messages
to and from Animal Control Officers and others.
• Traces IDs, rabies and county licenses of in-coming animals and notifies owners,
• Maintains lost and found reports and makes calls to owners.
• Schedules adoptions and surgeries; assists with adoption counseling.
• Assists in coordinating transportation of animals to clinics, off~site adoption
centers and other locations.
Shelter Director*
• Directs and manages the day-to-day operations of the animal shelter,
• Develops recommended policies and procedures and assures that adopted
policies and procedures are adhered to in daily work performance.
• Hires, trains and supervises employees,
Shelter Operations Manager*
• Oversees the health care and general conditions for all shelter animals, including
cleaning, feeding and medications.
• Coordinates and participates in the euthanasia program.
• Oversees the ordering of supplies and the security of controlled substances,
• Ensures that kennel and cattery policies and procedures and disease
management protocols are followed.
*Existing APS positions -Major functions summarized from "Scope of Work" listed in
APS' current contract.
ANIMAL SHELTER START- UP CAPITAL INVENTORY /I ~ ~'
~~((.{1LYL'fi~
Description StatUS Differs from original budget
Food bowls for dogs and cats __ $1,490.00 Will be done via informal bid, 45 days
Food storage containers $100.00 Will be done via informal bid, 45 days _
Benches for dogs (to sleep off floor) _ _ $3,540.00 Will be done via informal bid, 45 days _
Litter pans _ $2,000.00 Will be done via informal bid, 45 days
Cat cages (stainless steel) $37,840.00 Will be done via informal bid, 60-75 days
Exam tables (2) $1,200.00 Will be done via informal bid, 45 days
Sinks (2) $600.00 WiII be done via informal bid, 45 days
Washer/dryer _
$6,431.00 On order, arive any day Higher than budgeted
Shelving $2,500.00 Will be done via informal bid, 45 days Increased quantity
Power Washer $2,925.00 On order, will arrive in 21 days Higher than budgeted
Refrigerator (3) _ $1,800.00 State contract, 30-45 days
Chest freezer (3) _ $1,800.00 State contract, 30-45 days
Hoses (300') $300.00 30 Days
Commercial dishwasher $6,800.00 Will be done via informal bid, 45 days Not on original list
Microscope _ $800.00 Will be done via informal bid, 45 days
Stethescope (2) $200.00 Will be done via informal bid, 45 days ;;
Centrifuge $1,500.00 Will be done via informal bid, 45 days
Stainless steel floor cabinet (2) $1,000.00 Will be done via informal bid, 45 days
Wood's lamp _ $100.00 Will be done via informal bid, 45 days ;;
Ophthalmoscope $300.00 Will be done via informal bid, 45 days
Cat scale $300.00 Will be done via informal bid, 45 days _
Dog Scale $700.00 Will be done via informal bid, 45 days
Drug safe $700.00 Will be done via informal bid, 45 days
Dry Erase board $40.00 Will be done via informal bid, 45 days
Hemostats and scissors $50.00 Will be done via informal bid, 45 days
Microchip scanner $200.00 Will be done via informal bid, 45 days
10 PC's $13,000.00 State Contract 60 days
3 Printers $1,500.00 State Contract 60 days
Furnishings $14,895.00 State Contract 60 days
Fax Copier $3,290.00 Contract with Systel 14 days
Subtotal: $107,901.00
Security system $25,000.00
ACO truck $18,500.00
Utility truck $11,000.00
Uniform, shoes for ACO $737.00
Subtotal: $55,237.00
Grand tota l $163,138.00
ESTIMATED COST OF COUNTY OPERATED
ANIMAL SHELTER
Animal Shelter
REVENt1E
Adoptions $ 154,400
Rabies Vaccinations
Reclamations 1,000
Public Low-Cost Clinics 2,000
Reclamations 4,680
Boarding 8,780
Miscellaneous 3,000
TOTAL REVENUE $ 173,860
EXPENDITURES
Personnel (See Attachment) $ 498,564
Operating (See Attachment) 158,320
Contracted Services (Outside Partners)
Veterinary Services 132,000
Animal Care Services 80,526
TOTAL EXPENDITURES $ 869,410
NET COUNTY OPERATING COSTS $ 695,550
COST OF ANNUAL CONTRACT AT CURRENT
MONTHLY RATE ($44,470)** $ 533,640
ADDITIONAL COST TO COUNTY $ 161,910
ONE TIME START-UP CAPITAL COST (See Attached) $ 107,901
(Majority of these items will be purchased prior to July 1)
**Annual contract with APS at the beginning of the 2003-2004 fiscal year was $428,818,
Adjustments by the BOCC in October 2003 and February 2004 created a monthly payment
of $44,470 beginning with the February payment. The total amount paid to APS in the
2003-2004 fiscal year will be $489,408.
ANIMAL SHELTER
ESTIMATED OPERATING COSTS
General Building Operations
Electriciiy and Gas 25,000
Water & Sewer 6,000
Telephone (8 lines 4 pagers) 7,820
Other 2,000
Total General Building Operations 40,820
General Office Operations
Training/Travel 7,500
Postage and Printing 5,500
Adverstising 2,500
Office Supplies 6,000
Department Supplies 8,050
Copier/Fax contract 250
Equipment Maintenance 500
Total General Office Operations 30,300
Animal Related Operations
Food 15,000
Litter/bedding 3,500
Medical Supplies 30,000
Lab tests 4,500
Cleaners/Chemicals/soaps 1,800
Body disposal supplies 4,000
Rabies Vaccine 2,600
Microchips for Clinic 19,800
Vet Expense (24 hr PETS) 5,500
Professional Liablity insurance 500
Total Animal Related Operations 87,200
3 Y~
Total Shelter Operating Expenses 158,320
~~Gi,~wte,~~ !C ~`~
ANIMAL SHELTER OPERATIONS TASK FORCE (REPORT COMMITTEE)
NOTES FROM LiJNCHEON MEETING -APRIL 5, 2004
Suitable & Appropriate Taslcs & Duties for Volunteers
In general HSUS recommends usinP volunteers to socialize animals, assist with
animal Gaze taking counsel prospective pet adopters and coordinate special fund
raising events Volunteers are typically not allowed to adopt out animals (without
specialized trainin~l or assist in euthanasia. (Refer to Section 9.2 "Volunteers" nr
the HSUS Final Report and the "Volunteers" chapter in the draft Standard
Operating Procedures (SOP) template provided by HSUS. County staff also had
the entire Volunteer Management manual produced by Betsy McFarland for
HSUS.)
Volunteer "jobs" identified by APS in their bid response to the county for the
interim contract included:
/ Dog Walking
/ Bathing & Grooming Shelter Dogs
/ Cat Room Helpers -Cleaning cages, socializing with cats, providing toys;
brushing
/ Assisting Adoption Applicants with Paperwork (only after having been
trained by staff)
/ Feeding Cats and Dogs
/ Helping Serve as Shelter Greeter
• There has to be a trained, hired coordinator -full time. Their most important role
is to coordinate; create a sense of worth and value for the volunteer time and
interest.
• Structured environment is important -otherwise your time feels wasted and you
aren't needed. Environment should be clean, warns, and welcoming..
• General volunteers cannot do the real and essential work of paid shelter staff -
like the health related jobs or front desk.
• Volunteers should not be used to allow paid staff to slough off their own duties.
Ideas & Opportunities for Recruitins Shelter Volunteers
Contact Piedmont Wildlife Center and learn how they have attracted and
maintained volunteer help.
• Recruit in the school system.
• Learn from APS. Arrange a time to meet and discuss transition. Communicate
needs..
3~
• Establish a "Friends" group to get things going.
• Use advertising and media, Create a catch phx'ase: "You Asked for Change _ ." or
"The Door is Open .. Check Us Out",
• Begin collecting basic information about potential volunteers,
• Get County staff (Sharron Hinton & David Hunt) to work on this right away.
• Use RSVP to tap into seniors. Pet therapy is an opportunity.
• UNC students and the Humane Society of Orange County represent resources
• Persons assigned by the courts to do community service,
• There could be professional volunteers: Persons with specialized expertise or
training who could be tapped to provide more advanced levels of works; i.e..,
temperament testing.
Other Non Profit Groups and Organizations that Could Assist in the "Continuum of
Animal Care"
• Animal Rescue Groups (Chatham County maybe good example.)
• APS
• Piedmont Wildlife
• Humane Society of Orange County
• HSUS Final Report recommended a strategic planning process to identify natural
alliances and opportunities for collaboration with other animal groups and the
community-at-large.
Initial Thoughts & Ideas on the Composition on an Animal Services Advisory Board
• Veterinarian with shelter experience
• Three towns
• Piedmont Wildlife
• APS
• At Large Representatives -Advertise for applications
3~
• Representatives from the Animal Shelter Operations Task Force
• Administrators/staff from other county shelters and rescue groups in the area
• Limit size to 8-10 persons
• Should meet at least once a month. Communications is vital.
• Work from a checldist: what's going well, and what needs to be improved at the
shelter