HomeMy WebLinkAboutStaff Report 4.A 05/21/2012 47- -Nita-
a.
• 2s58
DATE: May 21, 2012
TO: Honorable Mayor and Members of the City Council through City Manager
FROM: Bill Mushallo, Finance Direct() —
SUBJECT: 1) Presentation of Preliminary FY 2012-2013 City of Petaluma, City Acting as
Successor Agency to the Former Petaluma Community.Development Commission
and City Acting as Housing Successor Budgets;
2) Adoption of City Budget Resolutions;
3) First Reading of FY 2012-2013 City Appropriations Ordinances
RECOMMENDATION
It is recommended that the City.Council consider the draft FY 2012-13 budgets and;
(1) Adopt Resolutions authorizing the FY 2012-13 Budget(Attachments 1-5) and
(2) Introduce (First Reading) of FY 2012-13 Appropriations Ordinances (Attachments 6-10)
BACKGROUND
The City Charter requires that the annual budget be prepared-and submitted by fund, department
and debt repayment and approved at the same time as its appropriations ordinances. The Charter
further requires that the proposed budget be presented to the City Council by the first Monday in
May; for this year, May 7, 2012.
In order to present a balanced budget, departments were asked to submit reductions equal to 5%
of their General Fund budgets. This reduction target was based on the results of a mid-year
financial update presented to Council on February 27, 2012. Expenditures were projected to be
up due to the inclusion of six (6) Firefighter positions formerly funded by the SAFER grant,
Ca1PERSassumption changes for investment earnings, and other benefit cost increases. At the
same time,;revenues were projected to be down in several categories based on a variety of factors
including legislative•changes and actual experience in the first half of 2011/12. Departments
achieved their reduction targets with scenarios that were shared with the City Council at a
workshop on,April 23, 2012. Staff presented and discussed the anticipated impacts of department
recommendations for balancing the 2012 budget at the workshop, and sought Council input and
guidance. Following the workshop, recommendations were incorporated into the preliminary
budget for FY 2012/13.
Agenda Review:
City Attorney 1 /x Finance Dire. or City Man
W� 1
DISCUSSION
On May 7, 2012, pursuant to the City Charter, the preliminary budget was presented to the City
Council and budget meetings were set for the Council's May 21 and June 4, 2012•agendas.
The total recommended budget for FY 2012/13, all funds, including the City Acting as Successor
Agency to the Former PCDC and the City Acting as Housing Successor, is $162,732;348. As
presented, the preliminary General Fund budget for FY 13 is $32,477,333, and includes the
aforementioned recommendations necessary to achieve balance. These reductions are detailed in
the draft City Manager's Budget Message at the beginning of the budget document.
Within the General Fund, fund balance is projected to be $376,839 at the end of FY 13 and
$129,984 at the end of FY 2013/14. This reduction in fund balance in FY 14 is due to some of
the expenditure pressures mentioned in the Background section. Looking to the five-year
financial forecast, in 2014/15, when revenues are expected to outpace expenditures, the
estimated fund balance is projected to increase to $490,522. This reflects nominal recovery in
property tax revenues, conservative estimates of base sales tax revenue growth, and an estimate
of sales tax revenues occurring due to the Regency project. Should that trend continue as
projected, estimated fund balance,grows to $1,391,928 in 2015/16.
Budget meetings are scheduled to allow the City Council to publically discuss the preliminary
budget, including the policy and program recommendations that are proposed as necessary to
balance the budget. Based on Council conversation and public comment received during the
April 23, 2012 workshop, it is anticipated that further discussion of the Police Department
recommendations, particularly those associated with reductions in the Animal Services and
Dispatching programs, will be necessary. The budget, as currently balanced, would lay off one
Animal Control Officer position, and freeze a pending dispatch vacancy. As the Council is
aware, a proposal for non-profit operation of the Animal Services was received from the
Petaluma Animal Shelter Foundation. Based on staff input, that proposal was revised recently
and will be discussed in further detail with the Council on May 21, 2012, with associated staff
recommendations.
As mentioned earlier in this report, City Charter requirements were met and the draft FY 13
budget was presented to the City Council on May 7th. At that time it was mentioned that
supplemental information would be provided for the May 21st meeting to augment the°material
provided on the 7th. Those documents are conveyed with your agenda packages for the May 21,
2012 meeting, and provide more of a detailed presentation for Council consideration. They will
be incorporated into the final budget document.
Following Council deliberation on May 21, 2012, it is recommended that the City Council
approve the budget by resolution and provide for the first reading of the FY 2012-13 City
appropriations ordinances. A resolution is required by City Charter to adopt the City's annual
budget. Ordinances presented at the same time are required to appropriate funds for the fiscal
year. The appropriations ordinances, if approved, would have their first reading and introduction
2
at this meeting and would be adopted upon second reading r,atthe next regular Council meeting
on June 4, 2012.
FINANCIAL IMPACTS
The estimated beginning fund balance for all funds is $109,509,652. The total budget for the
City, City Acting as Successor Agency and City Acting as Housing Successor, including
transfers, is $162,732,348. The budget is balanced by revenues and transfers in of$142,806,458.
This will result in an estimated ending balance, all funds, of$89,583,762.
3
ATTACHMENTS
1. Resolution.Adopting FY 2012-2013 General Fund Budget
2. Resolution Adopting FY 2012-2013 Enterprise Funds Budget
3. Resolution Adopting FY 2012-2013.Internal Service Funds Budget
4. Resolution Adopting FY 2012-2013 Special Revenues and Trust Funds Budget
5. Resolution Adopting FY 2012-2013 Capital Projects and Debt Fund Budget
6. Ordinance No. N.C.S. Appropriating Funds for FY 2012-2013 General Fund
Including Exhibit A—Appropriation of Funds (First Reading)
7. Ordinance No. N.CIS. Appropriating Funds for FY 2012-2013 Enterprise Funds
Including Exhibit A—Appropriation of Funds.(First Reading)
8. Ordinance No. N.C.S. Appropriating Funds for FY 2012-2013 Internal Service
Funds Including Exhibit A—Appropriation of Funds (First Reading)
9. Ordinance No. N.C.S. Appropriating Funds for FY 2012-2013 Special Revenues
and Trust Funds Including Exhibit A—Appropriation of Funds (First Reading)
10. Ordinance No. N.C.S. Appropriating Funds for FY 2012-2013 Capital Projects and
Debt Fund Including Exhibit A—Appropriation of Funds(First Reading)
11. Exhibit A to the Resolution (Appropriations)
4
Attachment 1
DRAFT
RESOLUTION ADOPTING THE FISCAL YEAR 2012-2013
GENERAL FUND BUDGET
WHEREAS, the City Manager has prepared and submitted to the City Council a
preliminary budget for the period from July 1, 2012 through June 30, 2013, as required by
Section 59 of the City Charter; and
WHEREAS, the preliminary budget for fiscal year 2012-2013 does not exceed the
estimated revenues, other sources and available fund,.balances; and
WHEREAS, the City Council has reviewed the budget during its scheduled public
budget workshop,
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Petaluma
that:
1. The FY 2012-2013 Preliminary Budget, as revised, is hereby adopted as the FY 2012-
2013 General Fund Adopted Budget.
2. The FY 2012-2013 Appropriations, referred to as Exhibit A, which lists
Appropriations by Department and by Fund is to be filed with the City Clerk.
5
Attachment 2
DRAFT
RESOLUTION ADOPTING THE,FISCAL YEAR 201.2-2013
ENTERPRISE FUNDS BUDGET
WHEREAS, the City Manager has prepared and submitted to the City Council a
preliminary budget for the period from July 1, 2012 through June 30, 2013, as required by
Section 59 of the City Charter; and
WHEREAS, the preliminary budget for fiscal year 2012-2013 does not exceed the
estimated revenues, other sources and available fund balances; and
WHEREAS, the City Council has reviewed the budget during its scheduled public
budget workshop,
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Petaluma
that:
1. The FY 2012-2013 Preliminary Budget, as revised, is hereby adopted as the FY 2012-
2013 Adopted Budget for the following funds:
Airport
Community Development
Marina
Transit
Storm Water Utility
Waste Water
Waste Water Stabilization
Water
2. The FY 2012-2013 Appropriations, referred to as Exhibit A, which lists
Appropriations by Department and by Fund is to be filed with the City Clerk.
6
Attachment 3
DRAFT
RESOLUTION ADOPTING THE FISCAL YEAR 2012-2013
INTERNAL SERVICE FUNDS BUDGET
WHEREAS, the City Manager has prepared and submitted to the City Council a
preliminary budget for the period from July 1, 2012 through June 30, 2013, as required by
Section 59 of the City Charter; and
WHEREAS, the preliminary budget for fiscal year 2012-2013 does not exceed the
estimated revenues, other sources and available fund balances; and
WHEREAS, the City Council has reviewed the budget during its scheduled public
budget workshop,
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Petaluma
that:
3. The FY 2012-2013 Preliminary Budget, as revised, is hereby adopted as the FY 2012-
2013 Adopted Budget for the following funds:
Employee Benefits
General Services
Information Technology
Risk Management
Vehicle and Equipment Replacement
Workers' Compensation
4. The FY 2012-2013 Appropriations, referred to as Exhibit A, which lists
Appropriations by Department and by Fund is to be filed with the City Clerk.
7
Attachment 4
DRAFT
RESOLUTION ADOPTING THE FISCAL YEAR 2012-2013
SPECIAL REVENUES AND TRUST FUNDS BUDGET
WHEREAS, the City Manager has prepared and submitted to the City Council a
preliminary budget for the period from July 1, 2012 through June 30, 2013, as required by
Section 59 of the City Charter; and
WHEREAS, the preliminary budget for fiscal year 2012-2013 does not exceed the
estimated revenues, other sources and available fund balances; and
WHEREAS, the City Council has reviewed the budget during its scheduled public
budget workshop,
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Petaluma
that:
5. The FY 2012-2013 Preliminary Budget, as revised, is hereby adopted as the FY 2012-
2013 Adopted Budget,for the following funds:
Special Revenues
Trust Funds
6. The FY 2012'2013 Appropriations, referred to as Exhibit A, which lists
Appropriations by Department and by Fund is to be filed with the City Clerk.
8
Attachment 5
DRAFT
RESOLUTION ADOPTING THE FISCAL YEAR 2012-2013
CAPITAL PROJECTS AND DEBT FUND BUDGET
WHEREAS, the City Manager has prepared and submitted to the City Council a
preliminary budget for the period from July 1, 2012 through June 30, 2013, as required by
Section 59 of the City Charter; and
WHEREAS, the preliminary budget for fiscal year 2012-2013 does not exceed the
estimated revenues, other sources and available fund balances; and
WHEREAS, the City Council has reviewed the budget during its scheduled public
budget workshop,
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Petaluma
that:
7. The FY 2012-2013 Preliminary Budget, as revised, is hereby adopted as the FY 2012-
2013 Adopted Budget for the following funds:
Capital Projects
Debt Fund
8. The FY 2012-2013 Appropriations, referred to as Exhibit A, which lists
Appropriations by Department and by Fund is to be filed with the City Clerk.
9
Attachment 6
ORDINANCE NO N.C.S
INTRODUCED
BY COUNCILMEMBER SECONDED BY
AN ORDINANCE APPROPRIATING FUNDS FOR THE OPERATION OF THE CITY
OF PETALUMA GENERAL FUND FROM JULY 1, 2012 THROUGH JUNE 30,2013
BE IT ORDAINED BY THE COUNCIL OF THE CITY OF PETALUMA AS FOLLOWS:
Section 1. There is hereby appropriated for the usual:and ordinary expenses of the City
of Petaluma for the period of July 1, 2012 through June 30, 2013;the amounts set in the attached
Exhibit A, incorporated by herein reference, and distributed to the various funds as set out in said
exhibit and shall be expended and used in accordance therewith.
Section 2. Changes with relation to the above appropriations between each respective
department or fund may,be.made by resolution adopted by the City Council. The City Manager
may administratively make.changes within the departmental appropriations as approved, so long
as the total amounts do not exceed, as a result of the change; the amounts set forth in the
approved appropriation.
Section 3. The City Council hereby finds and determines the amount of appropriations
provided hereby does not exceed the estimated revenue,, other sources and available fund
balances in the amounts set in Exhibit A, which will be on file with the City Clerk for the fiscal
year ending June 30, 2013.
Section 4. All ordinance or parts of ordinances in conflict herewith are hereby repealed.
Section 5. The City Clerk is hereby directed to post/publish this ordinance or a synopsis
of this ordinance for the period and in the manner required by the City Charter.
INTRODUCED, ADOPTED AND ORDERED posted/published this day of
, 2012, by the following vote:
10
Attachment 7
ORDINANCE NO. _ N.C.S
INTRODUCED
BY COUNCILMEMBER SECONDED BY
AN ORDINANCE APPROPRIATING FUNDS FOR THE OPERATION OF THE CITY
OF PETALUMA ENTERPRISE FUNDS FROM JULY 1, 2012 THROUGH
JUNE 30, 2013
BE IT ORDAINED BY THE COUNCIL OF THE CITY OF PETALUMA AS FOLLOWS:
Section 1. There is hereby appropriated for the usual and ordinary expenses of the City
of Petaluma for the period of July1, 2012 through June 30, 2013,the amounts set in the attached
Exhibit A, incorporated by herein reference, and distributed to the various funds as set out in said
exhibit and shall be expended and used in accordance therewith.
Section 2. Changes with relation to the above appropriations between each respective
department or fund may be made by resolution adopted by the City Council. The City Manager
may administratively make changes within the departmental appropriations as approved, so long
as the total amounts do not exceed, as a result of the change, the amounts set forth in the
approved appropriation.
Section 3. The City Council hereby finds and determines the amount of appropriations
provided hereby does not exceed the estimated revenue, "other sources and available fund
balances in the amounts set in Exhibit A, which will be on file with the City Clerk for the fiscal
year ending June 30, 2013.
Section 4. All ordinance or parts of ordinances in conflict herewith are hereby repealed.
Section 5. The City Clerk is hereby directed to post/publish this ordinance or a synopsis
of this ordinance for the period and in the manner required by the City Charter.
INTRODUCED, ADOPTED AND ORDERED posted/published this day of
,:2012, by the following vote:
11
Attachment 8
ORDINANCE NO. N.C.S
INTRODUCED
BY COUNCILMEMBER SECONDED BY
AN ORDINANCE APPROPRIATING FUNDS FOR THE OPERATION OF THE CITY
OF PETALUMA INTERNAL SERVICE FUNDS FROM JULY 1, 2012 THROUGH
JUNE 30, 2013
BE IT ORDAINED BY THE COUNCIL OF THE CITY OF PETALUMA AS FOLLOWS:
Section 1. There is hereby appropriated for the usual and ordinary expenses of the City
of Petaluma for the period of July 1, 2012 through June 30, 2013;.the amounts set in the attached
Exhibit A, incorporated by herein reference, and distributed to the various funds as set out in said
exhibit and shall be expended and used in accordance therewith.
Section 2. Changes with relation to the above appropriations between each respective
department or fund may be made by resolution adopted by the City Council. The City Manager
may administratively make,changes within the departmental appropriations as approved, so long
as the total amounts do not exceed, as a result of the change, the amounts set forth in the
approved appropriation.
Section 3. The City Council hereby finds and determines the amount of appropriations
provided hereby does not exceed the estimated revenue, other sources and available fund
balances in the amounts set in Exhibit A, which will be<on file with the City Clerk for the fiscal
year ending June 30, 2013.
Section 4. All ordinance or parts of ordinances in conflict herewith are hereby repealed.
Section 5. The City Clerk is hereby directed to post/publish this ordinance or a synopsis
of this ordinance for the period and in the manner required by the City Charter.
INTRODUCED, ADOPTED AND ORDERED posted/published this day of
2012, by the following vote:
12
Attachment 9
ORDINANCE NO. N.C.S
INTRODUCED
BY COUNCILMEMBER SECONDED BY
AN ORDINANCE APPROPRIATING FUNDS FOR THE OPERATION OF THE CITY
OF PETALUMA SPECIAL REVENUES AND TRUST FUNDS FROM JULY 1, 2012
THROUGH JUNE 30, 2013
BE IT ORDAINED BY THE COUNCIL OF THE CITY OF PETALUMA AS FOLLOWS:
Section 1. There is hereby appropriated for the usual and ordinary expenses of the City
of Petaluma for the period of July 1,:2012 through June 30, 2013, the amounts set in the attached
Exhibit A, incorporated by herein reference, and distributed to the various funds as set out in said
exhibit and shall be expended and used in accordance therewith.
Section 2. Changes with relation to the above appropriations between each respective
department or fund may be made by resolution adopted by the City Council. The City Manager
may administratively make changes within the departmental appropriations as approved, so long
as the total amounts do not exceed, as a result of the change, the amounts set forth in the
approved appropriation.
Section 3. The City Council hereby finds and determines the amount of appropriations
provided hereby does not exceed the estimated revenue, other sources and available fund
balances in the amounts set in Exhibit A, which will be on file with the City Clerk for the fiscal
year ending June 30, 2013.
Section 4. All ordinance or parts of ordinances in conflict herewith are hereby repealed.
Section 5. The City Clerk is hereby directed to post/publish this ordinance or a synopsis
of this ordinance for the period and in the manner required by the City Charter.
INTRODUCED, ADOPTED AND ORDERED posted/published this day of
, 2013, by the following vote:
13
Attachment 10
ORDINANCE NO. N.C.S
INTRODUCED
BY COUNCILMEMBER SECONDED BY
AN ORDINANCE APPROPRIATING FUNDS FOR THE OPERATION OF THE CITY
OF PETALUMA CAPITAL,PROJECTS AND DEBT FUNDS FROM JULY 1, 2012
THROUGH JUNE30, 2013
BE IT ORDAINED BY THRCOUNCIL OF THE CITY OF PETALUMA AS FOLLOWS:
Section 1. There is hereby appropriated for the usual and ordinary expenses of the City
of Petaluma for the period of July 1,2012 through June 30; 2013, the amounts set in the attached
Exhibit A, incorporated by herein reference, and distributed to the various funds as set out in said
exhibit and shall be expended and used in accordance therewith.
Section 2. Changes with relation to the above appropriations between each respective
department or fund may be made by resolution adopted by the City Council. The City Manager
may administratively make changes within the departmental appropriations as approved, so long
as the total amounts do'• not exceed, as a result of the change, the amounts set forth in the
approved appropriation.
Section•3. The City Council hereby finds and determines the amount of appropriations
provided hereby does not •exceed the estimated revenue; other sources and available fund
balances in the amounts set int Exhibit A, which will be on file with the City Clerk for the fiscal
year ending June 30, 2013.
Section 4. All ordinance or parts of ordinances in conflict herewith are hereby repealed.
Section 5: The City Clerk is hereby directed to post/publish this ordinance or a synopsis
of this+ordinance,for the period and in the manner required by the City Charter.
INTRODUCED, ADOPTED AND ORDERED posted/published this day of
, 2012, by the following vote:
1885532.1
14
_ I Exhibit A
CITY OF PETALUMA,.,CA,
APPROPRIATIONS,
July 1,2012-June`30, 2013
I ( I I- i
DEPARTMENT TOTAL
Legislative
City Council 58,211
City Clerk 280,440
City Attorney 364,100
Executive
City Manager 649,035
Human Resources 199,424
Employee Benefits 938,150
Worker's Compensation 1,106,945
Non Departmental 51,000
Housing
CDBG 255,505
Commercial Linkage.Fees 187,310
Home/Begin 4,000,000
Housing in-Lieu Fees 469,500
TOT 183,750
Risk Management 1,653,760
Information Technology 1,417,705
Finance
Administration 469,364
Accounting Seances 438,823
Donations 161,500
Commercial Services 83,782
General Services _ 307,030
3% Admin Impact Fees 19;050
Police
Police Operations 13,881,801
Animal Services 554,875
Police Facility Fees 2,500
Police Grants 232,000
Asset Seizure 344;831
Supplemental Law Enforcement 100
Abandoned Vehicle 100
VehicleEquipment Replacement 1,000
Fire
Fire Operations 10,594,081
Fire In-Lieu Fees '100
Fire Suppression Fees 2,000
Haz Mat Fines 14,100
Fire CIP 160,000
Community Development
Community Development Operations 281,900
Community Development Enterprise Fund 1,084,820
Public Art Fees 3,740
Public Works
Public Works Operations 2,898,497
Comm Facility Fees 4,150
Public Facility Fees 2,300 15
Traffic Mitigation Fees 13,950_
Storm-Drainage Impact Fees 4,900
Gas Tax 135,690
DEPARTMENT cont'd
Public Workscont'd
Street Maintenance _ 2,584,792
Transit 2,405;9431,
Transit CIP 1,253,000
Airport Operations 2,056,760
LAD 382,983
FEMA CIP 1,190,882
Public Works/Surface Water CIP 10,686,337
Parks and Recreation
Parks and Rec,Operations 1,412,455
Parkland Acquisition Fees 15,100
Aquatic Fac Impact Fee 560
Library Fac Impact:Fee 1,650
Open Space Impact Fee 2,400
Parks CIP 376,010
Marina 407,020J
Marina CIP 10Q000
Water Resources and Conservation
Waste Water 19,693,463
Waste Water CIP 9,231,000
Water 13,036,215
Water CIP 5,239,0001
Storm Drainage Utility 799,219
Transfers Out All Funds 40,742,549 j
City Acting as Successor Agency/Housing Successor
Housing Successor 292,988
Successor Agency Admin 1,293,201
Successor Agency Debt Service 5,784,861
Former PCDC CIP 232,141
TOTAL 162,732,348
16
•
. A Re.'r aaIteww#4. 1
May 17-, 20.1.2
TO Mayor and Each Cou it Me er
FROM: City Mangger
!SUBJECT:- Animal;Services Proposal
Included in recommendations to balance the 2012 budget is a proposal to eliminate one Animal
Control Officer (ACO). General fund savings from that proposalare estimated at $90,000 in FY
2012/13,including a $4,000 reduction in Overtime. Savings grow in subsequent years, from
salary savings and by avoiding projected increases in health and retirement benefits that are part
of total compensation. This recommendation is part of the Police department's proposal to:save
$635,000;'the department's revised share of a five percent reduction of General Fund expenses.
Laying off one ACO would reduce response to low priority calls such as,noise and stray animal
complaints, Responsibility for higher'priority calls, such as bite investigations, and dangerous
animalsoatlarge would be shared between the remaining Animal Control Officer and the Patrol
division. This proposal was submitted pursuant to direction to preserve core,department
activities,if.possible, and propose changes to programs and activities ancillary to accomplishing
a department's mission. This:is the same direction followed by.departments in previous years'
budget reduction efforts.
Since-2007/08,a total of3.26'full time equivalents (FTE) have been vacated or eliminated in
Animal Services. This represehts;a 33.5 percent staffing decrease, and includes a full time
Shelter Assistant and Senior ACO. It also includes a.1.26 FTE reduction in part-time funding.
The Animal Services program,has,always relied on volunteers,to augment paid staff Many
services, primarily those associated with the shelter and animal care, are now conducted by
volunteers. As well, the program relies heavily on donations. Total revenues, all sources, in
2010/11 (the most recent year full year's accounting) were nearly $220,0001 that,.over
$94,000(41%)was from donations. The remainder comes from a variety of.'fees and charges,
with the majority of the.remainder provided by licensing revenues. Without volunteer support
andlsuppleniental funding, it is doubtful whether Animal Services could continue to operate.
Last°,year, the Petaluma Animal Services Foundation (the_Foundation) proposed to,assume
Animal Servicesfunetions. The timing of the proposal and effort necessary to evaluate it did not
synchronize°with developing the;20,11/1 2 budget, and the proposal was tabled. Inaddition,to
timing, concerns/existed with the reduced salary and benefit structure in the proposal, the lack of
a competitive process if a contract was going to be let, and the Foundation's lack of a record of
accomplishment operating a full service Animal Services program.
This year, following the release of the,Police department's reduction:proposal, the Foundation
again proposed to provide the full range of Animal Services. A proposal was submitted in
March 2012,.and was revised and re-submitted earlier this month. In.that time Police department
staff sought to clarify the Foundation.proposal, sought competitive-proposals, and evaluated
providing services to another agency. Contracting proposals were solicited from agencies in
Sonoma and Marin Counties, but none were submitted. Cost estimates:were also developed to
determine if Petaluma could provide services to another city, to generate additional program
1
revenue. That estimate didn't show sufficient savings for the change to be cost effective, and
went nowhere. It appears the City Council has three choices at the present: implement the
department reduction proposal, maintain Animal Services at 2011/12 staffing and service levels
and seek an additional $90,000 in savings from another General funded program, or accept the
Foundation proposal. Staff recommends that Council approve the Foundation option, effective
August 1, 2012 or sooner, if transition can be accomplished in less time.
The Foundation proposes to assume operation and management of the Animal Services program,
including all current activities. The proposal guarantees the shelter will be operated as an
adoption facility, with reduced euthanization. The Foundation proposes to provide these services
under contract; for annual compensation of$478,000. Under the proposal a portion of existing
revenues, $92,000, would remain with the City. These are licensing fees, and a portion of
adoption, retention, surrender,.and boarding fees. The Foundationandicates its proposal will
result in savings to the City of$170,000 from 2011/11 leVels,although staff analysis estimates
far less when adjustments for revenue reductions, offsets for lay-off savings, and elimination of
City_charges to the Animal services budget are taken into account. The Foundation proposal
accompanies this memorandum.
Program: The Foundation proposes to continue all current activities. These include:
• Animal Control Services
• Animal Licensing
Shelter Services
• Adoption Services
The Foundation proposes to expand upon these services in several ways, including:
• coordinated and enhanced volunteer activities
• extended hours of operations
• increased coordination with rescue groups
• doubling the number of monthly low cost spay/neuter clinics offered
enhanced foster care, enabling animals to leave the shelter on weekends
• es"tablishing a`training`center to rehabilitate animals with behavioral issues, to increase
the chances for their,adoption
• website and software enhancements; and use of social media
• increased offsite adoption events
• .expanded educational services
• post adoption support to adoptive families
• increased focus'on trap, neuter and release for feral cats
These enhancements are intended to increase adoptions, improve the well-being of animals
housed at the shelter, reduce the number of animals that are euthanized each year, increase public
access to the Shelter, leverage resources, and improve customer service. In conducting these
activities, the Foundation commits to satisfying all legal requirements for the care and handling
of animals, and to utilize best practices for sanitation and cleaning protocols.
2
Neither this summary of current city services nor the listing of enhancements proposed by the
Foundation included in this memorandum is exhaustive. More extensive discussion of current
services and those proposed by the Foundation can be found-in the proposal.
Staffing. City staffing currently is as follows:
Position Authorized Filled Vacant
Animal Services Manager 1 1 0
Senior Animal Control Officer 1 0 1
Animal Control Officer 2 2 0
Shelter Supervisor 1 1 0
Shelter Asst 2 1 1
Animal Care Technician 1 1 0
Total 8 6 2
The City also employs one part-time Kennel Technician, bringing the total FTE's to 6.47...As
proposed, Foundation staffing would be:
Position Number of Positions
Executive Director 1
Animal Control Officer 2
Animal Care Supervisor 1
Vounteer Coordinator 1
Registered Veterinary Technician 1
Part time Kennel Technician(.SFTE) 1
Total 6.5
The Foundation developed job descriptions for each of these positions, and its staffing plan
offers at-will employment opportunities to all existing Animal Services staff. The Foundation
proposes to retain both ACOs, whereas the departmentxeduction proposal eliminates one of
those positions. Maintaining both positions, and associated levels of service, is a benefit of this
proposal.
Salaries and Benefits: Concerns were expressed with the 2011 Foundation proposal over
proposed salary and benefit levels. There is still significant difference between the compensation
the Foundation proposes to offer and that paid by the City. Base salary levels, however are more
in line with the City compensation structure than a year ago. The following tables summarize
current City compensation and that proposed by the Foundation.
3
City of Petaluma
Position Salary Benefits Total
AnimalServices Manager $ 80;350 $ 32,526 $ H2,876
Animal Control Officer 58,885 26,342 85,227
AEiri al Control Officer 67,965 11,285 79,250
Shelter Supervisor 52,874 24,180 77,054
Shelter Asst- 44,554 5,776 60,330
Animal Care Technician 39,978 27,135 67,113
PT Kennel Technician 16,532 945 20,477
Petaluma Animal Services Foundation
• Position. Salary Benefits Total
Executive Director $ 75,000 $.3,624 $ 78,624
Animal Control Officer 52,000 6,0% 58,096
Animal Control Officer 52,000 14,100 66,100
Animal Care Supervisor 45,760 16,176 61,936
Volunteer Coordinator 42,600 3;624 46,224
Registered Veterinary Technician 39,520 9,276 48;796
Part time Kennel Technician( 5FTE) 15,600 none 15,600
Pursuant to-the;proposal, foundation employees would forego the PERS retirement plan.
Further, they could access only the Kaiser health plan and would nothave the additional choice
between two PERS health plan options that are also available-to.City employees. With the
Foundation,;employees would receive eight (8)paid holidays father than the.thirteen (13)
provided by the City, and would start with a limit of 96 hours of personal time off each year. In
contrast, annual leave available to employees starting with the City includes 96 hours,of sick
leave,.80 hours of vacation, and for management employees exempt from FLSA, 80 hours of
administrative,leave. Foundation employees, as do City employees, would also receive uniform
allowances; overtime pay, life insurance, and long-tern disability.
Management, Governance,;and Support. Currently, day-to-day Animal Services operations
are managed by the Animal'Services Manager. Management oversight and policy and
procedural guidance are-provided by.the Police department, which also provides primary
employee relations services. Broader guidance, direction, support, and financial management are
provided by:City Management, Risk Management, Human Resources, Legal Services, and the
Finance Department. Policy advice is provided by the Animal Service Committee,.and Policy
direction is set by the City Council.
The proposal identifies Jeff Charter, currently the City's Animal Service Manager, as Executive
Director. Mr. Charter is currently the Animal Services Manager, and has also served as Animal
Control Officer and Senior Animal Control Officer. Under his leadership, Animal Services has
4
been able to secure additional grants; generate increased contributions through fund-raising,
increase adoptions;and decrease euthanization. He would;be responsible for day-to-day program
management, including personnel management, public.relations;,and special events. The
proposal also provides for a Volunteer Coordinator;.torecruit, organize, manage, and utilize
volunteers, primarily forshelter-related activities.
The Petaluma Animal Services Foundation holds corporate non-profit status in the State of
California. As such it is governed by a Board of Directors, and contributions made to the
Foundation are tax-deductible. The proposal identifies'a minimum^ofsix (6) board members and
a maximum of fifteen (15). Once of thesewould be Mr. Charter; for the first year of operation.
Sevenadditional board members are currently identified, virtually all of whom have
backgrounds that include experience in animal rescue, training, advocacy and adoptions. The
currently identified Board members also have significant experience in business administration,
staffing, public relations, information technology, and Law. All of this experience will be
available and necessary to support Animal Services operations. All support relationships with
the City would be severed; the Foundation would be responsible for maintaining its own
insurance coverage, providing itsown payroll, accounting, legal, human resources, and
information services. All of;these would be governed by decisions of the Board of Directors.
These services would all be,provided, initially, at least and with the exception of any provided by
Mr. Charter, on a voluntary basis.by-the individuals performing them.
The City Council would still maintain some authority over policy, through the contract
management function. Further, the proposal anticipates retaining the Animal Services
Committee as a means of providing advice to the Board of Directors and as an interface with the
public. The Council would continue to appoint and, potentially, provide policy guidance through
the Animal Services Committee.
Facilities and Equipment. The proposal contemplates transferring City facilities, vehicles,
equipment, and furnishings to the Foundation. Exceptions would be computer servers, software,
and laptop units. The Foundation intends to provide its own server and replace existing software
with programs it believes.will result in greater efficiencies, increased revenue collections, better
outreach, and improved customer service. Staff would-propose:ownership of City assets remain
with the City, and that permission to use these would be contractual. The Foundation should also
be required to maintain these in good repair, and return them in like condition should a contract
be terminated.
Revenue. The Foundation proposes to retain'a portion of the revenues currently collected by the
City, and intends to augment and expand funding with donations and grants. The proposal
would allow the City to retain $92,000 per year. This represents a portion of licensing, adoption,
retention, surrender, and boarding fees and reflects a three-year average. The Foundation
anticipates increasing these fees with the use of new software and increased attention to fee
collections.
Expenditures. The following table provides a summary of actual, estimated, and recommended
City expenditures for Fiscal years 2010/11, 2011/12 and 2012/13, and the support requested from
the Foundation if it assumes Animal Control. That amount would remain constant for all
5
subsequent years of any contract the Foundation. " FY 2012/13 Recommended" reflects the
reduction of one ACO position from the 2011/12 staffing level. The line item detail for the "FY
2011/12 Budgeted" and "Foundation Request" columns are found on Page 3 of the proposal.
FY2010/1.1 FY2011/1.2 FY 2012/13 Foundation
Actual Budgeted Reco. Request
Salaries and Benefits $ 515,999 $ 533,620 $ 438,125 $ 401,970
Services and Supplies 196,249 114,600 116,750 76,250
Total Expenditures $ 712;248 $ 648,220 $ 554,875 $ 478,220
Savings. The Foundation estimates savings to the City totaling $1 70,000. That estimate is
based, however on amounts budgeted by the City in 2011/12. That savings estimate decreases to
$80,000 when one compares the Foundation Request to the Recommended Budget for 2012/13.
Further, it does not address the loss of revenues associated with its proposal to leave the City
with $92,000 per year. Animal•Services-related revenues included in the recommended budget
for 2012/13 total $131,460. The difference between that estimate and$92;000, which is $39,460
must also be deducted from.theioveral1 savings estimate. Finally, the Foundation estimate does
not account for City chargesio the_Animal Services budget from other departments which will
have to be absorbed by:the'City if the Foundation assumes the program.These can be found in
the table on Page 3 of the proposal, and are Information Services e$22,800) Risk Management(-
$7,450) and Intergovernmental Charge for:General Services (-$2,000). Together these three
items reduce savings by another$32,250. Adjusted to account for"all these factors, total savings
associated with the proposal is $8,290. If the transition from the City to the Foundation were to
occur, but not until August 1, 2012 the most likely scenario—this savings is all but eliminated.
Discussion was had during the Council's April 23, 2012 budget workshop regarding the benefit
of accepting the,Foundation proposal, and applying estimated savings in excess of those
generated from laying off one ACO to either Police Dispatching or Patrol functions. It's clear
from the foregoing analysis the proposal:does not-generate savings sufficient to significantly
augment either of these two functions. For that matter, the merits of this proposal cannot be
determined on the basis of savings,as they are so minor.
The strength of this proposal is in the opportunity it provides to maintain Animal Services
operations at.2011/12 levels, which it appears the City cannot. Further, it retains both Animal
Control positions and the services they provide, as well as offering employment to the entire
animal;Services.staff. Ofgreater importance, however; is the opportunity die proposal provides
to enhance Animal Services in ways that the City will most likely not be(able for the foreseeable
future. Of particular benefit is the revenue raising potential associated with the Foundation
model: enhanced ability to compete for grants, and enhanced ability to obtain donations. Both of
these opportunities are outside the City's abilities to achieve, due to staffing resources,
limitations placed on available grants, and public perceptions regarding the use of contributions
and donations. In the universe of grant opportunities, many are those for which only non-profit
organizations are eligible. Under the Foundation model, additional grants can be obtained to
enhance Animal Services operations. In addition, while the program has been effective in fund
raising; in recent years, some donors are reluctant to support municipal activities out of concern
6
for where their contributions.may hespent. A Foundation has access to a broader donor base, as
the monies they collect are guaranteed to the specific purpose.
Weighed,against.these benefits is the lack ofa record of achievement on the part of the
Foundation in managing a full service Animal Services program. The Foundation will bean
unknown quantity until tested, but can be supported through careful contract development and
diligent contract management. If the Council accepts the recommendation to contract with the
Foundation for these services,staff will work with the Foundation to develop a contract that can
be relied upon as a tool to;strengthen the likelihood of a successful transition. Given the
circumstances, the duration of such an agreement should be relatively short, two to three years,
and subject to a full program evaluation before it is renewed or extended.
Further, transition to the Foundation model, should the.Council chose to go in that direction, will
be subject to the meet and conferprocess. Ultimately, should the Council approve a contract,
existing positions would be abolished, most likely July 31, 2012, following all procedural and
labor requirements.
Staff and Foundation representatives will be available at your May21, 2012 budget meetings to
answer any questions you may have.
7
•
Proposal to the City of Petaluma
To assume operation of Animal Services
Submitted by:
Petaluma Animal
Services Foundation (oeE3
ri •
Page 1 of 35
Table of Contents
Table of Contents 1
Executive Summary 7
Budget 3
Salaries Budget 4
Staffing 5
Job Descriptions 6
Service Highlights 19
General Company Description 21
Products and Services 22
Marketing-Plan 23
Operational Plan 30
Management and Organization 32
1
Page 2 of 35
Executive Summary
Petaluma Animal Services'Foundation respectfully submits this proposal for
your consideration and review.'We ask that you consider the PASF nonprofit
model as a pathway to.persevering in our mutual goals of superior animal care,
sheltering services'andanimal control functions. The budget issues continue to
be in crisis for the City and that is-not likely to change in the near future. Over
the last 7 years, staffing has decreased from 10 to 6.5. With this round of budget
cuts, we might.see it reduced to 4.5 employees. PASF is able to offer a solution
that reduces the budget costs, yet expands upon the current service levels. In
addition, as a non-profit, PASF is eligible for considerable grants and significant
charitable giving unavailable to municipalities.
PASF proposes to provide Animal Care and Control services for stray,
surrendered, injured and dead animals as well as public services for our town of
58,000 residents. We will exceed the current service levels, while realizing a cost
savings of$170,000/year.
The City of Petaluma will retain the revenue from licensing fees as well as a
portion of the adoption, redemption, surrender, &boarding fees. This will be
calculated on an average of these fees for 2009, 2010, 2011 ($92,000). PASF will
retain revenue above that amount.
Public services include adoptions, collection and care of stray/injured animals
(including wildlife), humane education, cruelty investigations and animal law
enforcement, low/no cost spay and neuter surgeries for dogs and cats, public
• adoption events, facilitate trap, spay/neuter and release for feral cat colonies,
and low/no cost dog training/rehabilitation/crisis services for problem animals.
Another very important part of Animal Services is Animal Control. These
officers are often the face of the shelter to the public. From responding to dog bite
reports, to investigating animal cruelty cases, to educating the public about leash
laws, these functions round out an essential piece of Animal Services in our
community. PASF will retain both animal control officers for the life of our
contract.
The current PAS employees qualify for.our employment needs and are
encouraged to remain on board. It is our hope to complete the transition to a
nonprofit model with the least amount of impact on the staff. We endeavor to
offer PM employees opportunities for growth, and give the public continuity
with this 100% retention.
PASF will be a guaranteed adoption shelter. Every aspect of our environment
and behavior will be focused on getting animals into their homes, either through
proactive redemptions, or adoptions. This also guarantees a very low euthanasia
rate.
2
Page 3 of 35
Petaluma.Animal Services Foundation preliminary budget 2012-2013
Title Current Appropriation Proposed Appropriation Savings
Salaries F/T 348,820.00 306,880.00 41,940.00
Salaries P/T 24,000:00 15,600.00 8,400.00
Overtime F/T on call ACO 12,050.00 10,000.00 2,050.00
Comp Time Paid 4,000.00 0.00 4,000.00
Uniform Allowance 820.00 500.00 320.00
Bi-lingual Pay 2,400.00 0.00 2,400.00
Retirement Benefits 44,370.00 1,814.00 42,556.00
Unemployment Insurance 1,380.00 1,380.00 0.00
Workers Comp Insurance 4,200.00 4,200.00 0.00
Medicare 5,100.00 5,100.00 0.00
Group Insurance/P,EMCHA 73;360.00 52,896.00 20,464.00
Group Dental Insurance 8,800.00 0.00 8,800.00
Group Insurance/Vision 720.00 0.00 720.00
Group Insurance/Life 1,180.00 1,180.00 0.00
LTD non-pub safety 1,340.00 1,340.00 0.00
Retirement Benefits 1,080.00 1,080.00 0.00
Office Supplies 3,000.00 1,000.00 2.000.00
Operating Supplies/Software 15,000.00 15,000.00 0.00
Auto Supplies/Fuel/Parts 9,000.00 9,000.00 0.00
Professional'Services/Design 40;000.00 .36,000.00 4,000.00
Repairs and Maintenance 1,000.00 1,000:00 0.00
Repairs Maint Vehicles/equir 1,000.00 1,000.00 0.00
Other Operating Services 1,000.00 0.00 1.000.00
Postage Shipping 0.00 0.00 0.00
Intragovern General Services 2,000.00 0.00 2,000.00
IT Services 22;800.00 0.00 22,800.00
Risk Management 7,450.00 0.00 7,450.00
Phones Services Internet 0.00 2,400.00 -2,400.00
CeII.Phones 3,000.00 1,500.00 1,500.00
Electricity/Nat Gas 8,500.00 8,500.00 0.00
Water and Sewer 850.00 850.00 0.00
.648,220.00 478,220.00 170,000.00
Cost savings are realized through reduced salaries and benefits to the
employees. We also sale irioney by working with the community to have
services donated (IT, HR, mailings, etc). We incur other costs because we don't
benefit from the use Of-city services (phone systems). We anticipate other costs
that will be offset by donated funds. Annual donations average $89,000.
3
Page 4 of 35
•
Petaluma Animal Services.Foundation
u- ,, Aril*a. r ,u'S€d t e a
Fosttton e salary, ;Benefits%Cltyof Pealuma ?4
'RohnetiPaarrk' w SAWA22)
Executive Director $75;000 Kaiser 66,102.40-80,350.40 58764-71,424 56,000-.206,000
Animal Care Supervisor $45,760 Kaiser 43,492.80-52,873.60 31,000-54,000
Volunteer Coord/CSR •$42,600 Kaiser 42,436.67-51,568.88 30,000-71,000
2FTE Animal Control Officer $104,000 Kaiser (48-58) X 2 30,000-59,000
Registered Veterinary Technician $39;520 Kaiser 38,065.32-46,288.64 37,884-46,056 33,000-58,000
.5 FTE Kennel Tech P/T $15;600 none 19,032-23,140 8,320-14,820 10,500-24,000
$322,480
'data from 2011-12 budget available:on website
Society of Animal.Welfare.Administrators;data from May 2011;for West.Coast shelters
wriaifi nalwg efitsp 'aafdgitISHNZL
8 paid holidays
New Year's day
President's day
Memorial Day
July 4th
Labor Day
Thanksgiving Day
Christmas Day
Employee's Birthday
PersanalTmlOff�;a k"r at la,•"4'i;; s",
Each Employee will receive 12 days of personal time off in their first 4 years,
Accrued one day per month after the month is completed.
Years five through ten the employee accrues'1.5days per month.
Years ten and on the employee accrues 2 days per month.
4
Page 5 of 35
Staffing
Currently,PASF intends to offer at Will employment to the current PAS •
employees. This is subject to review of all employees prior to extending an offer
of employment. PASF's staffing plan includes job opportunities for all present
PAS employees. The-team will be lead by the Executive Director who will have
strong core competencies,be highly experienced in animal shelter management
and animal control functions, and be highly regarded in the animal welfare
community and Petaluma community at large. The ED will be familiar with city
personnel,protocols and procedures.
•
5
Page 6 of 35
Executive Director
The Executive Director of The Petaluma AnimalService Foundation is.
responsible for overseeing the organization's consistent achievement of its vision,
mission and financial objectives. TheExecutive Director is responsible for
planning, organizing,managing, and supervising all aspects of the operations
and directing the development of a strategic plan for the promotion of animal
care, animal control, and consistently increase live release rates for animals in the
City of Petaluma, California.
Skills and Qualifications
• Supervisory, managerial skills in animal shelter/animal control
environment.
• Grant writing,,.fundraising, profitable special event coordination and
execution.
• Read, analyze, and interpret common scientific and technical journals,
financial reports, and legal documents.
• Revise existing programs and services and develop new programs and
services to meet changing demands.
• Develop and implement initiatives intended to change and improve
employees' provision of service to, and interaction with the public.
• Communicate agency policy and philosophy concerning provision of
service and relationship with the public to agency employees.
• Participate in, and lead interagency teams formed to develop programs,
policies and solutions to specific problems.
• Maintain a climate which attracts, retains, and motivates a diverse staff of
top quality people by encouraging career development, continuing
education, and professional growth for staff.
• Plan, organize and supervise an Animal Services program for the
enforcement of all state, county, and City laws pertaining to animal and
rabies control and the licensing of animals, kennels, pet shops, and an
animal shelter.,
• Exercise sound judgment and initiative, and demonstrate sensitivity to
concerns of pet owners, special interest groups, and the general public.
• Respond to common inquiries or complaints from citizens, regulatory
agencies, or members of the public.
• Effectively present information to Board of Directors, public groups,
and/or City Council.
• Conduct a variety of promotional and public relations activities including
speaking to public groups, to the news media, advocacy groups, and in
court.
• Communicate effectively both verbally and in writing.
• Establish and mamtairi effective relationships with those contacted in the
course of the work.
6
Page 7 of 35
•
Job Responsibilities
•
• Implement short and'long term strategies to address pet overpopulation
in Petaluma:that responsibly reduces intakes, increase adoptions, improve
animal care, provide behavior and medical rehabilitation, encourage
spaying and neutering, and help pets stay with their,responsible
caretakers. Ensure responsible pet care through enforcement of public
compliance with animal care and control regulations, including nuisance,
animal licensing;public safety, and animal cruelty laws.
• Plan, organize,.coordinate, review, evaluate, and direct the
implementation of programs providing animal care and control services to
the general public and other animal welfare agencies.
• Work with representatives of other animal welfare organizations, non-
profit-organizations,businesses and community groups to develop and
implement collaborative programs and services, and to raise alternative
sources of funding to aid in overall PASF goals.
• Direct through;subordinate supervisors or appropriate volunteers, the
administration of such programs including,but not limited to, shelter
management, adoptions, veterinary services, animal control, and animal
welfare education.
• Develop, interpret, and implement policies and procedures relating to
animal care and control programs; plan means of service delivery;
develop multi-year plan for the direction of overall animal care and
control activities for the City.
• Assure that the organization has a long-range strategy which achieves its
mission, and toward which it makes consistent and timely progress.
• Maintain a working.knowledge of significant developments and trends in
the animal welfare and animal control fields.
• Responsible for the development of programs enhancing animal services;
promote educational materials and programs for responsible pet
ownership. Appear in court to present evidence incases pertaining to
violations of standards and laws; formulate division policy, and direct its
execution.
• Direct and supervise field and animal shelter programs and enforcement
actions; Participate in the selection, promotion and discipline of programs;
explain and interpret new legislation, ordinances, and policies. Analyze
and evaluate the overall animal regulation.program.
• Maintain and enhance Humane Education in Petaluma schools and
community,
• Direct and incorporate policies and procedures developed by the Animal
Services Advisory Committee for the City of Petaluma into overall
operations. Coordinate and publicize Petaluma.Animal Services
Foundation special events.Develop and maintain relationships with
outside agencies and the public, including the organization and direction
of volunteer work programs.
• Attend meetings, including City Council, various.,Boards and
Commissions, and neighborhood meetings. Advise the Animal Services
Advisory Committee on policies/and procedures.
7
Page 8 of 35
• Understand and implement operational compliance with current federal,
state, county, and local laws, regulations, and guidelines:that affect
operations.
• Oversee record keeping,practices for legally compliant adoptions, staff
personnel files, budgetary accountability, and all other functions.
• Maintain official records and documents.
• Perform other duties within the scope, spirit and purpose of the job as
requested by the Board of Directors.
Physical Demands and Work Environment:
Position requires extended periods of sitting, standing, walking, reaching,
twisting, and turning, kneeling,bending, squatting, and stooping in the
performance of daily activities. This position also requires grasping, repetitive
hand movement and fine coordination in preparing statistical reports and data,
using a computer keyboard. The employee mustoccasionally lift and/or move
up to 50 pounds. Specific vision abilities required by this job include close vision,
distance vision, color vision, peripheral vision, depth perception, and ability to
adjust focus. Hearing is required when providing phone and counter service. The
incumbent is frequently around animals that are agitated or injured and may
attempt to bite or scratch.
8
Page 9 of 35
Animal Control Officer
Responsible:'for the enforcement of.local and state laws governing the licensing,
impounding, treatment, arid 'disposal of animals; assist the public in locating and
handling of animals; investigates complaints and patrols assigned areas.
Skills and Qualifications
• Read, learn, and understand laws, regulations, and procedures pertaining
to animals and rabies control, and the licensing of animals.
• Analyze situations and adopt an effective course of action in emergency
and stressful situations.
• Techniques of capturing, corralling, herding, and,controlling animals and
performing euthanasia.
• Maintain records and prepare accurate•and:concise reports.
• Safely use and care.for small firearms and other assigned equipment.
• Maintain records and prepare accurate and concise reports.
• Safely use and care for small firearms and other assigned equipment.
• Drive a light:truck with or•without•atrailer.
• Communicate effectively both verbally and in writing.
• Establish and maintain effective relationships with those contacted in the
course of the work.
Job Responsibilities
• Patrol the streets in a motor vehicle designed for transporting animals;
investigate complaints relating to animal nuisances, including animal bites
and endeavors;to;locate such animals. Issue citations for failure to comply
with ordinances and make citizen arrests when appropriate, explain
ordinances and procedures to the public.
• Recognize.illness, habits, behavior and common diseases of animals; learn
techniques and equipment used in capturing,restraining, receiving, caring
for, grooming, and releasing animals, administer euthanasia according to
established procedures.
• General supervision is provided by the Executive Director; responsibilities
may include the indirect supervision.of support staff.
• Capture and impound stray,'injured, unlicensed, or vicious animals.
Respond to and provide proper disposition.to cases regarding livestock.
• Retrieve sick or,dead,animals,from public and private property; transport
animals to shelter or veterinarian as appropriate.
• Investigate complaints concerning stray,.noisy, or vicious animals,
violations of animal control•laws and regulatiions,;including allegations of
animal abuse; may testify in court regarding citations and disposition of
• complaints.
• Write•complete accurate reports, enter data, retrieve information, and
generate reports using a personal computer. Maintain files and records.
9
Page 10 of 35
• Enforce city and state hunting and fishing;'codes.
• Clean equipment and maintain animal_cages inavehicle.
• Answer incoming telephone calls regarding animal control matters and
assist caller with appropriate service information or referral.
• Promote a positive:and effective working relationship with the public,
City departments, divisions, elected and appointed officials, as well as
other agencies.
• Perform other duties within the scope, spirit and purpose of the job as
requested by management.
Physical Demands and Work Environment:
Position requires extended sitting, standing; walking; reaching, twisting, turning,
kneeling, bending, squattingand stooping in the performance of daily activities.
The position also requires,grasping, repetitive hand movement and fine
coordination in preparing statistical reports and data,;using a computer
keyboard. The employee must occasionally lift, earry;.handle and transport
animals weighing over 75 pounds and frequently lift and/or move up to 100
pounds'. The employee must drive a motor vehicle to perform patrol duties and
transport animals: Specific vision abilities.required by this job include close
vision, distance vision, color vision, peripheral vision, depth perception, and
ability to.adjust focus. Hearing is required when providing phone and customer
service. The incumbent is frequently around animals that are agitated or injured
that may attempt to bite or scratch.
Education:
Equivalent to graduation from high school.
Experience:
Experience in the care and control of animals or in law enforcement.
Certifications/Licenses:
Possession of a valid California Class..0 drivers license.
Possession of a California State Arrest PC832 Certificate
10
Page 11 of 35
The Animal Care Supervisor
Under the guidance of the Executive;Director, and Board of Directors and/or
PASF special committees, performs a wide range of administrative activities
related to the shelter. The Animal Care Supervisor mentors the staff and
volunteers and oversees the business operations, training and adoption
operations and the quality of animal care and client service, and ensures superior
operation of the shelter.
Skills and Qualifications
• 2 to3 years of customer service and financial budget management
experience, or willingness to learn.
• Knowledgeof marketing techniques.
• Comprehensive understanding of physical and behavior characteristics of
dog/cat breeds.
• Excellent verbal and written comrnunication'skills, especially to a diverse
range of audiences and settings.
• The ability make decisions, delegate responsibility and achieve results
with shelter team members.
• Professional comportment and appearance, with excellent interpersonal
skills and a friendly, positive attitude.
• Respectforand willingness to work with clients and their pets.
• Must be able to handle multiple tasks and deal with an environment of
changing priorities.
• Dog behavior, training and evaluation experience.
• Ability to work on tight deadlines, prioritize, delegate, communicate.
• 5 yrs. Supervisory experience.
Job Responsibilities
• Direct and develop marketing and adoption pathways for cats using off
site events, outreach to senior centers, conimunitygroups, use social
media and advertising as per the Executive Director, and interface with
appropriate rescues and advocacy groups.
• Create and maintain cat and dog foster program.
• Create and maintain a trap and release pathway for feral cat population
and partner with correct community groups to achieve mutual goals.
• Direct and develop the dog training center using volunteers and willing
partners in the community,evaluate dogs for training plans and behavior
treatment options, write training plans and take all marketing photos,
write simple ad copy and execute ads on all appropriate social media as
per the Executive Director.
• Develop technical and administrative staff/volunteers towards the goal of
quality animal care and•excellent client service; assist in the formulation of
objectives and policies to ensure efficient shelter operations.
11
Page 12 of 35
• Oversee the daily operations of the shelter, staff and Volunteer
Coordinator.
• Oversee the activities of all medical/°kennel staff as per quality standards
set by the Executive Director.
• Review the P&L Report monthly and partner with the Executive Director
to increase revenue and limit expenses; work with staff to prepare and
submit the yearly budget (budget forecast, operating plan, expenditures)
and participate in the evaluation process with Executive Director.
• Network with other shelters and rescue organizations to ensure the
placement of all adoptable animals.
• Assure proper and humane handling of all animals through the shelter, at
all times, with attention to their comfort, stress level, and special needs.
• Model an "owner" mentality in the shelter by demonstrating a willingness
to assist all employees in making the shelter a success.
• Minimizing shelter animal stress and discomfort;'recommend referral to
rescue or specialist when this is likely to significantly improve the
prognosis and or in an animal.
• Handle adoption cotinseling,iadoptions and adoption follow up tasks.
• Positively represent the animal shelter in the professional community and
to the general public.
• Perform other duties within the scope, spirit and purpose of the job as
requested by management.
Education:
Equivalent to graduation from high school.
Experience
Two years of experience in animal shelter administration, animal health care
management, or animal hospital office management, this includes supervision of
staff. Related college course work desirable.
Certifications/Licenses:
Must possess a valid California class C driver's license.
Respond to emergency animal assignments during off-duty hours.
PhysicaLDemands and Work Environment:
Position requires extended periods of sitting, standing, walking, reaching,
twisting, and turning, kneeling,`bending, squatting, and stooping in the
performance of daily activities.This position also requires grasping, repetitive
hand movement and fine,coordination in preparing statisticalreports and data,
using a computer,keyboard. The employee must occasionally lift and/or move
up to 50 pounds`. Specific vision abilities required by this job include close vision,
distance vision, color vision, peripheral vision, depth perception, and ability to
adjust focus. Hearing is required when providing phone and counter service. The
incumbenbis-frequently around animals that are agitated or injured and may
attempt to bite or scratch.
12
Page 13 of 35
Registered Veterinary Technician/Kennel Technician
The RVT is responsible for the health and wellness of all shelter animals and will
conduct daily health checks, perform and record all appropriate vaccines,
interface with Veterinarians on shelter cases on and off site, responsible for
humane euthanasia procedures, participate in surgeries, oversee UC Davis
cleaning protocol,supervision for clinic and kennel and cat environments,
maintain drug logs, order and receive veterinary supplies, schedule procedures
and report to the Animal Services Supervisor.
Skills and Experience
• Valid RVT license and euthanasia certificate required.
• Obtain and record patient case histories.
• Create and maintain all vaccine and rabies records for incoming pets.
• Collect specimens and perform laboratory procedures.
• Provide specialized, high..quality nursing care.
• Prepare animals, instruments and equipment for surgery.
• Assist in diagnostic, medical and surgical procedures.
• Supervise and train personnel and/or volunteers and team leaders as
required.
• Acting point person for spay and neuter clinics.
• Stock and maintain medicines and supplies.
Job Responsibilities
• In-Patient Medical Care- give medications, assist or perform treatments,
diagnostics & monitoring, place IV catheters, draw blood, run lab tests,
administer IV fluids, cleaning, feeding, and walking patients as needed.
• Anesthesia induction, maintenance, monitoring, & recovery of patients,
clean / maintain anesthesia equipment.
• Surgery- Surgical prep, doctor assistance, clean, sterilize, and maintain all
surgical instruments and OR equipment.
• Dentistry- Provide patient dental care, ultrasonic.cleaning and polishing,
assist doctor with dental surgery, take dental radiographs.
• Laboratory duties- collecting,,preparing,.&.running or submitting samples
for requested tests; reading and recording results when indicated.
• Preparing invoices, discharge instructions, and client information packs.
• Client communication- give patient updates, discharge instructions, and
provide follow up for certain hospital patients or adopted animals in
shelter records.
• Client medical demonstrations / education.
• Technician appointments-blood draws for therapeutic monitoring /
screening tests,bandage changes, post-op checks, suture removals, AG,
NT.
13
Page 14 of 35
• Clinic technician- assisting doctor or,shelter staff with outpatient
appointments, preparing, restocking, cleaning exam room, check patients
in and out, take history and vitals, input date into animal medical record,
ensure a smooth and timely flow of outpatient appointments.
• Perform other duties within the scope, spirit and purpose of the job as
requested by management.
14
Page 15 of 35
Volunteer Coordinator and CustomerService Representative
The Volunteer Coordinator/Customer Service representative will ensure proper
scheduling, management and supervision of volunteers in a wide variety of
positions, meet and greet the public, perform clerical and administrative
functions as the leader of.the.front desk service unit. Reports to the Animal Care
Supervisor.
Skill and Qualifications
• 2 years Customer service experience or equivalent, ability to problem
solve, remaintalm u nder stress and handle multiple deadlines and front
desk duties.
■ Maintenance.of front office; assist the public with animal intakes,
redemptions, and adoptions.
• Collection of fees and the issuance of license_s'to animal owners, either at
his/her residence or at the Animal Shelter:
• Balance and prepare deposits for revenue collected in the field and in the
office and maintain related records.
• Remain current On the rules and regulations governing the licensing
process.
• Communicate with other agencies to provide or obtain current animal
licensing information.
• Answer incoming calls and return calls.
• Train and supervise volunteers in a variety of job tasks and functions to
support shelter operations and meet service benchmarks set by Animal
Care Supervisor. Conduct volunteer orientation(s) and training sessions
on a weekly basis.
• Perform related duties as assigned.
Job Responsibilities
• Read and interpret documents such as safety rules, operating and
maintenance instructions, and procedure manuals.
• Answer phone calls, inquiries from the public in a positive and service
oriented fashion at all times.
• Manage volunteers including training,mentoring, scheduling and
supervision of work output and results.
• Manage administrative supplies,:ordering.
• Prepare and distribute daily adoption report forms to staff, volunteers and
management.
• Prepare weekly spreadsheets and reports on volunteer activities.
• Write routine reports and correspondence.
• Ability to speak effectively before groups of volunteers or employees of
organization.
15
Page 16 of 35
• Learn the descriptive and distinguishing physical and behavioral
characteristics of different breeds of dogs and cats.
• Read and follow written and oral instructions and complete necessary
forms.
• Perform basic math skills: measurements and percentages. .
• Communicate effectively both verbally and in writing.
• Establish and maintain effective relationships with those contacted in the
course of the work day.
• Perform other duties within the scope, spirit and purpose of the job as
requested by management.
Experience:
• Proper handling and caring of animals to perform the work in a humane
manner.
• Record keeping, report preparation„and filing methods.
• Correct English usage, including spelling, grammar, punctuation, and
vocabulary.
• Standard business arithmetic.
Physical Demands and Work Environment:
Position requires extended periods of sitting, standing, walking, reaching,
twisting, and turning, kneeling, bending,squatting, and stooping in the
performance of daily activities. This position also requires grasping, repetitive
hand movement and fine coordination in preparing statistical reports and data,
using a computer keyboard. The employee must occasionally lift and/or move
up to 50 pounds. Specific vision abilities required by this job include close vision,
distance vision, color vision, peripheral vision, depth perception, and ability to
adjust focus. Hearing is,required when providing phone and counter service. The
incumbent is frequently around animals that are agitated or injured and may
attempt to bite or scratch.
16
Page 17 of 35
Kennel Technician
The Kennel Technician will be responsible for the care and maintenance of all
animal environments, kennels, cages, floor space, laundry and supplies, shelter
grounds and common areas. The Kennel Technician will feed and water all
animals twice-daily.
Skills and Experience
• Ability to use and understand proper sanitization techniques according to
the UC Davis-protocol, and apply them to the cleaning and maintenance of an
animal shelter environment.
• Ability to recognize sick or injured animals and notify proper authority.
• Ability to comprehend and execute verbal and written.instruction.
• Ability to work independently and without supervision.
• Ability to recognize need for, and use, animal restraint equipment when
necessary
• Experienced in use of pressure washing equipment, hoses, cleaning products
Job Responsibilities
• Cleans cat cages, dog kennels,work areas,.food and water containers,
maintains animal shelter (including the grounds and equipment), and
observes appropriate daily sanitary protocol.
• Cleans, feeds, and provides water for all shelter animals, recording
amounts on appropriate animal record.
• Observes_animal behavior and health at the shelter and reports and
documents unusual behavior and/or circumstances.
• Wash and fold shelter laundry each day.
• Accept deliveries of all supplies, maintain adequate supply areas.
• Maintain common areas and keep free of boxes, donations, laundry, and
debris or OSHA hazards.
• Maintain a pleasant and clean environment for our customers, clients and
the public.
• Bring dogs in and out of kennel areas in am, and return them to sleeping
kennels at night.
• Organize and oversee inventory of crates, cat pans, and supplies in the
back-of shelter while keeping it clean, clear and in order on a daily basis.
• Maintains safe and effective work environment and complies with animal
shelter procedures, policies, rules, and regulations.
• Provides customer service as needed.
• Knowledge of, and ability to understand, standard food measurements
and special diet requirements.
• Must comprehend'and execute verbal and written instruction.
• Must work independently and without supervision.
17
Page 18 of 35
Experience:
• Proper handling and caring of'aniinals'to perform the work in a humane
manner.
• Custodial or animal care and maintenance protocols.
• Record keeping, report preparation, and filing methods.
• Correct English usage, including spelling, grammar, punctuation, and
vocabulary.
• Standard business arithmetic and basic fractions.
• Use and understanding of cleaning supplies, equipment and building
maintenance.
• Perform other duties within the scope, spirit and purpose of the job as
requested by management.
Physical Demands:
Position requires extended periods of sitting, standing; walking, reaching,
twisting, and turning, kneeling, bending, squatting, and stooping in the
performance of daily activities. This position also requires grasping, repetitive
hand movement and fine coordination in preparing statistical reports and data,
using a computer keyboard. The employee must occasionally lift and/or move
up to 80 pounds. Specific vision abilities required by this job include close vision,
distance vision;,color vision, peripheral vision, depth perception, and ability to
adjust focus. Hearing is required when providing phone-and counter service. The
incumbent is frequently around animals that are agitated or injured and may
attempt to bite or scratch.
•
18
Page 19 of 35
Service Highlights
Enhanced services not available under the present shelter system arc in bold.
PASF will remain an open admission shelter.
PASF will provide Animal Control Services for the City of Petaluma.
PASF will continue to provide adoption services.
PASF will continue to provide medical care for all animals in the shelter.
PASF will continue to adhere to all state and federal regulations pertaining to
animal welfare.
PASF will work towards a zero euthanasia rate for our homeless pets.
PASF will establish=a Training and Behavioral Center for shelter animals, and
provide adoptive families with post adoption support.
PASF will create innovative foster program opportunities for the community.
PASF will utilize UC Davis's Shelter Medicine's sanitation and cleaning
protocols.
PASF will coordinate with-Give Me Shelter to increase Low Cost Spay and
Neuter Clinics for Petaluma residents.
PASF will implement an aggressive Trap, Neuter.and Release Program for
feral cats.
PASF will expand.Adoption Events and Humane;Education services.
PASF will be governed and supported by a Board of Directors of no less than 6
and no more.than 15 directors.
PASF will have a volunteer coordinator who will recruit, manage and train
volunteers in all aspects of shelter support.
As a non-profit, PASF will have the ability to apply for grants unavailable to
municipal shelters.
PASF will utilize state of the art software technology and social media to
modernize shelter operations.
PASF will have the ability to partner with local businesses and work within
the business/retail community on a mutually supportive basis.
19
Page 20 of 35
PASF will expand hours of operation to include adoptions on Sundays and
one evening during the week.
PASF will have at least$100,000 secured business line of credit.
20
Page 21 of 35
General Company Description
This California non-profit company will house and care for stray, abandoned and
surrendered household pets in Petaluma, will adopt them to qualified owners,
and will respond to animal related requests from Petaluma citizens.
Mission Statement: Petaluma Animal Services Foundation will take over day-to-
day operations of the Petaluma Animal Shelter providing Animal Care and
Control services for stray, surrendered and injured animals as well as provide
public services for our town of 58,000 residents. Public services include
adoptions, collectionand care of stray/injured-animals, humane education,
cruelty investigations and animal law enforcement, low/no cost spay and neuter
surgeries for dogs and cats, public adoption events, facilitation of trap,
spay/neuter and release for feral cat colonies, and low/no cost dog & cat
training/rehabilitation/crisis services for problem animals.
Company Goals and Objectives: PASF will be a guaranteed adoption center. We
feel that every animal should be given a chance to-succeed and it's our job to
provide support, tools, and pathways to get that animal a home. In a town of
58,000 residents, there is"simply no excuse for PASF not to find an average of
1200 shelter animals per year a home in Petaluma.
Petaluma Animal Services Foundation will m aintain a very low euthanasia rate,
be a leader in,customer service with a loyal customer following. We will be a
model to the animal sheltering community. Our specific objectives include
reducing the average length of stay for an animal to under 3 months, adoption
follow-up to help-with transition and training, use of state of the art technology
and social media tools to include information about adoptable pets and strays,
resources to our customer community as well as other shelters, low cost
spay/neuter services, education opportunities for the community about pet
needs and a collaborative working environment for-our.employees.
Business Philosophy: Customer satisfaction drives this business. Adopters, the
Petaluma community and`the animals will all receive the highest level of service;,
Our animals will be marketed throughout the Bay Area for maximum exposure
in a reasonable driving distance from our location.
21
Page 22 of 35
Products and Services
Not only will Petaluma Animal Services Foundation provide Animal Control •
and Animal Sheltering to Petaluma, but we will maintain a very low euthanasia
rate. We embrace these elements to reach this goal and these pieces inform every
aspect of our service:
I. Feral Cat TNR Program
II. High-Volume, Low-Cost Spay/Neuter
III. Coordinate with Rescue Groups
IV. Foster Care
V. Training Center
VI. Offsite Adoptions
VII. Volunteers
VIII. A Compassionate Staff
IX. Animal Control
Prices:
The prices for services are currently set by the City Council. PASF will continue
to adhere to these prices and work with the Animal Services Advisory
Committee to reset them as needed.
22
Page 23 of 35
Marketing Plan
Market Research
Currently, Petaluma takes in 1200 animals annually, adopts out 525 and redeems
250 to their owners.
The Petaluma City charter mandates Animal Services to take up stray, sick,
injured, dangerous, mistreated animals and to hold them for 4 (unlicensed)— 10
(licensed) business days. At that point they can be made available for adoption.
Economics
Petaluma is a city of 58,000 residents. We have 100%.market share in the
94954/52 zip codes for obtaining animals. Our adopters come from the entire bay
area.
Our growth potential is excellent. Many small cities are exploring outsourcing
•
their animal services.
Barriers to expansion include political climate, special interest group pressure.
However we will establish and maintain an excellent service record and
adoption rate while keeping costs low and fundraising efforts routinely high. We
will also continually educate the public in all aspects of animal welfare, keeping
them aware of our successes and needs for more resources.
Services
I. Feral Cat TNR Program
Develop a relationship with a Trap/Neuter/Release cat program through
Forgotten Felines, enlist feral cat volunteers to serve on a committee for new
PASF TNR programs in order to coordinate the effort and put folks in the field.
Cats present a unique challenge in our community because of the numbers
involved. As a non-profit,•PASF.can take advantage of the current Petaluma code
to work with every rescue, feline organization and feral advocate to support
trap/spay/neuter and release programs. Susan Simons, a PASF board member,.
will head up our trap and release effort and will coordinate with all interested'
parties in a'push.to reduce our feral numbers, adopt out barn cats, and increase
spay and neuter opportunities:for house cats living in Petaluma. Feral kittens
will be hand raised in private foster homes.
Ih High-Volume,Low-Cost Spay/Neuter
Currently, the Petaluma community has access through a local non-profit, Give
Me Shelter, to low-cost spay/neuter clinics once a month for cats and twice a
month for dogs. We will double that during our first year, offering twice a month
clinics for cats and every week for dogs.
23
Page 24 of 35
We will target our problem areas`. Pit Bulls.and;Chihuahuas by marketing.in
. multiple languages, canvassing specific neighborhoods and community events.
We will work toward providing these,services•for'free to our low-income
community.
III. Coordinate with Rescue Groups
We will continue to develop our database of animal rescue groups as needed to
assist with special needs animals that come into the shelter. A yearly screening of
these rescue groups will ensure high quality conditions for our placed animals.
We will proactively cultivate these relationships.
•
IV. Foster Care
Currently, litters of kittens (with or without their mom) are sent to live in foster
care with a family. Hand-raised youngsters make the best socialized pets. Some
fostering of dogs and cats in need of special medical care is in place as well. We
will expand this to'include puppies, and adult cats and dogs who need a break
from the shelter environment.
Kitten season sees'a huge.increase'in the number of felines entering the system.
We can foster litters of kittens until they are old enough for adoption. Through
detailed tracking of their progress, we can funnel them into our marketing plan
so that they can move from their foster home, to their altering surgery, right into
their new home. This would minimize their time spent at the actual shelter.
Implementing our Mini Foster Program will allow cats and dogs to get a break
from the shelter. They can live with a familyfor'a weekend while the shelter is
closed to the public. Not only does this immediately help the animal, but
information from foster families is invaluable in learning more about the
animals, which makes marketing them more targeted, which gets them into their
forever homes faster.
The Micro Foster Program would place dogs into pet friendly work places for an
hour or 2 each week. We would deliver the dogs, set up a bed and chew toy and
let the dog relax away from the shelter. At the end of this time we'd pick the dog
backup;to return to the shelter. •
V..Traiñiñg,Center
Through our Training Center, telephone help desk and use of social media we
will offer comprehensive adoption programs, facilitate pet retention and
behavior rehabilitation.
The Petaluma Animal Shelter Training Center (PASTC) was in place from
February 2010 through June 2011, during which time the euthanasia rate
dropped from 27% to 12%. This was a very successful program that showed how
evaluating, training and supporting basic needs of dogs can boost adoptions.
24
Page 25 of 35
Training gives dogs=mental and physical stimulation and naturally counteracts
behavioral problems created by constant confinement and the highly stressful
shelter environment. We continued this training with the dog and his new family
after the adoption. The dogs' transitions to their new lives were smooth and the
adopters felt supported through:this process.
The PASTC was also home to dog social groups where dogs were given the
opportunity for much needed social interaction and play time in a safe,
supervised setting.
Our system took dogs nobody wanted and quickly turned them into dogs
everybody loved.
Website enhancements:
• File applications online
• Frequently Asked Questions
• Frequently updated adoption animal listings
• Newsletters
• Subscribe to monthly newsletter and weekly dog training tips and/or tips
about living with a.cat
• Include stray animals for easy owner identification, even after hours
Currently, the Humane Education program includes 13 topics for students in
Kindergarten through 8th grade. We Conduct 2 or3 programs each week during
the school year. We will develop programs for the rest of our community,
specifically targeting senior citizens and the Latino community.
VI. Offsite Adoptions
PASF will continuefto hold adoption events around town. We will increase these
adoption opportunities to new locations with the ability to showcase more
animals.
We will also develop an offsite retail cat adoption model in an effort to increase
visibility and accessibility for Petaluma residents interested in cats: This effort
will include negotiation of short term lease rates on empty commercial space,
advertising,,staffing and executing off site adoptions. Using this format, we will
be.able to house adoptable cats and kittens in alternate locations in Petaluma in
order to'maximize visibility and adoption commitments. In addition to our off
site.cat-shelter,area presently in place at Petco, we could conceivably have one to
two more locations where PASF cats will be on display in a quasi-retail setting.
• We feel strongly this model will allow us to meet our goals of a-90% placement
rate.
VII. Volunteers
Volunteers will be used in every aspect of the Shelter system. They will help with
cleaning, office work, animal care, animal exercise, spay/neuter clinics, humane
25
Page 26 of 35
education. We will implement continuing education for our volunteers to keep
them current on animal skills. We will also implement specialized in-depth
training for volunteers who would like to take their experience to the next level.
We will continue to communicate through email and FaceBook.
VIII. A Compassionate Staff
Every member of our staff will hold the animals'best interest in mind while
delivering excellent customer service to the public. We will maintain this attitude
through a collaborative communication style, continued training and education
and by recruiting the best in this field.
IX. Animal Control
Animal Control Services is responsible for enforcing local and state laws
governing the licensing, impounding, treatment arid disposal of animals. We will
assist the public in locating and handling animals, and will investigate
complaints and patrol assigned areas of Petaluma.
The officers will respond to residents of.Petaluma for pet related issues like
barking dogs, stray animals etc. Animal Control,officers.will provide proper
disposition to cases involving livestock and wildlife. They also investigate
cruelty cases and educate the public in safe and legal animal handling methods.
They will retrieve sick or dead animals from public property and transport them
to the shelter or the vet.
The majority of animal control incident reports do not rise to the level of
misdemeanor/felony cases. Approximately 1-3 cases per year are submitted to
the DA's office for prosecution. Prior to the Animal Services department going to
the police department, cases were submitted directly to the DA by AS. Since
moving under the Police Department these cases have been routed through PPD
first for review. It would be ideal for the few cases that would be submitted for
• prosecution to be routed through the PPD. If the PPD does not wish to be
involved on this level the ACO's will submit directly to the DA.
Animal Control Officers will attend hearings as described in PMC title 1 and title
9. Hearings will be requested with the City appointed hearing officer as they are
necessary. All current processes will be observed.
Animal:Control Officers will attend hearings as described in PMC title 1 and title
9. Hearings will be requested with the City appointed hearing officer as they are
necessary. All current processes will be.observed.
Current calls routing will remain in place. The shelter assistant will dispatch calls
that come into the animal shelter during normal business hours. After hours calls
can either.go through police dispatch or the on-call officer can receive them
directly. PASF will use police radios only for emergency backup.
Both ACO's are currently PC 832 certified. California.POST does not require any
training mandates or continued education for animal control officers. Prior to
moving under the police department, Animal Control Officers used the range at
26
Page 27 of 35
circle•S quarterly. This-would be our plan going forward. The.use,of firearms for
ACO s is limited to'field,eutlanasia for wildlife and the training would be
centered around that skill.
AC officers will continue to write admin citations on at least the current rate
of frequency. Fines paid from the issuance of citations will be retained by the
City of Petaluma. Our philosophy on enforcement will be driven by the desires
of the City of Petaluma.Currently we use most field contacts as an opportunity
to educate animal owners on the law as it relates to their pets or to wildlife.
Exceptions to this are repeat offenders or areas of high concern.
27
Page-28 of 35
Features and.Benefits
Our services are split into 4 areas: Animal Control, Pet Adoptions, Pet
Information and Training and Sanitation and Disease Prevention.
Animal Control is responsible to respond to animal related issues in the
community. This includes stray pets roaming the streets, community complaints
about pets and community education. Animal Control Officers will resolve these
issues in a timely fashion, delivering excellent customer service, always trying to
keep the pet in the owner's home. When necessary, animals will be housed at the
shelter temporarily until the pet can be reunited with the owner.
Pet Adoptions will focus on matching people who want a new pet with pets
available at our shelter. This includes active marketing to help potential adopters
find their new family member.
Pet Information and Training will not only help pets while they're in the shelter
gain new skills, or keep:current on their existing skills,but will also support the
adoptions in our community..Atelephone help desk, website FAQ, FaceBook,
Twitter, e-newsletter will be the delivery methods.
With current technology, we will be able to integrate PetPoint shelter software
which can track everything about the animals in our care, with multiple adoption
websites, daily. That means if an animal becomes available for adoption, the
photo and description will be available instantly on all of the major adoption
websites. This will also be used in the case of stray animals. Upon intake, a
digital photo is taken,of the animal and automatically uploaded to the shelter
website. Folks searching for a lost pet can access thisinformation even after
hours.
PetPoint software also offers inventory control. Medical supplies and food will
be tracked and monitored to ensure efficient procurement.
The software package also includes a scheduling module. Each staff member can
schedule necessary functions throughout their day. For example, the Vet Tech
can schedule individual animal checkups, make notes aboutprocedures and
medications administered and the pet record is automatically updated. Weekly
reports will reflect care provided and upcoming procedures needed. This ensures
that each pet in our care is provided necessary treatments on a timely basis. This
record can be provided to adopters to ensure uninterrupted care during
transition to their vet.
Social media software such as Facebook and Twitter will be used to interface
with volunteers,•donors and past and potential adopters. Daily posts will be used
to announce volunteer training sessions, animals that have been adopted,
animals awaiting adoption (Pet of the Day), educational and fundraising events.
Sanitation and disease prevention: PASF will continue to use the current high
standards of sanitation and cleaning. However, we will formalize the protocols
2g
•
Page 29 of 35
in written policy with training and continued education as protocols,change.
Periodic verification will.ensure continual adherence to policies which will
reduce disease in the shelter environment.
Customers
Animal Control will serve all citizens of Petaluma, pet owners and those affected
by pets.
The Animal Shelter will serve the citizens of Petaluma by providing services for
retention, spay/neuter, training, pet surrender.
Our adoption customers come from all over the SF Bay Area
• Age: adults
• Gender: both/Any
• Location: SF Bay Area
• Income level; enough to care for a pet - retaining the current high standard
of matching the animals with appropriate families
• Social class and occupation: any
• Education: any level
• Other (specific to your industry): pet lovers, current pet owners
Strategy
Put our animals physically and figuratively where the adopters are.
Promotion
Word of mouth, FaceBook, Petfinder, craigslist, Aqus news, website, Argus
Courier, offsite adoption events, fundraisers, print and e-newsletter, email lists,
coupon mailers, signage on the building, presence at Petaluma events, presence
at Bay Area pet events.
Pricing
Pricing is set by the Petaluma City Council and is in line with other animal
shelters in the Bay Area at $123 per cat/dog.
Proposed Location
The location at 840 Hopper.Street poses challenges in terms of location and
outdated animathousing. We will improve the quality of life for our animals
through enrichment, communal housing, out-of-kennel opportunities & fosters.
We will also work toward a permanent offsite adoption facility.
29
Page 30 of 35
Operational Plan
While our organizational goal is to move pets quickly into their next home, this
requires that they stay for some period of time at the shelter. Our supply of
animals comes from: stray, owner surrender, shelter transfer, Animal Control
impoundment.
The animals will be fed, exercised, checked for medical needs, and their living
space cleaned daily. They will enjoy enrichment activities and TLC on a daily
basis.
Legal.Environment
Business license,final IRS 501C3 number and registration with the California
Attorney General's office, kennel permit, business and property insurance.
Personnel
Executive Director
2 FTE Animal Control Officers
Animal Care Supervisor
Volunteer Coordinator/Customer Service Representative
Veterinary Technician
.5 FTE Kennel Technician
Suppliers
Science Diet, cleaning and.medical supplies. But will evaluate all inventory and
re-negotiate contracts moving forward to lower every cost possible without
reducing quality.
Building and Facilities •
Property to be Transferred
1. Animal Control Vehicles, Unit #902, 2006 Ford F250 Vin
#1FDSX20576EC25275 and Unit #906, 2011 Ford F250, VIN
1FT7W2A68BEB32747, new Animal Control Vehicle that is on order.
2. Cuddle Shuttle Vehicle. Custom Adoption Trailer, VIN#
1D9A82123AS277527
3. Two 8 foot cargo trailers units #904, and #905
30
Page 31 of 35
Surgical equipment and supplies located in surgical suite on the Property Office
furniture/items which is more particularly described as follows: Office
equipment, supplies/furniture, computer monitors and miscellaneous items
currently in use at the animal shelter. In short everything except computer
towers and laptops.
The current donation accounts will be transferred to PASF.
31
Page 32 of 35
Management and Organization
Professional and Advisory Support
Board of Directors
JEFF CHAR I ER: Jeff spent 5 years as an,animal control officer, 3 years as
Animal Services Manager for Petaluma Animal Services, designed and
implemented;Off-site adoption program, low/no cost spay/neuter program and
in-house vet clinic Wrote and received two PETCO grant requests worth over
$70,000. Effective:fundraiser ($155K last year). Jeff is-responsible for the day-to-
day operations of Petaluma.Animal Services, staffing, public relations and
special events.
Jeff Charter will remain as;ED of the shelter under the PASF plan. Jeff will also
serve a one year term on the board of directors during the transition phase. This
will allow the board to function on a more "hands;on" basis and respond more
nimbly to any, and all,ineeds and challenges. Jeff has been in the trenches and
knows exactly what.PAS.needs to grow and thrive. Jeff will be precluded from
Board votes regardinghis compensation, or any agenda item for which he would
receive any personal-benefit as per IRS regulations. It is lawful in CA to have
paid employees on aboard of directors provided any individual (including
family members) is.mit unduly enriched by that position on the board. For
example, if Jeff's family had an office,supply company, we would not authorize
PASF to purchase office supplies from that company.Further, the IRS provides
for disclosure on all "interested"parties. This means, PASF would disclose to the
IRS that Jeff serves as a salaried ED and onthe BOD; disclosethe term and the
purpose this serves as a part of the 501c3 filing. PASF will disclose Jeff's salary
and benefit(s) amount to the IRS and because these numbers are ordinary and
not excessive, it is allowed. All interested party relationships must be disclosed
to the IRS as a part of maintaining a 501c3. Jeff will be'the only board member
who is also a paid PASF staff member. CA law states that 49% of board
members may be in this category of paid staff or interested party.
While this set up may seem unusual, we feel strongly that Jeff can serve as a
strong board member and Executive Director during the first 12 month period
wherein we will be challenged to create and maintain a seamless transition from
where the,shelter is now and build upon shelter strengths going forward. Jeff is
uniquely qualified to manage daily operations as well as retain a key spot on the
board in terms of needs, capabilities and organizational structuring. He will also
serve a Tcritical role as the PASF board grant writer. After 12 months, we plan to
replace.him.as the transition phase winds down, and our needs change. No
board member, as per the PASF bylaws, is eligible to serve more than 24 months.
This allows the organization to avoid entrenched ideology and keep the board
up to date as wergrow. As PASF grows from startup to established, our board
should reflect talents and investment options in keeping with the organizational
needs at that time.
http:/ /wwv,,.irs.gov/charities/charitable/article/0„id-96099,00.html
32
•
Page 33 of 35
http:/J www.citmedialaw.org/legal-guide/california'/forming-nonprofit-
corporation-california
SUSAN SIM_ONS: Susan has been in the animal sheltering business for 22 years,
beginning as a volunteer with the Petaluma Animal Shelter where she started the
foster care and mobile°adoption programs. Since then she has worked as shelter
staff at PAS, been manager,and Executive Director of Pets Lifeline in Sonoma for
11 years, Chair-of the.Petaluma Animal Services Advisory Committee for 5 yrs.,
host of community.access TV show Petaluma Pets for Adoption, and currently
Coordinator of countywide and PAS spay/neuter programs. Her goals are fewer
animals at the shelters in Sonoma County and helping people to be responsible
for their pets through direct intervention and support.
CHERYL BABCOCK: Cheryl started Big Dog Rescue in Penngrovein the year
2000, and obtained 501c status in 2003. Rescued horses, dogs, farm animals,and
birds are offered sanctuary and support. She supportss'countless animal welfare
groups in several countries (India,.Bali, Taiwan) aS-well as in other US states.
She's vegan, an animal:advocate against all forms of animal testing;
antivivisection supporter,believe in.compulsoryspay and neuter unless:a
breeder. Cheryl believes all breeders need to be bonded and held accountable for
the welfare and treatment of their breeding stock,& off spring.
GENEVIEVE':GHILLOTI: Genevieve-is,a'lifelong North Bay resident living in
Petaluma for the past 14 years. She's always been an advocate for animals and
rescue. Her business, Glenhill Farm, is.a,horsefarm specializing in horses for the
hunter ring. Genevieve has been active in rescuing and rehoming thoroughbred
race horses when they-are retired from the track. Genevieve has been fostering
dogs for numerous rescues formany years: 'Genevieve takes a lot of pleasure in
spending',quality time with these fabulous dogs,unti theyfind their forever
home. ActivePetaluma Animal Shelter foster home.
SUE DAVY: Sue holds a Master's degree in Information Science from UCLA. She
worked for 10 years i •the library automation field„developing software and
managing the help desk:She spent the next 10 years coordinating volunteers in
various organizations and producing newsletters andrwebsites. She has also
fostered kittens, puppiesand dogs for PAS, as well as helped to develop the
cani e rehab`and obedience center. Sue's strengths lie in designing and refining
processes to•maximize efficiency and helping people succeed at tasks they didn't,
th nlewere possible:
VALERIE FAUSONE: Petaluma resident since 1997, former President and CEO
of-Legacy Personnel Group, Inc., an award winning professional staffing
company. Valerie is also a freelance writer and publicist with local and national
credits, and author of two books, Life is Ridiculous (2006) and Fountain of
Marvelous (2008). Publicist credits include work for the Allman Brother's Band,
Floyd Miles, Fruition Management, Renegades of Southern Rock, and a variety
of smaller artists and record labels. Valerie's been involved in animal rescue
since 1990 and is the founder of the PAS Training Center providing training
33
Page 34 of 35
solutions toshelter dog.behavior problems and providing dog training support
for adopted animals. Used dog salesman.
LELAND TALCOTT: Leland H. Talcott. Currently, Mr. Talcott has his own law
firm and title company located in Boca Raton Florida. His practice areas include
corporate and business transactional matters, board governance, commercial and
residential real estate closings and commercial litigation. Mr. Talcott's clients
include developers,,construction companies, real estate brokers, marina
management companies, airlines and manufacturers. Currently, Mr. Talcott sits
on the Board of Directors of a market leader in the disposable knife industry. He
also owned a large regional staffing and recruiting company that was sold to a
national company_in2006 and he has a real estate development company that
focuses on industrial and self- storage projects. Leland has adopted and
supported many shelter animals and is active in Florida's rescue community.
SALLY MALKUS: Sally is a native Californian who,moved from Southern
California to Penngrovein 1978. She began teaching at Dunham School, a one
school district in Petaluma and taught grades K-6 for 23 years. While her
children attended school,she was involved in 4H, raising and training guide
dogs. Sally worked closely with Guide Dogs for the Blind in Marin. She also
raised, trained and showed English Mastiffs. Presently, Sally acts as the
volunteer coordinator at Big Dog Rescue.
Attorney
Leland Talcott
Law Office of Leland H. Talcott, P.A.
601 South Federal Hwy., Suite 10
Boca Raton, FL 33432
PH: 561-372-7800
Fax:561-353-0922
LTalcott@Talcottlaw.com
Insurance agent
Leslie Dodds
Insurance Broker
McDonald-Leavittlnsurance Agency, Inc.
2800 Cleveland Ave. #D
Santa Rosa, CA 95403
707.284.5912 phone
707.284.5990 fax
Banker
Mary Celestre
Summit Bank
701 Sonoma Mountain Pkwy
Suite C-13
Petaluma, CA 94954
707-283-1125
34