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Shelter Task Force Presentation Budget and Metrics Fort Worth Code Compliance Fort Worth Code Compliance Brandon Scott Bennett, Director January 6, 2016 Overview Response to Previous Meeting Fort Worth Code Compliance Organization and

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Fort Worth Code Compliance Fort Worth Code Compliance

Shelter Task Force Presentation Budget and Metrics

Brandon Scott Bennett, Director January 6, 2016

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Overview

  • Response to Previous Meeting
  • Organization and Budget (Inputs)
  • General Metrics (Outputs)
  • Asilomar Metrics & Results (Outcomes)
  • Executive Summary
  • Appendix:

A:Unfunded Improvement Packages by Year B: Staffing Changes by Year C: Education and Outreach Summary D: Training and Certification Requirements E: Key Position Data

1/27/2016 2

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Response to Previous Meeting

1/27/2016 3

Issue Summary Response Plan/Outcome Interested Citizen: Are kittens being spay/neutered at too early of an age? Met with citizen and reviewed history, current situation and

  • ptions. Developed outline to

produce a draft policy. Will review draft policy with shelter partners at an upcoming Rescue Roundtable meeting. Interested Citizen: Are kittens being returned to the field too young?

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Organization and Budget

1/27/2016 4

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Fort Worth Code Compliance

Organizational History

  • Department Consolidations

– Benefits – Challenges

  • Funding Changes
  • Ordinance Changes
  • Operational Changes

– Implemented Call Center – Implemented Dispatch Center – Animal Consolidation – Code Enforcement Integration – Shelter/Animal Control Integration – Privatization/Non-Profit

5

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31% 34% 56% 61% 61% 65% 77% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 09 10 11 12 13 14 15

Live Release Rate

After Merge with Code Compliance

2009 2010 2011 12-13 2014 2015 2016

Spay Neuter Clinic 69 animal enclosures Major Animal Ordinance Updates Implemented Intact Pet Permit requirement for unaltered dogs and cats Prohibited tethering of dogs in the city Hulen PetSmart Adoption Center 38 animal enclosures Alliance PetSmart Adoption Center 36 animal enclosures Medical Treatment Ward 93 animal Enclosures 1st Stray Team Mansfield PetSmart Cat Adoption Center 12 animal Enclosures Bryant Irvin PetSmart Cat Adoption Center 12 animal enclosures 2nd Stray Team Seven outdoor enrichment areas at the shelter Forty individual

  • utdoor runs

TNR Policy Updated Northside Satellite Shelter Serving residents in north Fort Worth Bond Package

  • Silcox

Master Plan $1M expansion Expanded receiving and discharge areas 100 new enclosures Building capacity for rescue groups Expanded resources for community education TNR Ordinance Passed

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Department Organization

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Animal Welfare Organization

1/27/2016 9

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2016 Budget – Animal Welfare Salary and Benefits

1/27/2016 10 Salary & Benefits 5110101 REGULAR EMPLOYEE SALARIES $3,353,792.00 5110301 ACTING PAY $1,650.00 5110302 SHIFT DIFFERENTIAL $4,030.00 5110303 HOLIDAY PAY $21,195.00 5110305 BILINGUAL PAY $4,800.00 5110401 LONGEVITY PAY $23,525.00 5110501 SEPARATION LEAVE $0.00 5120101 TEMPORARY EMPLOYEE $89,986.00 5130101 REGULAR - OVERTIME $98,943.00 5190990 SALARY SAVINGS BUDGETED ($211,363.00) 5210101 GROUP HEALTH INSURANCE $524,868.00 5210102 CHOICE HEALTH INSURANCE $85,860.00 5220101 FICA/MEDICARE $48,743.00 5230101 RETIREMENT $662,728.00 5250101 UNEMPLOYMENT $5,127.00 5260101 WORKERS COMP $169,045.00 5290101 HSA CONTRIBUTION $9,240.00 5290401 BUY-BACK OPTION $13,582.00 Total Salary & Benefits $4,905,751.00

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2016 Budget – Animal Welfare Materials and Equipment

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Operations & Maintenance 5310103 TEMP LABOR SERVICES $0.00 5310301 ESD ADMINISTRATIVE CHARGE $21,682.00 5310601 ITS COMPUTER EQUIPMENT MAINT $6,233.00 5310602 IT SYSTEM SUPPORT $219,036.00 5330201 OTHER CONTRACTUAL SERVICES $293,702.00 5410101 ELECTRICITY $44,989.00 5410102 GAS UTILITY SERVICE $23,604.00 5410104 TELEPHONE ALLOCATION $27,946.00 5410105 CELLULAR PHONE CHARGES $21,582.00 5411001 WATER & WASTE DISPOSAL SERVICE $35,671.00 5430101 FACILITY REPAIR & MAINT $7,000.00 5430102 VEHICLE REPAIR & MAINTENANCE $19,221.00 5430103 EQUIPMENT REPAIR & MAINT $53,972.00 5430300 ESD OUTSIDE REPAIR & MAINT $0.00 5430403 DISPOSAL $5,369.00 5500101 PROFESSIONAL LICENSE/FEES $2,078.00 5520101 COMMERCIAL INSUR PREMIUMS $20,588.00 5550102 OUTSIDE PRINTING & BINDING $15,225.00 5550104 GRAPHIC CHARGES $7,347.00 5550106 OFFICE COPY SERVICES $9,068.00 5580102 MILEAGE REIMBURSEMENT $1,712.00 5580103 TRAINING/WORKSHOP $2,550.00 5580104 MEALS $800.00 5610101 OFFICE SUPPLIES $21,787.00 5610102 POSTAGE $14,000.00 5610108 SAFETY MATERIALS & SUPPLIES $5,390.00 5610109 MINOR EQUIPMENT $38,749.00 5610201 UNIFORMS $21,891.00 5610404 DRUGS, MEDICINES AND LAB $395,345.00 5610601 INFORMATION TECH SUPPLIES $6,774.00 5610602 ITS COMPUTER EQUIPMENT $10,401.00 5610900 OPERATING SUPPLIES $206,640.00 5624101 FUEL OIL & LUBRICANTS $100,860.00 Total Operations & Maitenance $1,661,212.00

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2016 Budget – Shelter Only Salary and Benefits

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Salary & Benefits 5110101 REGULAR EMPLOYEE SALARIES 1,547,312 5110301 ACTING PAY 300 5110302 SHIFT DIFFERENTIAL 2,830 5110303 HOLIDAY PAY 12,510 5110401 LONGEVITY PAY 6,775 5110501 SEPARATION LEAVE 5120101 TEMPORARY EMPLOYEE 89,986 5130101 REGULAR - OVERTIME 39,943 5190990 SALARY SAVINGS BUDGETED (72,813) 5210101 GROUP HEALTH INSURANCE 243,792 5210102 CHOICE HEALTH INSURANCE 40,932 5220101 FICA/MEDICARE 22,523 5230101 RETIREMENT 307,708 5250101 UNEMPLOYMENT 2,169 5260101 WORKERS COMP 71,501 5290101 HSA CONTRIBUTION 4,620 5290401 BUY-BACK OPTION 1,752 Total Salary & Benefits 2,321,840

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2016 Budget – Shelter Only Materials and Equipment

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Operations & Maintenance 5310103 TEMP LABOR SERVICES 5310601 ITS COMPUTER EQUIPMENT MAINT 1,959 5310602 IT SYSTEM SUPPORT 93,873 5330201 OTHER CONTRACTUAL SERVICES 287,702 5410101 ELECTRICITY 44,989 5410102 GAS UTILITY SERVICE 23,604 5410104 TELEPHONE ALLOCATION 11,823 5410105 CELLULAR PHONE CHARGES 5,042 5411001 WATER & WASTE DISPOSAL SERVICE 35,671 5430101 FACILITY REPAIR & MAINT 7,000 5430103 EQUIPMENT REPAIR & MAINT 5430403 DISPOSAL 5,369 5500101 PROFESSIONAL LICENSE/FEES 1,706 5520101 COMMERCIAL INSUR PREMIUMS 8,708 5550102 OUTSIDE PRINTING & BINDING 4,322 5550104 GRAPHIC CHARGES 5550106 OFFICE COPY SERVICES 1,068 5580102 MILEAGE REIMBURSEMENT 312 5580104 MEALS 800 5610101 OFFICE SUPPLIES 14,025 5610102 POSTAGE 14,000 5610108 SAFETY MATERIALS & SUPPLIES 2,780 5610109 MINOR EQUIPMENT 15,249 5610201 UNIFORMS 12,591 5610404 DRUGS, MEDICINES AND LAB 370,345 5610601 INFORMATION TECH SUPPLIES 2,500 5610900 OPERATING SUPPLIES 192,211 Total Operations & Maintenance 1,157,649

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2016 Budget – Summary

1/27/2016 14

Item Funding Field Operations: Animal Control Salary and Benefits $2,583,911 Animal Control Materials and Equipment $503,563 Shelter Operations: Shelter Salary and Benefits $2,321,840 Shelter Materials and Equipment $1,157,649 Total: $6,566,963

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50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 2011 2012 2013 2014 2015

Animal Care & Control Revenues

4800100 - MISCELLANEOUS REVENUE 4640001 - CONTRIBUTIONS FROM OTHERS 4455006 - DOG KENNEL FEE 4455005 - VETERINARY SERVICE FEE 4455004 - ANIMAL HEAD SHIPPING FEE 4455003 - ADOPTION FEE 4455002 - QUARANTINE FEE 4455001 - BOARDING 4442004 - OFFENDER EDUCATION CLASS 4411014 - IMPOUNDMENT FEE 4226001 - DOG LICENSE FEE

Revenues

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Grants and Donations

1/27/2016 16

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General Staffing Trends

1/27/2016 17 10 New staff for shelter expansion

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Field Staffing Analysis Current

18 Notes: 1. NACA – National Animal Control Association/ICMA field staffing recommendations based on population. One officer per 16,000 – 18,000 residents 2. Budget recommendations based on 2001 figures of $4 - $7 per resident, adjusted for inflation to $5.41- $9.47

  • Recommended Officer Staffing:

Working calls in the field: 45-51 Officers

  • Actual Officer Staffing:

Working calls in the field: 29 Officers (Gap: 19 Officers)

  • Recommended Budget:

$4.5mil – $7.7mil

  • Actual Budget:

$6,567,000 (Gap: $1.2mil)

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Municipal Benchmarking Position Specific

Amarillo 197,254 99.48 12 8 16,438 Dallas 1,281,048 340.52 38 9 33,712 San Antonio 1,436,697 460.93 40 12 35,917 Fort Worth 812,238 339.82 29 12 28,008 Arlington 1,436,697 95.88 8 12 179,587 Austin 912,791 297.90 16 19 57,049 Houston 2,239,558 599.59 29 21 77,226 City Population Shelter Techs Vet Techs Total Staff Staff per Capita Austin 912,791 30 18 64 14,262 Amarillo 197,254 8 1 9 21,917 Dallas 1,281,048 44 11 55 23,292 El Paso 679,036 23 6 29 23,415 San Antonio 1,436,697 28 18 86 16,706 Fort Worth 812,238 13 11 24 33,843 Arlington 383,204 6 1 7 54,743 Houston 2,239,558

*By position type/role/responsibility

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2014/15 Business Plan

1/27/2016 20 Item Explanation Status Breakout Animal Welfare as its

  • wn Area Command

Change Assistant Director – Public Health to Assistant Director – Animal Welfare and move Public Health under the Director Complete Breakout Shelter Manager into two separate manager positions Created two manager positions: Shelter Manager and Animal Control Manager Complete Hire new Assistant Director – Animal Welfare Filled position Complete Hire new Shelter Manager Filled position Complete Hire new Animal Control Manager Filled position Complete Add foster/bottle programs Basic programs implemented. Future years should grow programs Complete Update service contracts Contracts with other cities updated and approved Complete Update Policy and Procedure Manual (multi-year) Migrated to electronic version and started update On-schedule Complete construction drawings for shelter expansion Actual construction will start 2016 Complete Update license program (multi- year) Reviewed best practices and spoke with vendors about privatization On-schedule New shelter medicine program (multi-year) Hired Assistant Director/Veterinarian and adjusted private contracts On-schedule

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Five Year Plan

2016 2017 2018 2019 2020 Shelter Expansion ($1 mil Capital) North Shelter Master Plan ($1.3mil Capital) North Shelter Funding North Shelter Siting North Shelter Ground Breaking North Shelter Annex ($500,000 Capital) Relocate Field Staff North Shelter Partnership Outdoor Runs ($100,000 Capital) Fresh Air Cattery ($150,000 Capital) West Shelter Annex ($500,000 Capital) Coalition Development New License Program Expand Feral Cat Program Online Registrations Organizational Development Technical Upgrades Shelter Software Update Ordinance Updates Medical Records New Shelter Medicine Program Online Payments COOP Plan Update Policy and Procedure Update 1/27/2016 21

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General Metrics

1/27/2016 22

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License and Rabies Citations

200 400 600 800 1,000 1,200 1,400 1,600 1,800 2011 2012 2013 2014 2015

Violations

Dog No City License No Proof Rabies Vaccination Dog Unrestrained

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50 100 150 200 250 300 350 2011 2012 2013 2014 2015 Tethering Animal-No Food (6-65) Animal-No Water (6-66) Animal-No Medical Care (6-65) Intact Pet Permit - Female Dog/Cat Intact Pet Permit - Male Dog/Cat

General Citations

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General Telephone Volumes

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39,351 53,925 58,017 47,706 45,415 51,588

  • 10,000

20,000 30,000 40,000 50,000 60,000 70,000 2010 2011 2012 2013 2014 2015 ACC Issues

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52 41 37 33 58 20 40 60 80 100 120 140 160 180 200 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Dangerous Dog Cases

Dangerous Dog Cases

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1,878 2167 2182 2194 1943

500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Cruelty Cases

*Data standardization played the greatest role in the fluctuation of these numbers.

Cruelty Trends

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Stray Animal Capture

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4,836 5,444 5,486 6,063 6,877 2,334 3,076 2,755 2,834 2,547

1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Dogs Cats

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15,525 17,815 14,712 15,706 16,816 16,076 19,009 17,611 17448 17,701 29,349 30,144 29,333 27,012 24,168 24,807 25,823 5,000 10,000 15,000 20,000 25,000 30,000 35,000 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Fort Worth Austin Dallas Houstin

Stray Animal Impound Comparison

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Animal Care and Control Activity Trends

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4,102 11,158 11,989 11,449 10,291 21,993 28,751 28,792 27,841 29,635 7,896 15,903 16,898 16,140 15,501 15,525 17,815 14,712 15,706 16,816 5,000 10,000 15,000 20,000 25,000 30,000 35,000 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Number of Requests

Request for Service

Priority 1 Request Responded w/in 24 hours ACC Service Requests Priority 1 Requestes Received Animals Impounded

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2228 3391 5910 7140 8933 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Spay/Neuter

Estimated procedures when built in 2009 was 1,500 per year

Spay and Neuter Surgeries

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Low-Cost Vaccinations

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  • Texas Coalition of Animal Protection
  • Low-Cost vaccination clinic at shelter

every Tuesday evening.

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2,000 4,000 6,000 8,000 10,000 12,000 14,000 2012 2013 2014 2015

Collateral Distribution

Collateral Distribution

3,316 7,220 11,613 10,615

  • Annual collateral distribution by the Community Engagement Office

to the general community, neighborhood association events/meetings, youth summer programs, schools and after- school programs.

  • Does not include officer, kiosk, job fairs, etc.

Hard Copy Education Distribution

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Volunteer Program

100 200 300 400 500 600 700 800 900 1000 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-… Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Volunteers Volunteer Hours

  • Historically, hours have been under reported. New software will better

track hours, assignments, trends, etc.

  • New workforce management software will also add future predictability for

volunteer needs/availability.

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Education and Marketing

  • Developed social media presence (2011)

– ACC Facebook (2011), Instagram (2014) – City Facebook, Twitter – FWPD, Facebook

  • Education/Outreach Officer (2014)

– 52 community/mobile adoption events – 43 school presentations – 15 neighborhood association events

  • Expanded partnerships

– Internal: FWPD, FWFP, Parks Department – External: PetSmart, World Wear Project, FWISD, Chase Bank, AmeriTrade, TCU, Saving Hope, Don’t Forget to Feed Me and media partners

1/27/2016 40

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Asilomar Metrics & Results

1/27/2016 41

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Live Release Rate (Asilomar)

1/27/2016 42

Animal Control moved to Code Compliance

  • Dr. Morton & Sandy Shelby hired
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Fort Worth Code Compliance Fort Worth Code Compliance

39% 59% 60% 66% 77% 88% 91% 95% 93% 94% 93% 25% 27% 34% 42% 48% 48% 60% 71% 25% 31% 77% 81% 85% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Current

Live Release Rate

Fort Worth Austin Dallas Houston San Antonio

Public Shelter Benchmarks

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Outcomes (Asilomar)

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6 57 68 7 184 181 20 40 60 80 100 120 140 160 180 200 1st QT 14/15 2nd QT 14/15 3rd QT 14/15 4th QT 14/15 Number of Animals in Foster Care Dogs/Puppies Cats/Kittens

New Foster Care Program

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Outbound Help Line

  • Special help line to support/troubleshoot after adoption concerns
  • Health, temperament, feeding and other questions come up
  • Number of phone calls follow outbound/adoption numbers
  • As outbound/adoption numbers increase, so do phone calls
  • Approximately 10-15 calls a week or 10-15 per 140 adoptions
  • As the live release rate increases and hard to adopt animals find

homes, the use of the help line also increases

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Returned to Owner

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500 1,000 1,500 2,000 2,500 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Dogs Cats

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Return to Owner in Field

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100 200 300 400 500 600 700 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Dogs Cats

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500 1,000 1,500 2,000 2,500 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Dogs Cats

Outgoing Transfers (Asilomar)

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Intake vs Loss (Asilomar)

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*Higher Intake *Higher Intake

*Also see slide 41

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123 187 93 60 109 94 122 106 65 258 50 100 150 200 250 300 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 Number Dogs - Died in Shelter Cats - Died in Shelter

Medical Treatment Ward and foster care where we are trying to save dogs that would have otherwise been euthanized.

Died in Shelter (Asilomar)

New foster/bottle program where we try to save high risk kittens and cats that would have

  • therwise been euthanized. Most die outside

the shelter while in foster care.

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*Asilomar Died/lost Comparison

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1366 1382 789 442 675 568 1214 495 102 160 102 110 139 217 318 215 132 378 200 400 600 800 1000 1200 1400 1600 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15

Died/Lost in Shelter

Houston Dallas Austin Fort Worth

*Fort Worth counts ALL animals INCLUDING those that die outside of the shelter in foster care. Many shelters only count those that die in the shelter proper.

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6 4 3 6 3 12 4 5 2 4 6 8 10 12 14 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 Number Dogs - Lost Cats - Lost

*Lost in Shelter (Asilomar)

*Missing paperwork, incomplete paperwork, theft, etc.

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Old School Reporting Method (Asilomar)

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Actual Reporting Method (Asilomar)

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Dog Bites

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1,391 1,368 1,445 1,348

200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 FY 11-12 FY 12-13 FY 13-14 FY 14-15

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Medical Treatment Ward

  • 93 Kennels
  • Average occupancy per day for 2015/2016: 85.91 %
  • Average amount of animals treated per month: 214 dogs/cats
  • Total number of animals treated since Oct. 2014: 3136
  • Treated for:

– Upper respiratory infections – Ocular and/or nasal discharge – Minor trauma – Surgery complications – Manageable fractures

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75 167 224 163 182 223 230 204 237 208 290 264 251 241 252 50 100 150 200 250 300 350 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15

Medical Treatment Ward | Animals Treated

Animals Treated

Medical Treatment Ward Trend

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Executive Summary

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Executive Summary

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  • In 2009, as the result of a severe funding shortfall, the Public Health

Department was disbanded. Epidemiology and Vital Statistics were eliminated (duplicate services already provided by the County) and Animal Care and Control, Consumer Health and the City Health Officer functions were moved under Code Compliance.

  • Immediately after the move, the Code Compliance Director began

working with the City Manager’s Office, City Council and shelter partners

  • n strategies to improve service levels and the live release rate.
  • There were no external/internal influences driving this effort. Staff believed

then, as they do now, that the City should never stop trying to reduce the number of unwanted pets, abandoned pets and pets living in substandard conditions. In addition, the historically low live release rate of 30% needed to be addressed.

  • It was clear that all such efforts would require external funding sources

(donations) for both capital improvements and staffing support. Historically, fundraising for Animal Care and Control had been very low with most of the money going towards subsidized adoptions and vaccines.

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Executive Summary – Funding/Growth Impacts

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  • The City’s budget shortfall in 2009 was $24mil, in 2010 it was $59mil and in 2011 it was

$73mil ($156mil). The City’s overall financial forecast for 2008 through 2015 predicted severe funding shortages and reductions in services each year.

  • In 2009, 117 positions were trimmed from the City’s budget followed by 147 in 2010 and

125 in 2011 (389)

  • Starting in 2008 and continuing into 2016, Departments have been asked to trim their

budgets every year. The merger between Public Health and Code Compliance created efficiencies of scale and other opportunities to maintain, improve and introduce new services and programs despite reductions in funding and staff.

  • In 2008, the population of Fort Worth was 706,157. In 2014, 812,553 or an increase of

106,396 residents. Generally speaking, City resources did not grow at an adjusted rate to handle the additional demands of new residents. In the case of Animal Care and Control, staff found ways of improving efficiency through the use of mobile computing, cellphones, consolidating call centers, sharing enforcements/shelter staff during peak demands, etc.

  • Have added new services, increased existing services and improved customer

service using existing staff (0 growth). Have found ways to increase staff in critical care areas through reclassification, moving staff from other areas of the department, cross training and progressive budgeting.

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Executive Summary – Program Expansion

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  • In the 10 years preceding the merger of Public Health/Animal Care and Control, there

were no substantial changes in operations or the live release rate (30% or less)

  • In the first 5 years after the merger, Code Compliance got the live release rate up to

70%. The current live release rate is 88% and continues to climb

  • Since the merger, Code Compliance has implemented programs that have become

regional and national best practices. This include the first ever adoption center partnership with PetSmart and PetSmart Charities, a dedicated medical treatment ward just for stray animals and other improvements.

  • The following items were developed and implemented since the merger (these

improvements did not exist prior to the merger):

  • PetSmart Adoption Center – Hulen (Public/Private Partnership)
  • PetSmart Adoption Center – Alliance (Public/Private Partnership)
  • PetSmart Cat Adoptions (Public/Private Partnership)
  • Outdoor dog park/group play area (Privately Funded/Donations)
  • Outdoor runs for individual dog activity (Privately Funded/Donations)
  • Medical Treatment Ward (Privately Funded/Donations and Public Operated)
  • Community Spay and Neuter Partnership (Privately Funded/Donations)
  • Scheduled Low Cost Public Vaccination Clinics (Non-Profit Services)
  • Cat Condo’s
  • Foster/Bottle Partner Program (Resident/Non-Profit Partnership)
  • Shelter Expansion (2014 Bond Package)
  • North Shelter Masterplan and Development (2014 Bond Package)
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Executive Summary – Improved Services

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The following improvements were developed and implemented after the merger with Code Compliance (grew existing programs/resources):

  • Spay and Neuter Program has increased from approximately 900 to over 9,000

annually

  • Added a Wild Life Team
  • Added two Stray Teams & Partnered with Postal Service on Response
  • Added partnership with Code Blue (police volunteers)
  • Merged Call Taker Staff with City Call
  • After Adoption Help Line
  • Fundraising increased from a few thousand to over $100,000 annually
  • Added Volunteer Coordinator/Trainer
  • Increased volunteerism from a few hours a month to over 500 hours and still growing
  • Partnered with media and other City education resources
  • Added additional veterinarian services at the shelter
  • Created a new Assistant Director position just for animal control
  • Created a new Shelter Manager position
  • Added Secret Shopper Program
  • Added Secret Caller Program
  • Added Internal Audit Program (some services still in development)
  • Added Feral Cat Program
  • Added Air Conditioning to trucks
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Executive Summary – Improved Efficiency

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The following efficiencies have been implemented since the merger:

  • Added online pictures of pets in shelter and adoption centers
  • Added mobile picture process – pictures of stray animals are

uploaded at time of capture

  • Added automatic vehicle locator on vehicles
  • Added dispatcher
  • Added social medial options
  • Partner animals get free spay/neuter/vaccination/chip
  • Partner with Goodwill Services for temp labor
  • Community Service Workers to supplement cleaning and care
  • Upgraded HVAC system
  • Adjusted feeding/cleaning processes
  • All intake animals checked and vaccinated before kenneling
  • Added mobile computing
  • Created new self service adoption areas
  • Added help phones in self service areas
  • Streamlined Adoptions
  • Reduced vehicle accidents/damage and staff injury costs
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Executive Summary – Looking Forward

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  • Shelter expansion to add 100 additional kennels and new intake area is on

schedule for a Fall 2016 opening

  • Shelter Annex at Bonds Ranch Road and Highway 287 on schedule for a

Fall 2016 opening

  • Pet Coalition development on schedule for a 2016 strategic plan and future

activities

  • Feral cat, bottle and foster care programs will continue to be a focus with

additional training, volunteers and other options coming online

  • New Veterinarian Program at shelter on schedule of a Spring 2016

implementation

  • New software for developing, managing, and tracking volunteers
  • Expanded use of electronic medical records coming online Fall 2016
  • See Five Year Plan for other items/details
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Executive Summary

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  • ALL public animal care and control agencies face a myriad of difficult and complex

problems everyday.

  • This includes sometimes reckless, unsubstantiated and unwarranted accusations about

service delivery (examples of other cities included in packet).

  • There are a number of philosophies as to why this occurs. Certainly, social media and the

use of social media as a news source plays a significant role.

  • Reckless and unsubstantiated accusations serve no legitimate animal welfare purpose and
  • ften times require staff time/resources that could be better spent caring for animals,

improving services, etc. (The Department investigates all allegations no matter the source)

  • Critical thought, conversation and engagement do play an important role in the overall

mission, service delivery and quality/quantity of services.

  • In addition to e-mail, telephone and in-person engagements, the shelter offers web resources,

shelter tours, ride a longs, adoption help line and meets regularly with partners. These are important interactions for all parties to gain insight and better understanding of issues,

  • pportunities and desired outcomes.
  • The department regularly meets with neighborhood associations, business and trade groups

and other stakeholders to improve relations and form new partnerships.

  • More and more, national and regional grants are being tied to live release rates, open

adoptions, feral cat programs and other programs that draw polarized and unqualified

  • pinions. Many of the City’s programs are a reflection of a much greater national

debate.

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Executive Summary

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  • Where conflict of opinion exists, the department strives to better understand the

conflicting opinion, find common ground or otherwise resolve the matter. Often times, the resolution focuses on solid shelter medicine science, proven best practices and the advice

  • f subject matter experts such as veterinarians.
  • Conflicts of opinion, when presented in a constructive and engaged manner, is seldom an all
  • r nothing outcome. There are countless examples of staff adjusting a routine process
  • n a case by case basis or as a beta test for future consideration.
  • In 2009, when the live release rate was less than 30%, there was very little criticism of the
  • shelter. As we approach 90% there is much more. We should be careful in blaming

Facebook and other social media for all of the increase. While it accounts for much, there are other factors at play.

  • The harder we try to save the highest risk, most injured and sickest animals (last 10 -

15%), the more likely we will see deaths in and out of the shelter. Daily, medical staff have to decide between humane euthanasia and trying to save an animal. Even in cases where a pet owner would opt for euthanasia as the most humane option, there will be critics that will question the same action by the shelter. This is why we rely heavily on the treating veterinarians who are the most qualified to make that decision.

  • Looking forward, we are growing new partnerships, a coalition and a number of new programs

in an effort to reach our new goal of a live release rate of 110%, e.g., reducing the number of abandoned and unwanted pets that come into the shelter in the first place.

  • There is much to celebrate. We did not get here alone. We will not celebrate future

success alone.

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Appendix A

Unfunded Improvement Packages by Year

1/27/2016 69

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2010 Unfunded Requests

  • Neighborhood Initiative Team $ 598,970
  • Included 3 Animal Control Officers $ 260,581
  • 5 – Animal Control Officers

$508,302

  • To address increase service demands for field staff

1/27/2016 70

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2011 Unfunded Requests

  • Neighborhood Initiative Team $ 664,733
  • Included 3 Animal Control Officers $ 260,581
  • 5 – Animal Control Officers

$560,350

  • To address increase service demands for field staff

1/27/2016 71

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2012 Unfunded Requests

  • 8 – Animal Control Officers

$451,530

  • To improve response time to animal complaints
  • Neighborhood Initiative Team $ 664,733
  • Included 3 Animal Control Officers $ 260,581

1/27/2016 72

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2013 Unfunded Requests

  • Temporary Labor

$ 91,598

  • To assist with high turnover in Shelter Techs: Kennel

cleaning, feeding, watering, and customer assistance

  • 10 Shelter Techs & 2 Vet Techs$439,445
  • to move closer to NACA standards and provide

individualized customer service.

  • 4 - Code Supervisors

$416,113

  • Allows for Supervisors in each field district
  • Management Analyst I

$ 63,065

  • Business and Data support for management
  • Volunteer Coordinator

$ 55,650

  • Volunteer supervision, training and development

1/27/2016 73

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2013 Unfunded Requests

  • 7 – Animal Control Officers

$705,853

  • To improve response time to animal complaints

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2014 Unfunded Requests

  • 4 - Code Supervisors

$280,931

  • Allows for Supervisors in each field district
  • 3 - Animal Control Officers

$260,581

  • Critical response to aggressive dogs around schools, bus stops,
  • etc. and response to dog packs
  • 10 – Animal Shelter Techs

$318,340

  • Kennel cleaning, feeding, watering, assisting customers

1/27/2016 75

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2015 Unfunded Requests

  • 3 - Code Supervisors

$280,931

  • Allows for Supervisors in each field district
  • 3 - Animal Control Officers

$260,581

  • Critical response to aggressive dogs around schools, bus stops,
  • etc. and response to dog packs

1/27/2016 76

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2016 Unfunded Requests

  • Mobile Adoption Trailer

$50,000

  • Expand adoption efforts through the City
  • Medical Treatment Ward

$160,000

  • Increased operational cost (drugs, vaccines, heartworm

test, etc.

1/27/2016 77

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Appendix B

Staffing Trends by Year

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2010 Staffing Highlights

1/27/2016 79 Action Staff Impact Summary of Change Training

  • 1

The department had a single training position that was cut (.5 Animal) Code Enforcement Staff

  • 8

These were code enforcement field staff with a portion of their time allocated to proper fences for animals & animal violations (1.5 Animal) Veterinarian

  • 1

Retained contract veterinarian for spay/neuter surgeries and minor shelter emergencies. Shelter Technicians

  • 3

Closed shelter to the public on Sundays. Gross Reduce/Increase

  • 13

Net Direct Animal Reduction/Increase

  • 6

46% of reduction

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2011 Staffing Highlights

1/27/2016 80 Action Staff Impact Summary of Change Senior Human Services Specialist

  • 1

The department had a single position to work with the homeless and community service (.25 Animal Control) Crew Leader

  • 1

Eliminated 50% of community service support including shelter

  • perations (.5 Animal Control)

Consumer Health Specialist

  • 1

Health/Vector Inspector (.5 Animal Control) Customer Service Representatives

  • 2

Reduced staff for processing notices, certified mail, telephone/customer service, purchasing and enforcement support (many duties pushed down to line enforcement staff 1.0 Animal Control reduction) Gross Reduce/Increase

  • 5

Net Direct Animal Reduction/Increase

  • 2.25

45% of reduction

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2012 Staffing Highlights

1/27/2016 81 Action Staff Impact Summary of Change Code Enforcement Staff +6 Allocated enterprise funding to reinstate some positions (1 Animal Control Equivalent). Animal Control Officer +8 Added staff to field operations to address hundreds of back logged calls every day. Safe Neighborhood Officers +3 Work with Police and other agencies on addressing unsafe properties, conditions and stray animals (1.5 Animal Equivalent) Wildlife Officers +2 Added two staff to address growing problem with feral hogs and coyotes. Customer Service Representative +1 Assist with new wildlife officers and animal control officers. Gross Reduce/Increase +20 Net Direct Animal Reduction/Increase +15 75% of increase

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2013 Staffing Highlights

1/27/2016 82 Action Staff Impact Summary of Change Code Enforcement Staff

  • 2

Reduce volunteer support (1 Animal Control Equivalent). Substandard Buildings

  • 1

Reduce enforcement of lower priority substandard buildings. Veterinarian Technicians +2 Needed to help with increased spay and neuter surgeries. Consumer Health Inspector +1 Reinstated position eliminated in 2011 due to backed up health inspections. Gross Reduce/Increase Net Direct Animal Reduction/Increase +1 33% of increase

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2014 Staffing Highlights

1/27/2016 83 Action Staff Impact Summary of Change Code Enforcement Staff

  • 2

Reduced response to lower priority calls for service and officer initiated investigations. Animal Control Officer

  • 2

Reduced response to lower priority calls for service. Gross Reduce/Increase

  • 4

Net Direct Animal Reduction/Increase

  • 2

50% of decrease

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2015 Staffing Highlights

1/27/2016 84 Action Staff Impact Summary of Change Add 3 Animal Control Officers +3 New stray team to focus on hard to catch animals Add 2 Shelter staff +2 Reduce time field staff are processing animals and improve intake health check and vaccination Add 1 Training Officer +1 Fund position that was eliminated in budget reductions Gross Reduce/Increase +6 Net Direct Animal Reduction/Increase +5.5 92%

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2016 Staffing Highlights

1/27/2016 85 Action Staff Impact Summary of Change Add 10 Shelter staff mid-year +10 New staff for shelter expansion. Will also allow shelter to return to a 7 day open to the public operation Gross Reduce/Increase +10 Net Direct Animal Reduction/Increase +10 100%

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Appendix C

Education and Outreach Summary

1/27/2016 86

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Current Collateral Portfolio

  • Animal Control Laws (E/S)
  • Low-Cost Vaccinations
  • Vaccination Check-List
  • Feral Cats
  • Barking Dogs (E/S)
  • Roosters (E/S)
  • Cowtown Crashpads – foster program
  • Pick Me! Adopt a shelter pet (E/S)
  • Large Animals and Livestock (E/S)
  • Henry and Scout FB mini-postcard
  • Keep Your Pet Healthy (E/S)
  • Volunteers
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Marketing Campaigns

  • Major Annual Campaigns

– PetSmart Charities Quarterly Adoption events (2012 – current) – Clear the Shelter (2104 – current) – Shelter Pets Rock (2012 – current)

  • Promotions

– Media Releases – City website – City FB and Twitter – ACC FB – Postcards – Store signage, store point of sale signage/fliers – Partner organizations – Constant Contact mass emails to target audiences

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Marketing Campaigns

  • Fence Them In – It’s the Law (E/S)

– 50,000 print collateral distribution

  • Postcards
  • Door hangers
  • Print advertising

– Partnership between Code Enforcement, Animal Care & Control, Fort Worth Police Department and US Post Office

  • Day of Service

– Includes but not limited to

  • TCU sororities, The Weir Group, Country Day School, Nolan Catholic

School, Panther City Church, St. Joseph School, Burlington Northern Santa Fe, Paschal High School, Boulevard Heights, Tarrant County College, Barn Raising (community volunteers)

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Social Media

  • Facebook

– Henry’s FB page – Launched October 2011 – Converted name to Fort Worth Animal Shelter – 2014 – Current Likes = 6,482 people – Highest audience reaches for one post:

  • 118,000 people, August 2014 (organic)
  • 120,00 people, August 2015 (organic)
  • Instagram

– Launched May 2015

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Appendix D

Training and Certification

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Staff Educational Requirements

94

  • Texas Health and Safety Code, Chapter 829

– Requires Animal Control Officers to successfully complete a state-approved Basic Training Course within 1 year of employment – Requires 30 hours of continuing education every 3 three years for officers to maintain status

  • Texas Health and Safety Code, Chapter 829

– Requires all persons performing euthanasia to successfully complete a state-approved Euthanasia Training Course within 120 days of employment for anyone performing euthanasia – Requires a recertification class every 3 years to maintain status

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Appendix E

Key Position Data

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Ethnic Composition

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0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 22.8% 26.3% 47.7% 3.2% 18.0% 22.3% 56.5% 3.2% 18.9% 34.1% 41.7% 4.4%

Population by Ethnic Composition

Code Compliance Workforce *04/15/2015 CFW Employee Workforce *01/01/2014 CFW Demographics *2010

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Gender/Ethnic Composition

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Supervisor Data

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40.00% 41.30% 60.00% 58.70%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Executive Staff Management - Supervisory Female Male

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Veterinarian Technician Data

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88.89% 11.11%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% Veterinary Technician Female Male