FY 2010 – 2015

FORMAT:

A.  Purpose 

This Business Plan delineates a course of action that will establish modern, progressive animal sheltering programs and facilities that are financially feasible and secured by sustainable funding to benefit the entirety of the Lincoln County community.

B. Organization of Plan

1.  EXECUTIVE SUMMARY

2.  EXISTING SITUATION

A.  LCAS & Animal Service Protection – descriptive narrative

·        Physical facility and Grounds

·        Programs & Services

·        Medical/Veterinary care/Preventive care Plan

·        Volunteer Program

·        LCAS & Animal Service Definitions

·        Legal & Governance

·        Staffing & Management

·        Education & Training

·        Market Description

·        Animals Served in 2007, 2008, 2009

PARTNERSHIP ORGANIZATIONS

B.  CENTRAL COAST HUMANE SOCIETY

·        CCHS programs funded for Shelter and Community

·        CCHS continuing Goals

·        C.   FRIENDS OF THE LINCOLN COUNTY ANIMAL SHELTER

·        FOLCAS programs funded for Shelter

·        FOLCAS continuing Goals

3.  OPPORTUNITIES

4.  MISSION AND VISION STATEMENTS

5.  GOALS AND OBJECTIVES  

6.  FINANCIAL

·        Projected Revenues

·        Schedules of Proposed Costs/Revenues

·        2010-11 Operating Budget, Adjusted

7.  TIMETABLE AND IMPLEMENTATION SCHEDULE

8.  LAND USE PROPOSALS

a.  Modular Building Onsite

b.  Fairgrounds Cooperative Property Use

9.   ATTACHMENTS

a.  County Demographics and Statistics

b.  Oregon Shelters Survey

c.  Shelter Visitation Report

e.   Business Plan Committee meeting notes

I.  EXECUTIVE SUMMARY

This represents the culmination of this Committee’s efforts to develop a recommended course of action for Sheriff Dotson and Lincoln County as it relates to the Lincoln County Animal Shelter.  To our knowledge, this is the first time a joint effort of public/private partnerships collaborated on a Business Plan for a County entity.  We thank Sheriff Dotson for this opportunity.

The Animal Shelter is a source of great interest to the public, as demonstrated by the overwhelming support for the Local Option Tax Levy, which safely funds the Shelter operation for the next five years.

Our priorities stated are to continue with the present course of making this Shelter as much of a “no kill” facility as feasibly possible.  Every effort should be made to place adoptable animals into suitable homes.  The Spay/Neuter program is a definite priority and the Committee reviewed different strategies to assist the Community by making Spay/Neuter treatment available to all.

Our recommended first steps are toward a Veterinary Preventive Care plan and the development of an in-house Pharmacy.   All animals that enter the LCAS deserve medical treatment and the assurance that our Shelter maintains quality control standards.

We recommend upgrades to the existing laundry and dishwashing capabilities.

We recommend physical changes to the facility with the addition of a modular unit, which will alleviate the crunch and space issues at the facility. 

Program and Service enhancements are also first steps by committing to better and expanded Volunteer Services, Staff development and Education, and a marketing strategy to Educate the Public and increase Awareness.  Attention to all of these areas will assist the Shelter in staff retention and help maintain a professional image.

The existing dog kennels require changes, this Committee did not reach a conclusion and suggest further feasibility studies on the best course of action.

This Committee researched and visited other Oregon Shelters and suggests that Shelter visitation become a regular quarterly program for staff.

Lastly, we recommend strong and consistent leadership with the hiring of a Shelter Manager who can address these multiple tasks and work with City and County leadership.

Our approach to spending is conservative.  Each project deserves its place in the next 3-4 years.  We support grants and the fundraising efforts that are available with the non-profit partnerships of CCHS and FOLCAS.  It is to this end that we have established a sizable Investment for the Future Fund, which is exactly what the name suggests.

With thanks,

Barbara B. Covell, Facilitator

Sergeant Barbara Perry, LCAS

Charles Hurty, DVM, FOLCAS

Laura Ireland, FOLCAS

Lee Smith, CCHS

Kathe Stander, CCHS

Greg Sammons, Financial Consultant

II.  EXISTING SITUATION:  Analyses of the physical environment, operational considerations, clinical care needs, organizational structure and relationships, financial considerations and market opportunities.

A.  Lincoln County Animal Shelter and Animal Control Services

·       Physical Facility and Grounds

The existing physical plant for the County’s animal shelter is a building that is approximately 46 years old.  Despite $285,000.00 capital improvements funded by the Central Coast Humane Society in 2002 and 2004, the Shelter building has limitations and an overall shortage of space to meet the County’s growing needs.  (See pet demographics, Attachment A)

a.  The physical layout does not allow for smooth and efficient flow, therefore creating a challenging work environment.  As it stands today, there are four types of areas:

                                                                    i.      Dog Areas – 19 kennels, each with an indoor/outdoor section and a guillotine gate to close the dogs in or out.  There are also 2 outdoor kennels.  In the front section there are 7 kennels, a hall and two rooms that house cats separate the remaining 12.  The exercise area is outside on the south side of the Shelter, with a large enclosed area that can be divided into two separate sections.

                                                               ii.      Cat Areas – 3 catteries in the front section of the building entrance.  Two of these catteries can handle 10 or more cats; the third smaller room is best for mom & kittens or a group of 4-5 kittens.  In the back of the building there are 4 additional rooms interspersed among the dog kennel areas:  a 4-cage isolation area, a main room with 18 cages, the feral cat/euthanasia area, and a small 4-cage sick cat room.  At times the staff have no choice but to place cats in display cages in the main hallway area.

                                                          iii.      Administrative/Office areas – The manager’s office is located on the left side of the main hallway, near the service desk.  Behind service desk is workspace and a room used as a work area for staff and volunteers, as well as a break space.  Handicapped-accessible bathroom is to the left in the main hall.

                                                               iv.      Kitchens – The largest kitchen is in the front, left side upon entering the facility.  It has a computer and desk and services as an intake area for new arrivals.  Behind the two catteries are two smaller kitchens.  One services the catteries and the other is for inmates to use as a break/lunch area.  In the back, adjacent to the main cat room is a small kitchen that services the cat cage areas.  North of the main cat room is another small kitchen currently being used as the laundry and dog service area.  The isolation/euthanasia room also has a sink and running water.

b.  The facility is difficult to efficiently clean.  Dog runs are poorly placed and difficult to clean without disruption of routines and animal routines.  This leads to stress on housed/sheltered animals, which can then result in physical illness and psychological stress.

c.  Difficulty cleaning leads to more labor hours.  (Cost)

d.  Inefficient cleaning leads to wasted cleaning agent and possibly incomplete disinfection and sanitization.  (Cost)

e.  The laundry room is inadequate.  There needs to be a dedicated room or area for laundry and dishwashing needs.  There is a need for additional laundry appliances, as well as a commercial grade dishwasher to sanitize litter pans.  This would have an immediate impact on staff productivity; they presently sanitize all litter pans manually. (Cost) While commercial grade, energy efficient washers and dryers are preferred; some other Shelter facilities manage well with heavy-duty, high capacity front-loading washers and dryers. 

f.  Current setup does not address the need for noise reduction.  Various cat treatment rooms are adjacent and within the dog kennel section.  This leads to psychological stress on the cats, which often leads to physiological diseases (intestinal diseases, colitis, urinary tract disease, behavior problems such as over grooming and inappropriate urination, etc.)  Increased noise and barking puts the dogs under excessive stress and is also a factor for the people working in those areas.

g.  Dog kennels are old, poorly designed with no privacy barriers to minimize excessive barking. 

h.  There is no part of the Shelter building dedicated to veterinary evaluation and care.  There is no designated treatment area.  No ICU is available.  Sick animals are not easily removed from the general population; when they are removed, they are placed in a noisy and cramped space with inadequate lighting and ventilation. 

i.  The cat areas in the back are small and scattered, making it difficult to isolate incoming cats until they can be medically evaluated.

j.  There is no place that can serve as surgical in-house s/n facility.

·       Programs and Services

In addition to comprehensive Sheltering and support services provided to homeless, neglected, abandoned or surrendered dogs and cats in Lincoln County, the Lincoln County Animal Shelter differentiates their brand by providing the following community programs and services:

a.  Court Advocacy Program:  A volunteer coordinates with the Lincoln County District Attorney’s Office in cases involving animal abuse, neglect, abandonment, and cruelty.  The volunteer follows the case through the court system and reports outcomes and solutions to the case.  This program is small but it is hoped this will provide a voice/advocacy for the animals involved.  CCHS Volunteer David Mitchell has further developed this role by coordinating communications with LCAS, interested media, and the partner advocacy organizations.

b.  Foster Program:  This is a new program designed to minimize unnecessary euthanasia, provide temporary placement for special needs animals, and assistance during times of crowding and overflow.  It is hoped the foster program participants will actively recruit “forever” homes for their foster animals.  The program includes having the prospective foster family pass a background check.  It also entails a prospective &ldquo