Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
Packets - Council Packets (696)
**AMENDED (09122109, 12:00 noon) AGENDA ORO VALLEY TOWN COUNCIL STUDY/SPECIAL SESSION SEPTEMBER 23, 2009 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE STUDY SESSION - AT OR AFTER 5:00 p.m. CALL TO ORDER ROLL CALL 1. Presentation by The Alliance for Innovation on Navigating the Fiscal Crisis: Tested Strategies for Local Leaders 2. Discussion of Oro Valley Animal Licensing Program 3. Future Agenda Items ADJOURNMENT **SPECIAL SESSION - AT OR AFTER 5:00 p.m. CALL TO ORDER ROLL CALL **EXECUTIVE SESSION AT OR AFTER 5:00 p.m. Pursuant to A.R.S. X38-431.03(A)(1) Council may vote to go into Executive Session for discussion regarding Town Manager David Andrews' contract RESUME SPECIAL SESSION AT OR AFTER 5:00 p.m. 1. DISCUSSION AND POSSIBLE ACTION REGARDING TOWN MANAGER DAVID ANDREWS' CONTRACT ADJOURN SPECIAL SESSION POSTED: 09 16 09 AMENDED AGENDA POSTED: 09 22 09 4:00 p.m. 12:00 noon cp cp The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk's Office at (520)229-4700. TOWN OF ORO VALLEY Page 1 of 1 COUNCIL COMMUNICATION MEETING DATE: 09/23/09 TO: HONORABLE MAYOR AND COUNCIL FROM: Jerene Watson, Assistant Town Manager SUBJECT: Presentation by The Alliance for Innovation on Navigating the Fiscal Crisis: Tested Strategies for Local Leaders SUMMARY: The Alliance for Innovation, formerly Innovation Group (IG), is a national network of local government professionals seeking innovation and operational excellence in the ideas, practices and policies within municipalities. Membership consists of over 400 organizations in 33 states and Canada that are dedicated to focusing on these ideals and making an impact on the communities they serve. One goal of the Alliance is to connect members to the people, information and ideas they need to make their hometown the best place to live. This is done through blending services, resources, information tools, publications, networking opportunities, workshops and conferences specifically targeted to municipal government officials and practitioners. As a member of The Alliance this year, all staff within our organization has access to the services available through a dynamic web site that contains a Knowledge Center, including a Document Library. The interactive website expands our resources through international networking, ideas and practices that touch on every aspect of local government. FISCAL IMPACT: This presentation is for information and idea exchange only. ATTACHMENTS: / to,f. Frene Watson, Assistant Town Manager 41,E Da ed An rews, Town Manager TOWN OF ORO VALLEY Page 1 of 1 COUNCIL COMMUNICATION MEETING DATE: 09/23/09 TO: HONORABLE MAYOR AND COUNCIL FROM: Jerene Watson, Assistant Town Manager SUBJECT: Presentation by The Alliance for Innovation on Navigating the Fiscal Crisis: Tested Strategies for Local Leaders SUMMARY: The Alliance for Innovation, formerly Innovation Group (IG), is a national network of local government professionals seeking innovation and operational excellence in the ideas, practices and policies within municipalities. Membership consists of over 400 organizations in 33 states and Canada that are dedicated to focusing on these ideals and making an impact on the communities they serve. One goal of the Alliance is to connect members to the people, information and ideas they need to make their hometown the best place to live. This is done through blending services, resources, information tools, publications, networking opportunities, workshops and conferences specifically targeted to municipal government officials and practitioners. As a member of The Alliance this year, all staff within our organization has access to the services available through a dynamic web site that contains a Knowledge Center, including a Document Library. The interactive website expands our resources through international networking, ideas and practices that touch on every aspect of local government. FISCAL IMPACT: This presentation is for information and idea exchange only. ATTACHMENTS: fA , 3 ry,f-1 t. ene Watson, Assistant Town Manager te, Da IA An rews, Town Manager NAVIGATING THE FISCAL CRISIS : TES r c 1 STRATEGIES F OR L OCA L LEA DE RS INTRODUCTION FORELECTED0FFIC -- LS A White Paper preparedfor theInternational City/County Management Association by the Alliance fr Innovation .. -• . k.,..,,,........,.-.,,,,i. 4,...,..,,,,•:,..,•,„„,,,.,,,,::.,,:,,.:„....,, k,.":.: _.:,-...,:;,,,„k„:„...„„,:„,•,.„,,,,...::.,.::....,..,, „ ,, ...::.... 1,": 4 „..:$11,1ttc::::: 4i,•,,,,-,:i-...::-.:7:.k.!.91:: ,,,IWIP.I4L.:1.,,,..,:.••....'„,'",,,,,:kall,!--44*.Ni4PT:'-'•'-:..:: lc...7:: ,;-.4.0!*:'.I.,•-..,-,,,,,,,,,,, •••:•,1,,,..m1;...;g-,'-----•:,..,.1timli,iii.,;-f.-,i•;:.:•:kz••••••: !!i„..,,.;,,g.„.:i4,g,,;,,,,,,:,,,41,4,:'''''-: ,•,' .L.----....:''•,::.:..„,...:; .4,41,„1,„,,,,..,:,. , , . .:•,,,:,,,:::;.:••ii4%. '••••••:::','i:";gliii,. .. :----.1i1;11,1.''''.4H'''':::-:„'-':„'„:„'„'-.7z.:,, ,,,,"p,",:v• •;:iii::i.i49,11111ii'9'fililirIN,-,,,.: .....,:,....,0,:84i.4„:,..-.:,,,,,,,-,•-:---'••• :-Ii..:.„-:,-,,i,:!'-',::: - . ,..:.":„.„":,,a,:„.•,•,..,,,,..111111,:,;:.:J:..t• ss:1--•-• .. •.-:::,Illiwii.1:.::.•;•..,:- ' :: ''' ' , .. : •:-..,,,-1•'1'1'..11Li:i!tril:;1.N.111-4., -::-,,.: ''''''.."'-',•,tAiiii:::, — - „:::,..'"gillt.41-::,';;-., :-'4-•• ..•:-''.',1:t.:4.111iii-ill.„,.. . ''','„'-'1''''' ....;:::::,.........:: :: , ''''':'''':''''''I''•;:;::l,t::::::'-:::::'.'4it;„L117fli!ij3it,!L,:.:;:;..::-i:i•,!,I,,,,„, .......,, , • •-'::-•-•'''';-.1:;:':'::::./.'7--; ...„.,..„,„......„...,...-..millitf-Ititt.,,..,: ::,;.i-::::.,;-7„, ....,.. :,',":"?:',41t...,',:‘,::...,:.!:,,,;..--'::':•..'.:!..Viit:t,' ,.1...,.:1:1"L'Ir:i.:.''':,'E:'..:':: '....'''.''''..::","...,:...1,,...,,,, ''.;:,,,:,,,4,S,:.,,,,,..:.: "'::'''''''''''''''''...., ,, ,,,, ,,.:„..:„,....,.„:„. . ,, 0_„..,,,,tAx.1:e7_1:47::.41,,,,,T71::,4 ''.':.....''''':;:::•Itillikillitill„I':::1','4711777''':::,Ci';„ ."-.'''':1:'::,:.:'-':''''sf'''..-i;:i4*.:1$4:liiiitiii„:1..•••".„:':,...:':.'':',:::'r''.,ii.ili:::1.11i.,2!..-S., .,.,:::':'''''I''.tl.l;Ik',i,:;:',;:,Z1;!..:1-1.ii::.::'''' '4!itikilio:,•::::'::'''''' , .-..i:::,,,,,,,,,,,,..4,AufigIFI•""..'': '''.4.:''':''''',',:',: ..-' ;-' '` „„......,,,,,,,,.,.:: .11E;.:ii!!''ll*.,',,,i:.:',..::,H.'...''.. '....:',,!.:.:i.f.,:,i0ig"...:' - ' ..'.•',41k:''.:1::::::-Ilii:,..,'7-..Oiia''''.:' 's'''''''''''''''''''''''15"414'''''''''''':;'„''''''''''-- .: '-' -,,,,,,,,:."H•:.:.''''''''' ''4, 71''.11;j:::.;:..'"r::-..:.1.,"'."..''''Eiiikl:.!::,114:0!!!:::!'i'...''''.:!:.:7...::':', : ' ,:..-:...,......,..:,:_:,.,::::..,.,„.4.:!..!.!,..:::3i,,.:..-...-,,—..' •• it,:•,,..:.. -'7,:::,11,EC:::::!."'.'''":'''':.....:,:,,,,,,,,,:-.,....: ....„.,_..,:,_.,,:„..:„.„,,,,,,i1;,,...,t!,10,..00f-4.:',!!:F.-.-::.::...,:"::..-T'—''''''''': - ....„...„:„.......:: i'''''''''''' ''',#.,.,....,_;4: 7;,..,:"!:,•::f.''';'''' :,L.i,,..,...i,,,,!..'it,i.;: ::::.,,,.:',, ,,,...-,-.'.imp,si_.12-. ,..„,,...7,:... ,4,,,:-.'::.:....,.,: .'''''''4 .,:,...„.:.:.:..i.,:... .„...:. -.......,. . '''''''. ...—''tit:''':'; a,.:.:,:::,;:.:!'-'r ::'-:4;I...,::.,,,,,,,,E:,,,•,: :,.::.,..:',"...:H(,,,,,i(-416::.*::':It:-.!!.:;.:.-kii, ....._:.:,..,...,.,...... ,,,,,,.....„.:127.10,4),•,„,,:. ..:.... . :::„.°,,,,,:,,'•-•:.-.".:.:',:t::):: ::;:•-cilitt''''• ,,,,,,,,,...„,"„...,,,,,*:.!-..,::lti:1-,.,-,,,,,,, ''''':".77.''''''''':--..: :::; l'..'-:,-,„:•,,l,::;-!';':,.:1;;;;t1:i::::•,...:.,,,:•••,,,,:,•1.:::1:-.:,.::-:,.:,...,:.,1-:-.1t•' ::.,:.::.::,.:•:::;-•!;::•:.'T•,!.,T::;,:;:,:.::l;!!:.z..:::,,u-;-z.,•iti,•.....,:!..-:::;:,-Q'---;••.;,*,.-:-ir-er,:.:•-::,.: kt.',:i,,.„1,:,.::•,•,,.::--:: ._ '''-s-,,,,,,....:::,,,•,,,-'4'1, :tSit:e...'.i.',--,: ::- ..,.: •,--..•:iti::::; .0..tfir,,ti,•0' ..,T,.17::,-,:,,,,,,t4.;.:.,..i,,,-7.•.!t-s-',;•-„7::•'--•,,.0!:::',:.•,•--.IF:•:';""-',IL,,::::•,,,,,,,-:7;-•.---4!--•''':'"•:--“ ''---... „.:,...:: ;„..,!............:0.,,:.,,!:.:.::,.,.... , ...::---'4?iiii;;:it:..t1115:iitlitt••:11t.:'::-,s7.'-- -- :.; ate :f:.17,11;!:!!!!!':tP.7' ,,:: .:".....:,:, 4': 1111:FIIIIII :,,,,.;1,;010,0,1111..„.;54.0.„:w...,,,c, •:,,.,.,.„..,11::, _ ,. 4,,i:,' • ,:.4,,,,,,,,,,. litillitiliiit4:11iitil:!:::Z:A - :::.IIIhi,P,:::':lleill.$"rXttiO';i,;io:.•,iti:::R:• !':-:-.11111.1tlifiri likkVitAi'Ulitiii(11?':',1!'.1'' 1,11t1.01'...:::41111i;I:q!:i1111N11.!'!Ift.,:d:t 71.111110.4111111114:'':14'.'1::i'tli: s'.,..1.1111.,1111111Nil:,:4;111 • ,.„,,,,,,•,,,,,,,,,,,,,,,,.,:,.'. .---,,,,-,:•• .,,,,,,,,..,,,,,::::,:., ..,...•'.•...4,'::::,,,,,,:::,...:,,,,',::,.,,:,''':. .... .•...,,,.„,,•...,,,,,,,,,,,,,,,,,,..:,„,:,,,::: '., .,, • :„.,,,I.,...:;-.2,..,,.,.:,4,:;,..-1,7::::::..1":,,.:- .....„.„..,,.,.• ,..„:„_,:4,4,,,,:. .......,...,. ,...,,„,.,„.„,:,:,:.. „..„„,.,..,.,..:„.„:„....„•;,,,,,,,u,...,:::4„..,:i:,1411„:„,,,•,::::i,,,,,,,„••,•,. ,.. „::,,•;,,,,./.„. i..„,.... .:,.. .,... ,.,,<.. 7... Navigating the Fiscal Crisis: Tested Strategies for Local Leaders An Introduction for Elected Officials As the fiscal crisis around the country threatens more and more local governments, officials are faced with increasing challenges and a need for immediate action. The vision and the leadership of elected officials are keys to sustaining local governments through this crisis. The ways that local governments responded to past economic downturns offer guidance on how to survive and even become stronger during times of fiscal stress. To determine the lessons of past experience, ICMA (the International City/County Management Association) commissioned a white paper prepared by researchers from the Academic Network of the Alliance for Innovation. This executive summary for elected officials: ■ Describes the fiscal dimensions of the current economic crisis. ■ Identifies what worked in previous fiscal cutback efforts. ■ Explains why innovation is critical and how positive actions can be taken. ■ Describes how local government actions can contribute to the economic recovery. Fiscal Dimensions of the Economic Crisis Although there is variation among the states, in general such economic drivers as the automobile manufacturers, the financial services industries, and the new housing construction industries have experienced slowdowns that result in higher unemployment, reduced sales tax revenues, and reduced revenues from building permit and related fees. The ripple effect from these slowdowns touches related businesses, including suppliers, restaurants, and stores. The decrease in purchasing produces a decrease in sales tax revenues. In some localities, small businesses have closed because they could not sustain the loss in sales. The tightening of credit due to the crisis in the financial markets has made it much more costly and difficult for local governments to borrow money typically used to finance capital projects. Unless cities and counties have an exceptional credit rating, which is difficult with budget shortfalls, they may have trouble borrowing through traditional methods Because the stock market has sustained major losses and pensions are funded in large part by stocks, the cost of local government obligations to pay pensions could have a substantial effect on local governments. Officials should have a 1 clear understanding of how their system works. The global dimensions of the financial crisis have decreased the demand for United States' exports. Foreclosures persist and are expected to continue. In addition to subprime mortgages and mortgages that are now more than the value of a house, unemployment will force additional people who live paycheck-to-paycheck into foreclosure. Foreclosures cost local governments due to increased property maintenance, crime, and such social issues as homelessness. As property values drop from foreclosures and the declining housing market in general, property tax revenues will decrease. Local governments that are dependent on a significant percentage of revenues from the state will face reductions in state funds as states face their own budget shortfalls. A specific local government may encounter any combination of these conditions that contribute to fiscal distress, and the timing may differ. It is imperative that elected officials seek a full and frank assessment of the current conditions and likely trends for the next two years. Local governments in some parts of the country are already making substantial changes to adjust to negative conditions. It is common, however, for the full impact on local government budgets to come 18 to 24 months after the start of an economic downturn. What Worked In Previous Cutback Efforts? In times of fiscal crisis, citizens look to elected officials for answers, and these officials can fill an important educational role. ■ Work with staff members, educate the public, solicit their input, and engage them in problem solving. Hold town meetings and provide information to the public on the issues, the financial impact, and the possible programmatic changes that will be required. Although an immediate response to a major budget shortfall is to stop spending and introduce across-the-board cuts, research shows that other approaches may be more effective in sustaining a local government over time when faced with a serious and prolonged downturn. ■ Make any cuts sensible and understandable to the public. ■ Refrain from deferring maintenance or moving money around for short-run expediencies. Remember that one-time cuts help immediately but do not save more money in subsequent years like cuts in continuing expenses do. ■ Maintain revenues to support expenditure levels because these actions have a greater positive impact in speeding economic recovery than cutting expenditures. 2 ■ Consider the value of a service before cutting it. Across-the-board cuts do not differentiate essential from nonessential services. The same percentage cut may be easier to absorb in a large program than a small one. Although it's important for local government program managers to identify cost savings, they must consider the value of the service to the local government's core mission and the impact of cutting it. ■ Make an effort to move staff members from positions that are eliminated into vacant positions. Hiring freezes create a pool of unfilled positions, but simply eliminating empty positions weakens organizational performance. It is better to target elimination of less needed positions whether occupied or not. ■ Reduce work hours or use furloughs with an accompanying reduction in pay, which has less impact on morale than a straight reduction in pay. ■ Bring contracted services back in-house to be performed by staff members in order to save money and to save jobs. Layoffs will affect the local economy due to reduced spending and other financial effects that unemployment can introduce. They may even lead to loss of homes. Where possible, alternatives such as early retirements, reduced hours, or redefined jobs are preferable. What Elected Officials Can Do Early in the process, elected officials can establish broad goals to guide program and service review by staff. Mayor Charles Meeker of Raleigh, North Carolina, for example, recently said in his state of the city address, "It's going to be a year of choosing which programs to continue, not which programs to add."1 Local officials can convey the message to citizens and staff that all programs are on the table. It is likely that programs have constituencies that support them, but elected officials need to help citizens understand that programs must meet the highest needs in order to justify continuation at current levels. They can make sure that citizens get their questions answered and understand the budget review process, but they create confusion by promising individuals that their services will remain the same or trying to get special treatment. Elected officials should expect as much information as possible from staff about options and consequences of specific cuts. Ultimately, they must weigh the long- term interests of the community as a whole in making the final decisions about cuts. Elected officials should backup central managers and give them the ' David Bracken, "Meeker: Recession is both challenge and opportunity," Raleigh News and Observer, January 26, 2009 http://www.newsobserver.com/news/story/1382542.html 3 authority and the support to act decisively and coherently. They should monitor effectiveness and look for adjustments in the methods used to accomplish the strategies. Why Innovation Is Critical Periods of fiscal stress and the necessary retrenchment can be times of innovation and creativity. Innovations can be new and original to the organization, and they can be adoptions of process improvements implemented by other organizations. Innovation brings about change and new approaches to problem solving. In a cutback period, the resources are not sufficient to maintain the status quo. The changes that are required can be reactive and negative or proactive and positive. More than ever, local governments must have the flexibility to suspend practices that are no longer adequate and thoughtfully consider and apply other solutions. Providing incentives for improving performance will encourage staff members to think creatively and become part of the solution. Here are actions that local governments can take and elected officials can support that promote constructive change: ■ Where cuts need to be made, take action quickly. ■ Focus on core mission, purpose, and highest priorities in order to differentiate essential services from others. ■ Take a long-term view. ■ Foster stewardship and cost containment. ■ Support staff in trying new approaches and improving organizational design and processes. ■ Commit to communicating with all stakeholders. What Elected Officials Can Do Elected officials' leadership in encouraging a long-term perspective, rather than a short-term reactive stance, will be essential to effective management of this crisis. The elected officials' role allows them to command attention. By inviting citizens to discuss the core mission, purpose, and highest priorities, elected officials have the opportunity to create partnerships with citizens. Their role in educating and engaging all stakeholders in solving the problems facing our communities will support their long-term vitality and stability. They can reinforce the message that innovations are encouraged despite the risks. How Local Governments Contribute to the Economic Recovery Local governments are important economic agents. Because they make substantial purchases of goods and services and have employees who buy 4 products and pay rent or mortgages, local governments contribute to the economic well being of a community. There are several strategies that local leaders can implement to mitigate fiscal stress or even mildly stimulate the economy. Elected officials leadership in championing these efforts is essential. ■ It's important to maintain or increase local government expenditures by continuing or increasing revenues or drawing down financial reserves. These actions help support the local economy countering the downturn in other areas. ■ Expand or accelerate capital projects, especially those with low operating costs. These projects put money into the economy because they have a direct relationship to business and industry. ■ Although tax cuts are an option, they are typically not large enough to make a discernable impact on the economy. ■ Although it seems counter-intuitive, economic literature suggests that cutting expenditures hurts local economic recovery more than maintaining or raising current tax levels. What Elected Officials Can Do By educating citizens on how the actions of local governments impact the economic cycle and the value of sensible budget decisions that sustain needed programs and services, elected officials can help citizens understand how local government actions support the local economy. Summary Elected officials have the responsibility to govern their communities wisely and link residents to the governmental process. The current fiscal crisis that is threatening local governments makes these tasks harder but even more important. Citizens look to elected officials to address serious problems, not just hunker down and wait out the storm. Officials should focus resources on the most important programs and services and encourage changes that will make communities stronger in the future. They are in a unique position to engage citizens and to provide the leadership that inspires confidence and trust. The complete white paper Navigating the Fiscal Crisis: Tested Strategies for Local Leaders and supporting research papers can be found at http://www.transformgov.org. 5 Navigating tthe Fiscal Crisis: Tested for L Leaders Strategies NAVIGATING THE FISCAL CRISIS: TFSTF STRAm 1Fs FC R l OCAI I.IAOFRS AaroaMt...u'k.Lkrs+!''e wt dz�';Pelt.��;in�� F.. c ♦ ` \.. a�ti Z ,\fir 4\4fa f ,r,>? �\ 3 iZ.. '' --,,,,,,.„ ' ''''''''' '''''''t„tii„,1,:::,..,,,,.' '1,:‘,, "I F NT Re' r,, ..,,,,,,,,. ;;<,:,',:i4,i.,,,,, x'o g '4 !:1 alliance F 0 li What Did We Ask? ✓What Defines the Current Crisis? ✓ What Has Worked in Previous Efforts? ✓Which Organizations Cope Better? S ` g P ::,... t >F�>+� ss� ��.'r Yt 23 �d'` a z"' y } ,sem � Y�; ter'9 s 3 eF"" ✓ Why Innovation is Critical? r:IN..",::: #y� ti.:,,,'C':;..:',..?,,M,:$01z?...'' ' ,<, 3 ,., ? N( How Can Local Governments Contribute to Recovery Deeper and Different Than the Last 50 Years ✓ Housing Market , ✓ Auto and Financial Services ✓ Manufacturing and Exports Celt 369.200 •( Service and Retail . : f �R '} ppJ ✓ Even Energy is ImPacted .! • All Levels of Government �_ • All Sectors of the Economy • None of Us Have Experienced Before Deeper and Different ✓ Sales Tax ✓ Property Tax ✓ State Government Transfers ✓ Capital Markets — Public and Private ✓ Pension and Other Investment Funds Lessons from the Past ✓ Tax Cuts Have Less Impact Than Cash Investments ✓ Investment in Ca ital Pro'ects is Better ;R, . s „..., i II P l Than Su ort for O eratin Costst„f PP P g r r. ✓ • I Continue Projects with Low, Rather l '') Ys Than High Operating Costs ✓ Block Grants S eed Recove r P rY Compared to Competitive Grants Lessons From t,, he Pa.,,,0',',.'.,',.,-,.„'st i _i-'i Cutback Management? :: -p 7 ,J',,t—',,,''-'hs‘i .?,--,z,-,,,-,i,, g t . ■ Across the Board Cuts c,'i„,,'i F.,i,.,,s Ok C.:yR ■ Freezin the Workforce ',,,,,,-.,,,:-?.,,!,'-i-, „',,,,, ✓ Or Strate 'c Mana ement? g y1 :'''i',s,''vi'tib ■ Predict the Decline ;. �r. • Focus on Core Mission ■ Educate the Public ■ Long Term Savings, Not One Time Who Co Best pes in Hard Times? ✓ Flexible & Efficient Spending Choices ✓ Revenue Diversity ✓ Have a Long Term Financial Plan ✓ Maintain Adequate Reserves Fees for Service Reflecting 1) ° Cost of Delivery ✓ Educated Stakeholders rFy r r`nryits, V Adaptive, Transparent Organization p P g • °' 414t • Innovation Now? ✓ Tough Times — RiskyVentures? g • • 0 ✓ How Should the Organization Look at the End? Si ka; ✓What Can be Done in This Environment, Which Was Not Possible Before? Promoting Constructive Change ✓ Cut Quickly, Avoid Delay Long Term View ✓ Core Mission, Highest Priorities ✓ Innovation and Continuous Improvement I Manage Revenues, Not Just Expenditures ✓ Organizational Designand Processes g ✓ Employee Stewardship ✓ Embrace Inevitability, Stick With It Imm ni ate with Stakeholders Co u c11 ,,,,,„ , #) .,,,Contributingto Recovery ✓ Maintain Spending, Don't Cut Revenues ✓ Avoid Across the Board Cuts ✓ Don't Cut Capital Projects ects With P Low Operating Costs i ✓ Avoid Random Hiring Freezes ✓ Lead Inclusively � E ✓ Draw on Ideas from All Sectors , Opportunity Crisis in ✓ Improve the O rganiz atio n ✓ Resize or Restructure .71 N-ri, , a t i , P ,..„ t ✓ DevelopNew Partnerships (N P 0, iv Ayi ✓ Focus on CommunityPriorities �; ' �' � r �„�� ' n ki,..........:,:,i'lk;it, :/:...,,,,,:::,,,,,, ✓ Proactive Not Reactive rn'll‘ por't ' \-----1 Embrace the Future's Possibilities \ ri, way . a ,,,, 7-` iyi ,,,,,,, 0 i ,„ ,, , V, „it r a F or' M Who are welk' to?to in ✓ Managers in Nevada and many other states ✓ State League Directors r ✓ 150 Webinar Respondents ✓ ICMA Regional Leadership ✓AZ Manager Focus Group P A„ ✓ TLG Conference Attendees ✓Large Cities Forum ✓Academic Network : ✓ Nevada Human Resource Directors ✓ Midwest Region Public Finance Conference What Else? ✓ Monitoring Communities: • East Providence, RI • Hickory, NC ,mss �£ n � :4 '" t ,�� xyr � a s i R �� ,0 E,�e nt h ,l` R k _ .;F; ?^;__� 5'®tW •�h • Jefferson County, CO ' � t :''iN .ttl ik:� ai `gym $z"� Illtiit: x = xRx • Las Vegas, NV f � : Overland Park, KS Q 4�2xL ,�� �,.y : PhoenlX AZ *::;'':<• -e- `x �a l , FBLs`: xss.;z .5*.#11: ■ Polk County, FLitmk-Alitt11.447;# �� � ■ Prince William County,VA • Rancho Cordova, CA ■ Rockville,MD ■ San Antonio,TX • Washtenaw County,MI 4, ''%. `1/4,„, 4)%4,. '4,6% 444%4 4' \ c'4°1;4 '''' ''I Establish X X X[a] X X X X X X X strategies,goals, and priorities Forecast trends X X X X X X X X X X X and establish an early-warning system [b] Policies in place X for reduction in force or early retirement Ilse performance X X X X X X indicator to measure results Create cyclical X X X ? X enterprise funds [a]Developed in response to earlier loss of industry [b]Initiated after budget shortfall began. Creative Change Strategies to Deal with Fiscal Crisis a. Invest in innovation and b. Examine and improve c. Develop continuous improvement organizational design and processes partnerships LAS Municipal Court is installing a CMS system Centralization/consolidation of public VEGAS which will help improve efficiencies. information and graphic arts,which were Developing an IT strategy for many of the previously decentralized in almost all cities reorganizations was assigned to a departments in the new Office of deputy city manager.The focus will be on Communications. identifying long-term IT solutions for Establishment of an implementation plan for many of the"gaps"in service delivery a Leisure Services Call Center. identified by departments in the City Manager has reorganized some fundamental service review. departments:new Chief Urban and Redevelopment Officer position will oversee the department of Neighborhood Services and the offices of Cultural Affairs and Business Development,and a division of Performance and Budget Management has been announced. HICKORY Eliminating services,reducing services and Will look at contracting organizational restructuring.Considering a some services that are review of services in FY09-10 which might currently performed in lend themselves to being combined,such as house,and bringing in- various maintenance and landscaping house some services operations. that are contracted currently. Creative Change Strategies to Deal with Fiscal Crisis-Continued a. Invest in innovation and b. Examine and improve c. Develop partnerships continuous improvement organizational design and processes POLK New budgeting system Better,Faster,Cheaper[efficiency process] Partnering with community in a developed--Budgeting for and SHINE created.Reviewing all means of donate plants for public parks Outcomes. Investigating restructuring but none to date program,with My Region,to different technology solutions— connect to Orlando and Tampa, currently looking at a with schools for facility shared "technology"audit of all cost/use,with community departments to identify colleges for job training for efficiency/cost savings is business attraction,with 17 possible. municipalities to address water and wastewater needs,and with municipalities on public safety to reduce duplication with Sheriff and Fire Protection.. PHOENIX Annual IT planning process that Consolidated four departments/functions. Eliminate duplication with what reviews technology solutions In addition,each department and the City as the private sector is able to citywide.We are doing more a whole will go through some restructuring in provide.Stepping back from training electronically.All order to deal with our new reduced staffing undertaking governmental roles departments are also looking at levels. Consolidation of centers,e.g.,closing that are the responsibility of ways to become even more small recreation centers and keeping only a county or state govemment. efficient which may result in nearby large one open. future technology solutions. Partnering with others is more Management structures have been flattened important 4th of July celebration Task force of staff to identify with a higher percentage of job cuts coming shifted from city to private firm; new revenue sources from the executive ranks rather than front after school programs being line. picked up by non-profits like Boys and Girls clubs. What Else? ✓ Fiscal Crisis Wiki It NCI MI 11fOd11O11 • Collaborative Process "a.<SLttpyS stth:E±Gf3;". ._ �....«_....,,r.__..�. !`3^3zf1s^k1Sf`,1115 • Combines the Collection and xt3 klE kL'.111th�lki-?idikY.7t3:'3S:Oh ca,,mnrsero ci a ark$I":1� X33 ?ti,i% I atxe?E,t:t a s i:a%13titti<[e taax3aee i9t4cst�lf asr, Dissemination of ,�;,,h RPkLr ►.,:tInr fft44 t�t 3:t" JH3 t yr�Lf3 . a hiGS iad�33ts n c �t:��ac n�. ;.3 atf a ��.. ::, iy j1i, i �7f:LIW:_9h3 f:..m s Information rk�.u+feaTF Aerart='c -wren 1,.a.re,mil N7 , >•]ka�f:ra.a'!P'.sH-i33'f 3aY'k�aS Nc.::.3 tr.-wren 4?6`711x£iq mil �'it! s a'RF MI'P '4Es In,to iRE eTE3a:awn,^efC:3:3K ��¢ s ■ Merges the s fi 3f R 1: ,Yot Mtg.',KWr`C$,i3iP P's.rfk R2 F4afi=;1135 z 3,4 Contributions of Practitioners and ; "es#=2Paai ai�sli 'rca;:c : ,cnacc»r rt:%asps? Academic Researchers 1,..11ncr0.3tardtotss dtaltflhaaoav www.transformgov.org SO WHAT HAVE WE SEEN? 3 Strategies: 1. Hunker Down 2.44 as � 2. All Expenditures s are Equal— F t P q Lower Tide, Lower All Boats 3. Transformation — "What If," Not "Why Me" CRISIS IS AN OPPORTUNITY RIDING ON A DANGEROUS WIND WHAT DO TRANSFORMED GOVERNMENTS LOOK LIKE? ✓ Anchored Around Purpose, Mission & Values ✓ Risk Tolerance Profile — Innovation Matters ✓ Understand the Brutal Facts but Focused on the Possibilities Not the Problems ✓ Engaged with all Stakeholders ✓ See a Path to a Desirable Future That Others Don't N( Individuals & Organizations Use Both Left & Right Brain Alliance for Innovation Karen Thoreson President!COO theNavigating Fi I risi : Tested Strategies or LocaI Leaders NAVIGATING THE FISCAL CRISIS: TF'STFD STRAFE.t"_►LFS FOR LOCAL 1 FADERS yr Ct• !':::,,,,-,, ,,:i: 4.t' ;,;:. F x h wF' o Sar Y °r� - '. '' '.:4:7''--- '' 4.-'--iniNi...,,,,,-,-,;'N's->-,,, y- x, yy r `\,Y`,,..ma,,, bXb , Y 4,4 w E ksZ ''''''' 4. ,.„ ateVaTIOn .4 - .IRGe FOR I UYL!1L1! What Did We Ask? ✓ What Defines the Current Crisis? s/ What Has Worked in Previous Efforts? . rr < ,,,,,,,,',:,,,,,,>, Y k ./ Which Organizations Cope Better? �' "� Rx:::. i ''''''''Of.(:)'::: • why Innovation is Critical s Y u 5 � "v f s,( FS. h�Q y 3 t f. .�vAi7TT ?`,1z� KS? ✓ How Can Local Governments Contribute to Recovery? andDeeper Different Than the Last 50 Years ✓ Housing Market ,t,r = ✓ Auto and Financial Services rrReis:., �w.» {E( -T1 o, a. � ` "Ril € % i Slab 'idi. Manufac-turing and Exports • Service and Retail s✓. tt ✓ Even Energy is Impacted ; i t 440-11 e � #fi� t�� ■ \3�t .... All Levels of Government ■ All Sectors of the Economy ■ None of Us Have Experienced Before Deeper and Different 0) " Sales Tax ✓ tY ProP er Tax ✓ State Government Transfers , 4. . ✓ Capital Markets — Public and Private ✓ Pension and Other Investment Funds Lessons from the Past ✓ Tax Cuts Have Less Impact Than Cash Investments II4 ✓ Investment in Capital Projects, is Better .- 7. . ' '- P a. Than Support for Operating Costs PP P g ✓ Continue Projects with Low, Rather y 46 S„ - : Than High Operating Costss ✓ Block Grants Speed Recovery ................................... :........ ..........:. :::..... .:.......: Compared to Competitive Grants Lessons From the Past ✓ Cutback Management? ■ Across the Board Cuts • Freezing the Workforce 'f` ✓ Or g Strategic Management? � • Predict the Decline • Focus on Core Mission ■ Educate the Public • Long Term Savings, Not One Time WhoCopesin Hard Best Times? ✓ Flexible & Efficient Spending Choices ✓ Revenue Diversity ✓ Have a Long Term Financial Plan it W ✓ Maintain Adequate Reserves Alr4 Sill ✓ Fees for Service Reflecting a R 4� j 1• r � .,�vz Cost of Delivery rr 5 F 41.14:1' ,4 Educated Stakeholders JI • 1� Y ✓ Adaptive, Transparent Organization P � P g { Innovation Now? ✓ Tough Times — RiskyVentures? g .�" ✓ How Should the Organization Look at the End? ✓ What Can be Done in This Environment, Which Was Not Possible Before? Promoting Constructive Change ✓ Cut Quickly, Avoid Delay ✓ Long Term View ✓ Core Mission, Highest Priorities ✓ Innovarion and Continuous Improvement ✓ Manage Revenues, Not Just Expenditures.. ✓ Organizational Design and Processes ✓ Employee Stewardship ✓ Embrace Inevitability, Stick With It y 11, 1p <t✓ Communicate with Stakeholders41111,� Contributing to Recovery ✓ Maintain Spending, Don't Cut Revenues ✓ Avoid Across the Board Cuts ✓ Don't Cut Capital Projects With Low Operating Costs ✓ Avoid Random Hiring Freezes V Lead Inclusively ✓ Draw on Ideas from All Sectors in Crisis Opportunity Improve the Organization -eVNII ✓ Resize or Restructure gni „,_ \i„)., ✓ DevelopNew Partnershi s P ✓ Focus on Community Prioritiesk. ti. IVH, ,/ �� ,,,,iej,,./.. , ,,,, ''''.444., ✓ Proactive, Not Reactive �1 ���. � , t 2 �"D ; y� t ✓ Embrace the Future s Possibilities ,:i' , Yrs ",.--:;.:\\ A 0 All, ', ,•,,,., „,,, Who are we talking to? ✓ Managers in Nevada and many other states ✓ State League Directorsr41.44 k .A�:::‘,..'itfili' of 1"44 t ✓ 150 Webinar Respondents447;,,,,Y .--:' Itk,..0403t z ✓ ICMA Regional Leadership �i icy Cgg A'N KP:�a }:. ^'k t`�X fir'Xx' y� x'xx � k'x ax'9'"S�� sr V/ AZ Manager Focus Group i r k f. . Ae Y 5. � ���r�. ✓ TLG Conferencen e) --,1k_.,,:, ,,,,,,ti,' ,:?:::::?`i::i ,:‘.-;t:41°', r,,,:',.:::: v�� Large Cities Forum g �f ✓ Academic Networktit,i,:;,,u,,,. ✓ Nevada Human Resource Directors ✓ Midwest Region Public Finance Conference What Else? ✓ Monitoring Communities: • East Providence, RI • Hickory, NC , „..,4, ial -e-, I ,„_ ■ Jefferson County, CO ,..,..- ki � � �� • Las Vegas, NV ■ Overland Park, KS '''''',:.:7 . 1. • Phoenix AZ 4 • Polk County, FL f tsulxuY.:a:u:ruc:s:3+u:tm::pmt:L.a^..:::xu:x::.::h1:Jfutt»:ussuu::::L:::t....."•......1:uu:car:.::.x::u:u:r.Attuartu:::utt:u:tttttat:s:t: ■ Prince William County,VA ■ Rancho Cordova, CA • Rockville,MD ■ San Antonio,TX ■ Washtenaw County, MI A C' era ° °'''',/,. % °' ''0 ''''q. a L °') Ci s !L �� f � ro 4'r '4y '40 '.4' �''� Co a Ci '4'/ t"/ 4r Mrd '4 Establish X X X[a] X X X X X X X strategies,goals, and priorities Forecast trends X X X X X X X X X X X and establish an early-warning system Policies in place [b] X for reduction II in force or early retirement Use performance X X X X X X indicator to measure results Create cyclical X X X ? X enterprise funds [a]Developed in response to earlier loss of industry [b]Initiated after budget shortfall began. Creative Change Strategies to Deal with Fiscal Crisis a. Invest in innovation and b. Examine and improve c. Develop continuous improvement organizational design and processes partnerships LAS Municipal Court is installing a CMS system Centralization/consolidation of public VEGAS which will help improve efficiencies. information and graphic arts,which were Developing an IT strategy for many of the previously decentralized in almost all cities reorganizations was assigned to a departments in the new Office of deputy city manager.The focus will be on Communications. identifying long-term IT solutions for Establishment of an implementation plan for many of the"gaps"in service delivery a Leisure Services Call Center. identified by departments in the City Manager has reorganized some fundamental service review. departments: new Chief Urban and Redevelopment Officer position will oversee the department of Neighborhood Services and the offices of Cultural Affairs and Business Development,and a division of Performance and Budget Management has been announced. HICKORY Eliminating services,reducing services and Will look at contracting organizational restructuring. Considering a some services that are review of services in FY09-10 which might currently performed in lend themselves to being combined,such as house,and bringing in- various maintenance and landscaping house some services operations. that are contracted currently. Creative Change Strategies to Deal with Fiscal Crisis-Continued a. Invest in innovation and b. Examine and improve c. Develop partnerships continuous improvement organizational design and processes POLK New budgeting system Better,Faster,Cheaper[efficiency process] Partnering with community in a developed--Budgeting for and SHINE created.Reviewing all means of donate plants for public parks Outcomes. lnvestigiting restructuring but none to date program,with My Region,to different technology solutions— connect to Orlando and Tampa, currently looking at a with schools for facility shared "technology"audit of all cost/use,with community departments to identify colleges for job training for efficiency/cost savings is business attraction,with 17 possible. municipalities to address water and wastewater needs,and with municipalities on public safety to reduce duplication with Sheriff and Fire Protection.. PHOENIX Annual IT planning process that Consolidated four departments/functions. Eliminate duplication with what reviews technology solutions In addition,each department and the City as the private sector is able to citywide. We are doing more a whole will go through some restructuring in provide. Stepping back from training electronically. All order to deal with our new reduced staffing undertaking governmental roles departments are also looking at levels. Consolidation of centers,e.g.,closing that are the responsibility of ways to become even more small recreation centers and keeping only a county or state government. efficient which may result in nearby large one open. future technology solutions. Partnering with others is more Management structures have been flattened important:4`,of July celebration Task force of staff to identify with a higher percentage of job cuts coming shifted from city to private firm; new revenue sources from the executive ranks rather than front after school programs being line. picked up by non-profits like Boys and Girls clubs. What Else? ✓ Fiscal Crisis Wikiz�fc 1n01aI100 ■ Collaborative Process . �+ti:�xtatlt•hsts!�3sr_:kurF�N „ttJ.'Rs:r:r�w�r �i�rhairCllre�a!,� , ■ Combines the 4L4% ,,, Collection and Intavarat okt,..t& 11oteDEe:nsUtrsawt:uT,xrt,r ucu;.,�mraa4�= a ,. ,t ttit, ��'�.4l.=lE}s7.�tGVHI+��,�tAd7lz�r�ettspt�„p3x.Aprs�Er Saar Dissemination of 9,s51tYv^,t e l �ntlYk�F9i�ektlt�►lirbtryl4.�ttri'^#f ,h:atttt n rk.::1 cr �R.}iWt'��_. et.'!kf`ss3aaailt�f.ut��t'ritfeae'�'t� Information c.>tE:`aryr�TaFC,�'Ct>x i�+Jf'srh,rthui A;<z�•a"�7�ian;k"tlat�f+ ••'a ��]KyAf"YF!'1!':iSN'k'f 1T p,ii�k. 3-QYtMfiaf�UFc:iri}=h;SNF]fl;:#x13.,3+'t:E`:!'2 �' j:rrari-ets�•n:P,�tOt�a:V::uuna:a�a:3:sa,� ■ Merges the (1" t}yJ1 •�� 1 d �YMax3p.ertanAxualrfru-°ltrnsls?M1t3cd�reff Contributions of vn'et AK�c�+�c:�p��slcd c�a,a fn.�f Practitioners and ;�tE:�2P�e,:lteEtw�aal �lNrxcYl;tdNi!%i1pi131Kt6 Gd CEpr 3fw'rtr�fiC3l2`8151 Academic Researchers ,EYl eCtsnTnt ,Nh�n hc+Mfc�n rotd lrtas 3:cr4:tl Wt Ma ray Poe4�°x3:e Dl tltnf? www°transformgov.org SO WHAT HAVE WE SEEN? 3 Strategies: . . . ..... ....::.:.......... .:. . .. 5 MMZ�l x�1 r � 1. Hunker DownxW .el.., }: f >• AS(Cyt Y yam. . All Expenditures are Equal Lower Tide, Lower All Boats 3. Transformation — "What If," Not "Why Me" CRISIS IS AN OPPORTUNITY RIDING ON A DANGEROUS WIND WHAT DO TRANSFORMED GOVERNMENTS LOOK LIKE? ✓ Anchored Around Purpose, Mission & Values ✓ Risk Tolerance Profile —Innovation Matters ✓ Understand the Brutal Facts but Focused on the Possibilities Not the Problems ,7 Engaged with all Stakeholders .rc ✓ See a Path to a Desirable Future That Others Don't ✓ Individuals & Organizations Use Both Left & Right Brain Alliance for Innovation Karen Thoreson President/COO I f 111 i E t i i E H cf) ..,:,.,,,.„:„....., .....„.....,,,:. ... 1 j) r ••••.,F f :.,,. ::::,,,ip a 44f , .., 5 ,..., , . .... , ,..:: .. m i itoe:.„.„,i,,::::: -- ..„,,,,:',14...:' '''''H ..:-...:. :i. itt, ..1!i'''' '.-r141,...,.!;14.!!!'.' ... ..:1 a 4"1*-:''' i 11 q.$ - x i N E N.) Ot O f. 1 e 1 I I I i E j E i 1 t l t 1 E 1 1 1 1 1 1 i i i E j2 I t 1 1 I 1 1 I o S t /`f 0 1iJ1 .C zi3 -a§- = co 4.-- cn ,,,,,,,711,0,;,,, -c E 0 CO (/) 0 -- iiist� (/) . \ `,r 'i;im ,: p. ,��� L. 0 \� `x,222 . gl Z 0 - CD a 0 _0 al 0 -1-‘ E . -- a) ›NL .::,,.,,,„,,,.,,,, �2 ti o ,: �t c` 4i,:g41111 i', 4441 Ei:; 0 0 0 (8 0 '41::::::,11.,..1::,:',:'::•'..,''''':',.:•.','''',-i'll '' U) mO 0 (/) Ca.. > • s. ' W 7j 0 .1.-1 0 g -8 al ow 46 2 0 0 L 0 ..0 -1-' oa) �: -.--+ c -4--+ () --0 0- — (1) .(f) ,„,.„:„,,,„„T.,,,,. :•..,,,, L...„.„,„ < Fr% ° Ew -cw ,,, ...... .4..., .. E ' cn p (/) c cm EL c cu < c 2 0 ...._ c >, L--.= -4--J 0 co a5 .. 0 0 T) ci) mu -c) N 0 •-}-� 0 H- V '- as cl s "K. �� `^ � � \tom -:\ ���} w��° y > v ��� ��� y>},4y ��ƒ«x �.�� °'; , �� / y� { / . \ \^« \ { \ . \ q \ . «:ter m... .. { ,,,..io, 22� . \ / . w. , z f / 2 \ ■ § ,\ � » » i*,,,..,,,,,,,,,,,� . . . � . � � . cn \ © « , it ■ \ 0 . i / • 1 (N CCi -* ' ap N LO E3cD. 0) -t- p a. 0 (0 LO C.) 't"-- L CO 0 >-% CO a au r.. LO CO LL 1-- r= N 0 Lao CO0 Zs co > N 0 >. 1 „....::::::.. ›- .>. LO p r J c d' (0 Z N o N Q ._ .. Z 0 CD ......., 0.. a 0 N— 0 CO 0< o 11%... 111110 „,,,„,,,,::,„,,,,,,,<.,-,,,,,, ae J Q < >•• >4. 'I' ya i� t . \ \ V L . alL Qc (/) 0 0 N _\ _= k4 xx=k 2, k�E`. I Z 't. y l zh,_. Q Q p �' Cil t,,,,.... co CCS p a) W N. .._ T— N Ck _i o 0- a M Co Q J 0 N--- Lf CO W Q Q >- > 1 ›- >, p LL WO a a) r.,. . ,., .„:!,:„,...,,,...„,„.,,,,,:„.„:„, UJ W 0 cti h" T- CN .. Ct O > N ..::„..„: i ,,,,,, a) I- E 0 V 0 k t. a) (,) _pm, al) k o co __ u) w E "wc C ,,,,,,__ _c c'i c ( 0.... c ai.) le I, wo < i J Or Z. Z :Z Q` • • 1 ,,,L' ...., , .... _.. ..,,,,,.,,,• , , ,,„.,, .,,.km, .....' ...A `fig Q. } . $ ..:: ,, 7.. ,47,....,,,.....,.,,.,,..„.:,- ': .:..,- , '4 ,. - ,, .\',-.'. w.O.,....,...,,,,, , I ..' '.::'.! 1 1 ", :II ,;$.:,-,. , ,,,,,11';‘,,,,,,,'. :::::::::4At'.4— b . 1 \ .„ . . , , 1' jyS$yc�, 1 'Alli A�,� 11 s # 4 S j x '' ...• . , ......r.� { (ID i t h�xC, `•�f Oma, 4 ..-.7 H f , 5,�S :5... CD= ...,..,_,......,.. .,,,,,,_ ... , ,...... - 11 , „....„.„.....,,,:,,„..,,...........,...„..,.,,,, , . . . _ ....., , , ...... ,„,., . ..... „ ...„,_ 1 .,... .•„,..,,,, ..... ..,.. ..,,..., . . ,.. :''' rnF .,.,, _,..„..., . ...„ ,........_.........•..........•• •_. .. , ,,, .,, ... ..,....„.....,.....x.:.,,.....„...,._ X •, , , . ........„.........,,,. , .. . s ...... k F� ,..,..„...:.. ..,,, .... ,,.. ....•,,. .. _ ,.. • •..,. ........... , ,. .,. S........„•,.,..,....„....,,,, .,.. „,.„..,,.......„......., ..f f t .. R Y i t� q` x< .. ..., .. , .. • . ... .. •, • ., .,..,.,,. .„, .,. „............ . ,,...,.....,.•..„.•....... ...,.......................,. .. :........,..i.....,.....,„,...,....,.........._.., 73 .. . . .......„,.. .„....,....„..... 51.1.) { '''.''s., ----,,,,,,,--:=:.,-;::-.....,,,. . . . (1) , ........ . . , ... , _ . ,....., ,, ,, 0 ,, . ,.., Y ,. . Qj , „t it, v# i #ten r C3) N N ----. CD C:) CD • L CO Cf) CO>. (0., (0 0 • 4 Cf) N"'"'"' 0) LL. LO N- CO U) LL, d- U.) et, (A. ta. k ›- ,..„ -----ik„.,„,.-,•,,!,:„.,:, Z _i ,,i,,, Q00 T .---,,O .„.„:„:„.„,,,,„:„.,,,,,,-,::„,i,,,,,,,,:.,,,,,,,,,,,, O Z o r• (0 T"'"" ,,.. ,,,,.. 0 Q N. CO 0 C) : f' J O CO CO N .,„:„.• < < >" Lill... Lt, 0 Wu„ tooo 000 U V. co te 0, CO Z �t .: Q .., ......, ,, ,,.„ >- Z ,,,,,,,,„,,„„,,,...:,....?...,111 :,'' stri, ,,',,!:,,,,,,,,,,,;:,5' WLi r. Cts C) M ..:_ _I 0 CO cn h. „.,,,f,,---7 __.1f: ..._ • li, Q Q ::,,, co v- two o ,....,„,r, 0 tom- CO > wr. .r--. d- il >. ..- O , LL a 0 r. w co c O LLJ te (A, (A. ., ,I I— w 4-, w • • o a) (1) ..,,,,,„,:,,,,..,„„„ 0 = J ,,:,,,,, al Q 1 o a) I-- ft F- I ,i.,„ . ...,.,„,,,,.. ,:,,.,i„t„:„..„,,,.,,, ,;i:., ...„,„, i<?�Iti.�'. 1a\3 j\ .111111 � ��a.;\jai_SIx 2 2 E\,;, , �\S�= 2 ei:\ tit;i311111111111110",„ .'.,,„'z4„. A nk \ �����.`r�6��ax.:.Zi ,k. t.. ;:iau �.i;e. ',�,,,,,iY 1,,,,,z,„*„.,1:1111111iip, ., .\i_.,.:...,„„,<„..,„,,,.,:„:4„.,:,:„„.4„..„4„,„,._.B.'AAAxrF .. A 1 .. . . ' ,.:„...:,!,:;,:i!,.:"., Bil 3 ky 1 p..i .1 0 ::�..t 0 ii,7',.t",‘„,0111111:prili, • ;',.w,4--:':':i:ltlsoiid \x I„,,,,,,.%:31 tisxx\�2i i k "„:: , k�e axi�C2 .' �. ��p '� Tat?i:i Y£s .:.,:;12,:„ •.,.„.:,..„....,.....„,„...,____.••• '• ......... , w'A.<a M 1::,::_ „ — a�G 'k i i rix. :,ems ,.\?,, ` :0,..,,i„,,._ .,,,,e,,,..,::::.. \Sit���`jS��x�2 R ik,x�A L S>� ip:... �,i2�r x RSx it i,�tyi�.ii '\Z�Fn . 'ix�:i `P: .ttn a ....... .. \` ., .—..„,„:.•.„,:•••••,,....,,„.„„_,...„....._,_,......,......„ "' .. . ‘< '''''',7,',:'-'",,'14',,:.0itilitiotr .<,,.,o.•:{...,>,.i,s.,.yx4R&R .. ,,\ '@!i of\ \ K x�2,"x v�. �\. E i :� i 3 k \\ e'�A\\L\k2 A \ ... , .. - ,: :. :.....,. r.....,.. r:::..was ,•.12?'n\Xa`..,.M,,�.�,�y.�Nh<aa..,.«nik:4. m`M'MMroeOroWeiwii+ah .. .. . t � 3 }3 4:11.1r;'.. �`$ :... .. ...., .., �.�titiai w.�::... ...emmw:aeasae� .. ... MO CO Iletit iiii;tit A!,,: i!litill .41001,,,.. Y ‘< 41111r„,. 3�FF 111,1 � z t ted Qililligil!!:,... 1M,,,,, 1 h\�hitt if .. r\x Q ie :x ��.1 Vii. �ro ��: � .�a 926 s..x3�"�s i `irk >, I �.\•sa CD 3 e1 kT f 1 ..„x* ‘,„.„41,04,,,,.4,,,,,,,„.„ \3 2� . C1 ,i!l3a �0 4,111!,,,,, � il ts,s,,,,t: . ./ i .,,,t,,,,.„.,,,,,,.., .110,1,"„,1,1,„,„ i oitii..,,,,!."0.0,-..,:..... rwmilm CD k s' „. , ... ::,...,..„,„.,,,, i� s. ...... .. - ...,, ,, :„ :,...$4iii — . ,..„,:,,,,,„0..,,,,,,:,„,,,,,!It„:„::!,14,1,,„,51.: . ....s .,..„.:,,,...„:„..„.::„.,„„4,ttiv,,!.,,,,,tlio"..,4x,,. . ,.1„, .. ,„..„...:.:„.,,,,.,,,...,1,,,,,i,,,,,..:„...,. / i '.''''''':::-'5. ,aia y2C\ :JE ....:„..,.,,,.„ . „..„.„:„....: x W I'''''''I .. :...„.....,......„.,..; -, ....•,,,,.,,„„:„. ._._ , F L".. G<E Z3. r—fra :••:,..;„.,„...--..,:i,,:r.,„,,,,,.:„., . . '.:-..:,.7::..:::,i,E,,,)ri:' .4 , ,,,, ,. 1 ■ 51) — ■ I s• b ....,....:,.,).::,•:,, :•-::,,•• . I I ,„..„, • ... ..„,,...„.,..... , _. , . 1 ,...,,,,,, ...........,.. .......,,,,,....,.,,,,,:.•. ',.....,......,...•„:.:,.„,::. ••„.. .„.., , ,.. . ..,.............. . .....„............ ,. ..:.„..„.. .,... ,,... ,. ...„:.•., .011001#., (1\1. W .,.. C '''.'. .,.. j, :: • x�` k :: F3s`C ta •vs R i`. :...... :.,,,e, .�. :jam .. 3�f�.. .` J� `fit' Z .`:. 41JP ,..,...,., i ,.•,:k9-;',,,.•:,:•..k, ;` t., d`: tom. i< i�, s s r'''.*:"H11:S.:' f 's ' .. :•-'' '.:Ii.:'::E.::,.,.. ,::;',..:','4.4..1\•.•::•441*..1 ,,,,,,Ai''''':,,,,,,,, . s � ra � y�I (/) (I) •,-.:-:',..'4:4frits,,•• ‘ N$x: 10,to#7: ) ."*'''.,T,.:‘' ,''''''\'''....'.....,.....:' z 2' ..,'•I':.;.:'d:,.:.:41'• .:,:..:...441''''' .\:i.,....:•'' ,:t4ilit',„,,••••••..:,:.,,,i., .„. D ii.,,........,.... .4,:::.,, ' !'''''''''''''''''''' .i.:, I a ,,,,,, I )....,,,,:..ws;,,,,;,.. ..:..,,,,i ,, \1,,....,....•.,.,.. . ,fit .. >N { .,,,,,,,,H11140%. ..,...,,, --N4--- ,-,,..„.,.... i „ifk ...,„,., .,:. „,...„ :7( I il /I ,. < Ha %4%'''11.:'''......,•,.... 1 / . il i InYg'4 ,..._------- 1 I ._ E • ,,,„:, ‘.........„. ,,.,„,:: .,...„.„.„.„„:„:„ 3-0 q ORO VALLEY FACT SHEET GENERAL o Pima Animal Care Center (PACC) is an open shelter that will intake all pets. o PACC has four major Departments, Enforcement, Licensing, Shelter, and Dispatch. o PACC is open seven days a week. loam to 5pm, Mon-Sat and 12 to 4pm, Sun. o PACC has over a $5 million budget with $55,633.02 contribution coming from Oro Valley. ENFORCEMENT FY 08/09 o PACC serves all unincorporated Pima County and by intergovernmental agreement all 5 cities and towns in the County. o Service includes seven days a week with 7-10 field officers working two shifts per day from 6:30 a.m. to 9 pm. and one (1) overnight officer. o A fully outfitted enforcement vehicle is approx $35,000. o A fully trained officer goes through an initial training of two weeks and an additional training of at least one month field training. o In FY 08-09, enforcement officers traversed approximately 8000 miles per week in response to over 37,000 calls; 327 of which occurred in Oro Valley. LICENSE o In FY 08-09, Pima County licensed over 104,000 dogs; 2,586 from Oro Valley. o In FY 08-09, license fees increased from $12 to $15 for altered dogs and from $50 to $60 for unaltered dogs with the increase being set aside for free spay neuter clinics ANIMAL STATISTICS o In FY 08-09, PACC handled over 27,000 animals; 105 from Oro Valley. o Of the 105 animals, 35 were adopted, 19 were returned to owner, 3 were wildlife, 7 were DOA and 41 were euthanized. o Of the 41 euthanized 18 were requests by owners, 4 were severely injured, 6 were severely ill and 13 were aggressive or feral. o In FY 08-09, PACC save rate for Oro Valley animals is 68%. ANIMAL HUSBANDRY o Humane euthanasia is a two step process. First a sedative is injected that puts the animal to sleep and then, while asleep, a lethal injection is administered. o Rabies samples are collected by removing the head after the animal has been humanely euthanized by the above process. o PACC employs a full time veterinarian on staff. The vet is available 24-7. o PACC maintains a 2400 sq. ft spay/neuter clinic. o Last year, in compliance of state law, PACC clinic performed 5368 spay neuters and Pima County contributed over$70,000 to 11 clinics performing 2187 free spay neuter surgeries on County residents' animals. o PACC maintains an over 28,000 sq ft shelter for both cats and dogs. o Waiting period for a stray is three (3) days and then it is put up for adoption. Owned animals are kept at least seven (7) days and then put up for adoption. o Sheltered animals are kept until adopted or they become ill. o When ill, PACC makes every effort to place the dog or cat with one of over 20 rescue groups. Page 1 of 1 Edward Taczanowsky From: Robert Hendrix Sent: Tuesday, September 22, 2009 4:56 PM To: Edward Taczanowsky Subject: like this This query is for activities that resulted in an animal impound for zip codes 85742, 85755, 85739, 85737 which exist north of Oro Valley. Oro Valley was excluded. i nta ke_typo 'Total Of activity_no o CATID OG OTHER CONFISCATE! 28 7 19 2 DISPO REQ 23 3 51 15 EUTH REQ 11 101 OWNER SUR i 9 21 71 QUARANTINE 13 11 12 'STRAY 57 7 46: 4 WILDLIFE 16 16 Pima Animal Care Center 4000 N Silverbell Rd Tucson, AZ 85745 520-243-5900 520-243-5950 fax 1'% ''.d,nai W:v-9.1 J ewi494 .d:CMJldt:!M;n.C'.it,*n""�15";:�ir %:�.:w.,i!ti«~ 1.04. iti,':'TV 9/23/2009 TOWN OF ORO VALLEY 2 Page 1 of 1 COUNCIL COMMUNICATION MEETING DATE: 09/23/09 TO: HONORABLE MAYOR AND COUNCIL FROM: DAVID ANDREWS, TOWN MANAGER SUBJECT: DISCUSSION OF ORO VALLEY ANIMAL LICENSING PROGRAM BACKGROUND At the December 10, 2008 Council Meeting, the Council discussed and considered creating an animal shelter for the Town of Oro Valley. The request was in part due to capacity issues at the Pima Animal Control Center (PACC). According to a September 16, 2008 Pima County Supervisors Memorandum, "the volume of PACC, which was built in 1968, exceeds capacity by more than 250%". After discussing the options presented at the December 10th Council Study Session, it was determined that the Town of Oro Valley did not have adequate funding to create its own animal shelter. At the June 24, 2009 study session staff presented information about the possibility of taking over the administration of animal licenses from Pima County and the possibility of partnering with outside organizations to take over the Town's animal housing and adoption services. At that meeting, Council determined that they required more information before making a decision to authorize the Town Manager to initiate a feasibility study. Staff attempted to answer the questions the Council had in the memo sent to the Council on July 14, 2009. A copy of that memo has been included with this communication for Council's review. Also as requested, letters addressed to the Pima Animal Care Center, Foundation for Animals In Risk, Animal Rescue Foundation, Humane Society of Southern Arizona and the Oro Valley Police Department have been sent out to invite them to take part in tonight's discussion. The purpose of tonight's item is to continue the discussion and possible action to authorize the Town Manager to initiate a feasibility study. ATTACHMENTS: 1. Memo to Council dated July 14, 2009, regarding animal licensing follow-up questions 2. Council packet from June 24, 2009 3. Letter from David Andrews to Chuck Huckelberry dated January 26, 2009 4. Letter from Chuck Huckelberry to David Andrews dated January 20, 2009 5. Council packect from December 10, 2008 6 , ...,, Ai —4141.(„A , a David Andrews, Town Manager , tep A A. /c"`UNDER 19.E Office of the Town Manager Oro Valley Administration Building 11000 N.La Canada Drive,85737-7016 (520)229-4700 FAX(520)229-4724 DAVID ANDREWS Town Manager MEMORANDUM TO: The Honorable Mayor and Town Council FROM: Joe Brehm, Management Intern DATE: July 14, 2008 SUBJ: Follow up on the animal licensing feasibility study session At the June 24, 2009 study session Council asked various questions regarding the information presented on the animal license feasibility study. In order to prepare Council to revisit this subject at the September 9, 2009 study session, staff has tried to answer each question to the best of our ability. Also as requested, letters addressed to the Pima Animal Care Center, Foundation for Animals In Risk, Animal Rescue Foundation, Humane Society of Sothern Arizona and the Oro Valley Police Department have been sent out to invite them to take part in the discussion and answer questions from Council at the September 9th session. June 24th, 2009 Study Session Council Questions: What was the outcome of the 37 dogs picked up in FY07/08? Of the 13 dogs picked up by the Oro Valley Police Department, 10 were returned directly to the owner and 3 were turned over to PACC. There is no information on the 24 dogs picked up by the Pima Animal Care Center as they indicated that they did not track that data. How do jurisdictions enforce tags? Police or animal control officers issue citations. Enforcement officers do not normally stop citizens walking their dogs to check tags, but they can. Police can also engage in proactive awareness. Enforcement levels are determined by the Police Department or Animal Control Department. How will Oro Valley get 100%compliance? It is highly unlikely that Oro Valley will attain 100% compliance. Based on our estimates Pima County currently has a 25%compliance rate. We would strive to attain a higher compliance rate. In our attempt to ensure a higher compliance rate the Town could advertise in water bills and the Vista. The Town could utilize the Oro Valley Police as well as partnering with outside organizations both profit and non-profit such as Oro Valley veterinarians to notify residents. What kinds of fines will citizens face? After meeting with the Town Prosecutor, staff has confirmed that the Town currently enforces and prosecutes unlicensed dog violations. For the first offense the statute calls for a fine no less than $25 and no greater than $250, the Town Prosecutor uses a $50 fine for a first offense. For the second offense the statute calls for a fine of no less than $75 and no more than $250, the Town Prosecutor typically uses a $100 fine. The third offense is treated as a class one misdemeanor. The Town Prosecutor noted that anyone cited for an animal license violation can have the fine dismissed if they pay to register the dog before their court date. The Prosecutor also noted that nearly all citizens cited for an unlicensed dog have their dog licensed before their court date thus dismissing the fine. What will this do to our court system? The effect this could have on the court system depends on how aggressively the statute is enforced. The Town Prosecutor does not feel the court system would be greatly impacted. Do Prescott Police place animals in regular patrol cars? Yes, they can and do. However, they often call for the Prescott Animal Control Officers to handle the situation. How many vehicles does Prescott animal control have? Prescott animal control has 3 vehicles with cages. Why did Prescott take on animal control and not have the county do animal control? It is unclear exactly why Prescott took over animal control, as they did so over 20 years ago. After contacting Prescott Animal Control, staff discovered that originally Prescott had a contract with the local Humane Society. The senior Animal Control Officer at Prescott said that the arrangement was not working welt for Prescott, but he was unable to remember why. That was when Prescott decided they wanted to take over animal control. Staff has also discovered that the operation and management of the Prescott Animal Control Facility will soon be turned over to the Prescott Humane Society. This will mean that animal control officers will be out patrolling instead of operating the kennel. Yavapai County will also continue to contract with the kennel for services. The official start date for the transfer is July 15, 2009. ' _., ._ - _ �.L.n..,1..-1•-•-....:b..,, _.....-.:fir. . _.... ... .. .. - Also as a point of clarification after business hours Prescott Police will handle dog calls as the priority level of other calls allows them to do so. Generally, they respond when the animal is creating a problem. When you have multiple jurisdictions such as Prescott, Prescott Valley and Yavapai County who do residents have to get a license with? All of the municipalities have their own license. Prescott Animal Control and Police have a policy that if someone has a valid license issued from anywhere in Arizona the Town of Prescott will honor it until it expires. Yavapai County on the other hand, requires residents to obtain a Yavapai County license regardless of whether the animal has a current license issued from anywhere else in the state. Does Yavapai Countyhave their own animal control for the unincorporated p area? The Yavapai County Sheriffs Office Animal Control consists of seven animal control officers and one supervisor. This section is responsible for investigating animal cruelty complaints, providing rabies control, enforcing the county leash law and licensing requirements as set forth by Arizona Revised Statutes Title 11, as well as providing public education concerning animals. Animals impounded by the Yavapai County Animal Control are taken to either the Prescott Animal Control Shelter or the Verde Valley Humane Society. if the town contracts with local veterinarians and someone brings their dog in and does not license the dog,does anything happen? There is no requirement for local veterinarian offices to report which dogs are not licensed. What happens if someone who lives outside the Town drops off a dog and drives away? The Town would attempt to locate the owner. If the owner cannot be located then the animal would be transferred to the kennel the Town partners with and then transferred to an adoption facility. If our shelter is already full and Oro Valley drops off an animal do animals get displaced? The Town could have a second contract with another shelter if an overflow situation occurs. Coconino County contracts with the Second Chance Center(SCC) for adoption and medical services. The SCC is a no-kill shelter, when their shelter comes close to capacity, they look to their network of volunteer foster homes and partnerships with other shelters to deal with overflow. They do not euthanize animals for lack of space. 2 What are the total yearly medical expenses that Coconino County has paid for unclaimed animals? During FY2007/2008 the Coconino Humane Association spent$1,100 in medical care for 14 animals. This equates to an average of about$79 per animal. Figures from the SCC are not available yet. What are the conditions that a no-kill shelter will humanely euthanize? No-kill shelters do not euthanize animals for lack of space. Unlike government shelters, no-kill shelters are private organizations and wilt only take in adoptable animals. They only euthanize animals to alleviate suffering in both medical and behavior cases. Will the kennel we partner with take strays? It would depend on the kennel we choose. They may have the facilities and medical ability to take on strays. This could be determined as part of the feasibility study. Will the kennel we partner with take a vicious animal? Again this would depend on the kennel we choose. Some may have quarantine capabilities while others may not. This could be discovered by the feasibility study. What happens if an Oro Valley police officer takes an animal into their car that has Parvo? Parvo is a contagious virus mainly affecting dogs. The disease is highly infectious and is spread from dog to dog by direct or indirect contact with their feces. It is unlikely that an officer who handles an animal infected with parvo will transmit the virus to an unvaccinated dog at home. Parvo survives in organic material such as soil for up to one year. So long as the officer washed their hands and uniform before interacting with an unvaccinated dog it is unlikely that their pet would be infected. If a parvo infected dog was transported in back of a police vehicle a wipe down with bleach would kill the virus. What are the other duties that PACC does that we are not talking about? In addition to all animal care, control, adoption and road clearing duties, the Town and several other jurisdictions along with PACC form the Domestic Animal Response Team. This team is mobilized in the event of a major disaster to assist in catching and caring for domestic animals. PACC also does rabies monitoring for Pima County. If an Oro Valley resident called PACC for an animal such as coyote, bat or fox being in their backyard PACC would contact Arizona Game and Fish and PACC would track to see if the animal had rabies. Who do you call for an injured javelina In your backyard? If a resident called PACC or OVPD, then the call would be transferred to the Arizona Game and Fish Department to have them collect the animal. 3 What are the state requirements for dealing with deceased animals In the roadway? There are no legal requirements for a municipality to clear roadways of deceased animals. What happens with the different kinds of deceased animals in the road? if there is a deceased dog or cat then PACC will come out and retrieve it. If the animal is wildlife then the Arizona Game and Fish will collect the remains. David Andrews, Town Manager cc: Jerene Watson,Assistant Town Manager Tobin Rosen,Town Attorney Tobin Sidles,Town Prosecutor Tory Schlievert, Management Assistant 4 TOWN OF ORO VALLEY 4 Page 1 of 3 COUNCIL COMMUNICATION MEETING DATE: 06/24/09 TO: HONORABLE MAYOR AND COUNCIL FROM: DAVID ANDREWS,TOWN MANAGER SUBJECT: DISCUSSION OF ORO VALLEY ANIMAL LICENSING PROGRAM BACKGROUND At the December 10, 2008 Council Meeting, the Council discussed and considered creating an animal shelter for the Town of Oro Valley. The request was in part due to capacity issues at the Pima Animal Control Center (PACC). According to a September 16,2008 Pima County Supervisors Memorandum,"the volume of PACC, which was built in 1968,exceeds capacity by more than 250%". After discussing the options presented at the December 10th Council Study Session, it was determined that the Town of Oro Valley did not have adequate funding to create its own animal shelter. In lieu of creating a shelter in Oro Valley, staff was directed to continue to explore local options to provide a more cost effective service to residents and better care to Oro Valley animals. In doing so, staff has explored the possibility of taking over the administration of animal licenses from Pima County and partnering with an outside organization to take over the town's animal housing and adoption service as well. Tonight's item is meant to be preliminary in nature and requires feedback from Council as to their continued interest in on some or all of the topics presented. 1 LICENSING According to our intergovernmental agreement with Pima Animal Care Center, PACC provides all animal control and care services to the Town of Oro Valley, including licensing. The revenue PACC receives from the purchase of animal licenses by Oro Valley residents serves as payment for animal control services rendered by PACC. Revenue from licenses is used for the animal control services PACC gives Oro Valley,however if costs incurred by the town exceed the revenue from licenses,the town uses money from the general fund to make up the difference. In fiscal year 2007/2008,in addition to the $38,561 Pima County collected in license fees,the Town of Oro Valley paid$8,023 from the general fund totaling$46,584 paid for all animal care and control services that year. Pima County receives an average of$38,500 from Oro Valley residents every year as residents must renew all licenses yearly and if costs incurred to the town are less than the revenue from licenses then PACC keeps the extra revenue. Council has asked staff to evaluate the feasibility of taking over the function of animal licensing and in doing so; staff has also had to consider the implications of taking over all other forms of animal care and control. As it relates to licensing there are several factors Council needs to consider in both legal and administrative areas. It has been determined,through consultation with the Town Attorney,that the Town of Oro Valley has the legal ability to administer animal licenses provided that the town's ordinance is equal to or more stringent than the county's ordinance. Staff also determined that 60 days written notice is required to end our IGA with PACC and the Town would be responsible for paying any potential service deficit. The administration of licenses can be done by either contracting with local veterinarians or by having town staff issue licenses like they do with building licenses. It is difficult to estimate the workload if Council decided to have staff administer licenses as there are a few variables such as software and license renewal options that can be explored. Staff can look into • TOWN OF ORO VALLEY Paget of 3 COUNCIL COMMUNICATION MEETING DATE: 06/24/09 the possibility of using our current permit software,Permits Plus, to administer and track licenses instead of leasing or purchasing new software. There are several other things for Council to consider when taking on licensing including the cost of initial marketing and promotion to inform the residents about the town's new ordinance. There will be a cost for postage and supplies for sending out reminder notices and applications. Some staff time will be needed for oversight of the veterinarians and their staff should the Council choose to exercise that option. In addition to fees and licenses,breaking the contract with PACC will mean that Oro Valley will have to take over animal care and control services. ANIMAL CARE AND CONTROL As stated earlier,the Town's IGA with PACC provides that PACC houses all retrieved animals at their facility located at 4000 N. Silverbell Road. During FY07/08 PACC responded to approximately 170 calls for service and picked up 24 dogs from Oro Valley,while the Oro Valley Police Department responded to 78 calls for animal control service and picked up approximately 14 dogs. For FY07/08 Oro Valley had a total of 38 lost animals retrieved. If the Council were to consider taking over the licensing portion of the current PACC IGA, the Town would also be required to provide animal care and control. Staff suggests exploring the possibility of partnering with a local kennel for sheltering services and non-profit organizations to do adoption services. The enforcement responsibility would be transferred to the Oro Valley Police Department. Further information is needed to determine the costs of purchasing basic animal control equipment and training. An example of this equipment is a handheld dog microchip scanner. The scanner is universal and can read microchips from different manufactures and different frequencies. Based on staff estimates cost for scanners can be between $220 and$419,depending on whether or not the Town purchases chips to go with them. Staff can research the possibility of having animal control officers from other jurisdictions give presentations on animal control. SIMILAR JURISDICTIONS: The City of Sedona and Coconino County both contract with non-profit shelters to house their stray dogs. The City of Sedona has a contract with the Sedona Humane Society. The City of Sedona has its regular police officers and a single animal control officer take found animals to the Sedona Humane Society shelter. The shelter is responsible for administering licenses for the city as well as all medical, sheltering and adoption p services. The Sedona Humane Society keeps all revenues generated from the licenses, and in addition to this the City of Sedona also gives $42,083 yearly to the Humane Society. Coconino County has a contract with Second Chance Center for Animals(SCCA) for emergency services. If the Coconino County Health Department Animal Management staff picks up an injured animal it is taken to SCCA. if an owner can be located the owner pays for sheltering and medical fees. If no owner can be located the County pays all fees. After a 72 hour wait period and if the animal is healthy and no owner can be located, it is then transported to a local shelter for adoption. There is no annual payment from the county to SCCA, payment is on a case by case basis. The Town of Prescott has its own Animal Control Department that maintains a kennel for the Yavapai County Sheriffs Department,the Prescott Valley Police Department and the Prescott Police Department. Adoptions are made from the kennel. For licensing,the town code has a provision to allow the local veterinary offices to TOWN OF ORO VALLEY Page 3 of 3 COUNCIL COMMUNICATION MEETING DATE: 06/24/09 administer dog licenses. The code allows the veterinarian to keep$2 and remit the rest back to the town. There is no formal contract with the local vets,just the town code. Licenses can also be purchased at the Prescott Animal Control Department. FISCAL IMPACT On June 1,Pima County raised its fees by about 20%across all areas of their operation. It now costs$15 per year to register an altered dog, and $60 per year to register an unaltered dog. The cost of impoundment and all other services have also increased. So while Oro Valley residents paid $46,583 to the County in FY 2008 to handle 24 animals and 170 calls for service,they will likely pay at least$55,899 next year for the same number of animals and calls for service. According to the American Veterinary Medical Association,towns of 45,000 people have an estimated 11,376 dogs. According to the American Pet Products Manufacturing Association, 28%of owned dogs are not spayed or neutered. Therefore, Oro Valley has an estimated 8,191 altered dogs and 3,185 unaltered dogs. If we charge what the County now charges for licenses, and we got closer to 100%compliance, Oro Valley could collect up to $313,965 in license fees however, some of this revenue would be needed to purchase equipment to take over the animal care and control services. NEXT STEPS - Should Council choose to pursue this item further, it would be appropriate to commission a feasibility study to evaluate all of the costs associated with taking over animal care and control services and to determine the revenue that could be generated through animal licensing. ATTACHMENTS: 1. City of Sedona Contract 2. Coconino County Contract 3. Town of Prescott City Code { David Andrews,Town Manager AGREEMENT FOR CONTRACTED SERVICES This AGREEMENT entered into by and between PAW PRINTS,HUMANE SOCIETY OF SEDONA,INC., a private,non-profit corporation hereinafter called"Society"and the CITY OF SEDONA,a municipal corporation,hereinafter called,"City,"this l day of July, 2007. WHEREAS,the City is a municipal corporation located within Coconino and Yavapai Counties, Arizona; and WHEREAS, the City is in need of animal sheltering pursuant to the requirements of State Law and the ordinances of the City; and WHEREAS,the Societyoperates and maintains a shelter which can be used for this purpose. � P NOW, THEREFORE,the parties to this agreement hereby agree as follows: A. SHELTER FACILITY 1. During the term of this contract,the Society will continue to operate and maintain an animal shelter to provide proper and humane care for all dogs and cats which come into its custody. 2. The Society shall be fully responsible for the operation and maintenance of its shelter facilities, and shall furnish the personnel,materials, equipment, and other items necessary to carry out the terms of this agreement. 3. The Society shall maintain suitable office hours at the shelter for the benefit of the public and for the purpose of transacting business in connection with the duties under this contract and for the purpose of receiving dogs and cats and/or accepting applications for the redemption of impounded animals. 4. The Society shall be responsible for and in full control of the work of its personnel,who shall be responsible to the Society. e to receive dogs and cats delivered by the enforcement agent of 5, The Society agrees the City. 6. It is understood and agreed by the parties that the Society has no facilities or methods for sheltering animals other than dogs and cats,nor does it contemplate providing such facilities. The Society may,however,at its option, shelter other small animals from time to time when deemed necessary by the Society for humane reasons. 7. The Society will provide a key to the shelter facility to the Sedona Police Department and allow designated Police Department personnel to have access to the facility as necessary to impound dogs and cats when the facility is not open Paw Prints,Humane Society ot'Scdona Contract 2007-2008 and staffed bySocietypersonnel. Such impoundment shall be conducted by the Police Department in accordance with established operating procedures. provisions Pursuant to the of the Sedona City Code,the Society will account for all impoundment and adoption fees and will remit to the City those fees as required by the Sedona City Code and this agreement. 9. The The Societywill account for sterilization costs that are reimbursed by the City as further provided by this agreement. B. DEPENDENT_CONTRACTOR I. The parties agree that the Society provides specialized services and that the Society enters this contract with the City•as an independent contractor. Nothing in this contract shall be construed to constitute the Society,nor any of its personnel, volunteers, or directors, as agents,employees,or representatives of the City. 2. As an independent contractor,the Society is solely responsible for all labor and expenses in connection with this agreement and for any and all damages which may arise during the operation of this agreement. 3. The Society shall carry appropriate insurance and shall indemnify and hold the City and its officials, employees and agents harmless from any and all claims, demands, actions and causes of action(including attorney's fees)or liability for damages for personal injury or property damage resulting from the acts or omissions of the Society's officers,directors,agents,employees,� or volunteers,in connection with this agreement or in any way arising from the activities or services of the Society as set for in this agreement. 4. It is understood and agreed that the Society is free to contract with other parties or to otherwise provide additional services. 5. The Society must conform to the Americans with Disabilities Act of 1990 (ADA) and the Rehabilitations Act of 1973 as amended. This includes prohibiting discrimination against the handicapped in employment,programs, services and activities and making reasonable accommodations to allow their full and equal access to all such employment,programs, services,and activities. Society shall also comply with all other federal,state, and local regulations prohibiting unlawful discrimination in employment programs, services activities and contracting. C. IMP QUNDME I T 1. It is understood and agreed that the Society will accept dogs and cats for purposes of impoundment. Such impounded animals will be held by the Society for a Paw Prints,i Iumanc Society of Sedona Contract 2007-2008 holding period of not less than 96 hours,and holding period to commence at time of arrival upon the day such animal is received by the Society. 2. Upon expiration of the 96 hour holding period,the animals which have not been redeemed by an owner shall become the property and responsibility of the Society,which may place such animals on adoptable status or may euthanize by humane injection,in accordance with the requirements of A.R.S. §24-381. 3. Society reserves the right to euthanize immediately any impounded animal whose behavior or physical condition is such that said animal represent a danger to the well-being of other animals,provided the action taken by the Society is in compliance with City Ordinance and State Law governing the treatment of animals. The Society shall comply with the retention time limits of Chapter 6 of the City Code in the disposition of biting animals. 4. $42,083 will be paid annually for three years to the Society in anticipation of annual impoundment costs. (The $42,083 will be paid based on a$3.75 per capita basis. However,the$42,083 will remain constant for the first three years of the contract beginning July 1,2007.) When animals that have been impounded, are reclaimed by their owners,the Society will collect the impoundment fees set forth in the City Code Sec. 6-1-4(G)and shall remit such fees to the City on a quarterly basis,by the fifteenth of the month following the close of each calendar quarter. The Society agrees to keep proper financial records to submit with said impoundment fees and accounting of all such fees collected and remitted. The Society shall permit the City,at all reasonable times,to inspect and audit such records. 5. Beginning on July 1,2007, the parties shall have the option to renew this Agreement for three(3)one year terms. Notice of renewal shall be given in writing no less than sixty(60)days prior to the termination date. lithe option to continue is accepted by both parties,the City will pay the Humane Society at a rate equal to$3.75 per capita based on the current State Department of Economic Security estimate for population in Sedona. In no event shall the estimate be older than six(6)months. D. RABLES QUARANTINE 1. The Society agrees to accept from City enforcement agent and to hold for not less than seven(7)days any stray,unowned dogs, or dogs for which no owner can be found, for the purpose of rabies quarantine when such dog has bitten a person. 2. The parties to this agreement expressly agree that owned dogs which are to be held for rabies quarantine and returned to the owner in the event that no rabies is exhibited will not be delivered to the Society for quarantine. Such dogs should be quarantined at a veterinary clinic or commercial boarding kennel at the owner's expense. Paw Prints,Humane Society of Sedona Contract 2007-2008 E. STERE-.IZATIt�N ' OORAM sterilization assistanceprogram to assist qualifying low income The Society shall offer a P �' City residents in defraying the cost of surgical sterilization of dogs and cats. In consideration thereof,the Humane Society will retain the first$2,500.00 received in impoundmentoundment fees for the purpose of funding the sterilization assistance program. The Society shall submit to the City Manager criteria to be used to qualify recipients for assistance. The Society shall maintain a separate accounting record of the use of such funds. Sterilization of animals which are adopted shall be paid for by the adopting parties as contemplated in City Code Sec. 6-1-4(J). F. COMPENSATION The City agrees to compensate the Society for fulfilling its obligations and responsibilities herein the sum of Forty Two Thousand Eighty Three dollars($42,083.00) which shall beP aid in one lump sum upon execution of the Agreement. This amount includes an undetermined amount for the services provided within the contract. G. EXCLUSIONS AND LEG S COMPLIANCE 1. It is understood and agreed that Society does not contract with City for and will not be responsible for: a. picking up stray, injured,ill or dead animals; b. investigation of violations of City's animal control laws nor enforcement of same; c. animals other than dogs or cats. 2, The Society agrees to comply with all federal, state,municipal, and city laws, ordinances rules,or regulations applicable to the Society's business or services or to theP erformance of these services,with the express and explicit exception of any so-called"pound seizure"rules or laws in existence now or in the future. 3. The Societymust conform to the Americans with Disabilities Act of 1990, (ADA) and the Rehabilitations Act of 1973, as amended. This includes prohibiting discrimination against the handicapped in employment,programs,services and activities and making reasonable accommodations to allow their full and equal access to all such employment programs services and activities. Society shall also comply with all federal,state and local regulations prohibiting unlawful discrimination in employment,programs, services,activities and contracting. H. TERMS OF CONTRACT AND SIGN ABILITY 1. Neither party to this agreement shall have the right,authority,or power to sell, transfer,or otherwise assign this agreement or the powers or duties conferred herein to any other person or party. Paw Prints,Humane Society of Sedona Contract 2007-2008 2. This contract shall extend from July 1,2007 to June 30, 2008,unless terminated sooner in accordance with termination provisions contained herein, 3. EitherP arty may terminate this agreement,without penalty, upon 30 days written notice of the other. Upon such termination, the parties shall assess the services rendered to the date of termination and the City shall make any necessary payment for the services rendered to the date of termination have been paid by the City on a proportional basis over the term of the Agreement. This agreement may be extended,amended,or renewed upon mutual written consent of both parties hereto. 4. The City may terminate this Agreement at the end of any fiscal year during the term of the Agreement provided that funds are not available from the governing or funding body for the continuation of the Agreement. The City's fiscal year ends on June 30th of each year. 1N WITNESS WHEREOF,the parties have executed this agreement the day and year first above written. City of Sedona Paw Prints,Human Society of Sedona,Inc. r - i .By. 4. cty ; !f�� / re .'6ent 'rf Attest: Attest: d ‘r)City Cle S etary APPROVED AS TO FORM: /AtAity4,/ /014( City Attorney Paw Prints,Humane Society of Sedona Cu n tract 2007-2008 vV are, w i V v s••••.04... N••••NV.tii •aa,• y.{a1 COCONINO COUNTY ADMINISTRATION BUILDING 219 EAST CHERRY AVENUE,FLAGSTAFF,ARIZONA 86001 FAX-COVER SHEET FAX: (928) 779-6687 11111111iiill:PA!!!!!hi TO: joe Bre'r , A FAX: 6 - gg PHONE: S - DATE: 19 PAGES: ., including cover FROM: aok e_ onacrk Recor6,-, /Th s e 4 e-k-OLiiv(y• C. e ( o v ' a d s may/ ♦♦ C IA C LA PHONE: D AS 0 NOTES: 'T e Coco r\ t3veicA h a 4- if‘ C C 1-, 'c4 C# w S 1.. .,4-.v i e-v1-4( w e r'C can ci I This INDEPENDENT CONTRACTOR AGREEMENT(hereinafter the "Agreement")is made this a day of '.►'�... ,2008 BETWEEN SECOND CHANCE CENTER FOR ANIMALS (SCCA)an Arizona corporation located at 11665 North Highway 89, Flagstaff, Arizona 86004; (hereinafter the "Independent Contractor") AND COCONINO COUNTY,a political subdivision of the State of Arizona, of 219 East Cherry Avenue, Flagstaff, Arizona 86001,(hereinafter the "County"), WHEREAS: A. The County has a need to obtain the services of an Independent Contractor to provide emergency veterinary services for injured animals(hereinafter the"Services");and B. The County issued a Request for Quotation in order to obtain these S mices; and C. The Independent Contractor submitted the highest rated proposal; and, D. The County desires to contract with an Independent Contractor to provide these services; and E. The Independent Contractor agrees to provide these services. NOW THEREFORE,in consideration of the mutual promises and covenants set out herein,the Independent Contractor and the County agree as follows: 1. Scope of Work The general scope of work will contain but not limited to the following items: Small animals will be brought in by Coconino County Health Department Animal Management staff and occasionally an individual that lives within the county(excluding city limits)that found the injured animal(s). These calls include,but are not limited to, animal(s) injured in an accident,hit by a car,neglect/cruelty and animal(s) tranquilized by animal management. A veterinary or veterinary technician must be available for after hour emergency calls. An emergency telephone number is to be provided to Coconino County Health Department Animal Management staff where this individual can be reached at all times. If the designated contact person is not available, a backup person must be available. 4 J 1 ✓/V V W�!•.�V 4 Li 11 1 V i3.d L i\V L L �!\ p.V a Animal(s) shall be made comfortable, and then an assessment of injuries shall be performed and treatment will be determined by veterinarylveterinary technician and discussed with on call Coconino County Health Department Animal Management staff. If animal(s)injuries are not treatable and the animal(s)is suffering, the decision will be made jointly between the veterinary and on call Coconino County Health Department Aminal Management staff to humanely euthanize the animal(s). If an owner is found,it will be their responsibility to pay for the treatment of their animal(s). It will be the responsibility of Coconino County Health Department to collect money owed. If no owner is located, Coconino County Health Department Animal Management Program will be responsible for the cost of treatment. Expenses the County will pay for individual cases may be capped on a case by case scenario and negotiated with the County at that time. . It will be the responsibility of Coconino County Health Department Animal Management staff to pick up the injured animals) and transport to Independent Contractor. If there is no known owner or identification on the animal(s)and it's determined that the animal(s) is healthy enough to be transported to the county contracted humane shelter, Coconino County Animal Management staff will pick up the animal(s)and transport it to the shelter. After the animal(s)has received treatment and is ready to be released,Coconino County Health Department Animal Management staff will be responsible for transporting the animal(s)to the shelter. If the animal(s)has not been claimed after a 72 hour period, that anirnal(s)shall remain with SCCA if it has undergone treatment for more than 72 hours and that it not be transported to the contracted shelter. Only dogs are subject to the 72 hour stray ordinance. It is Coconino County Health Department Animal Management Program responsibility to inform the county contracted shelter of the animal, circumstances around the injury, description of the animal(s)and where the animal is being treated. It is also the responsibility of Coconino County Health Department Animal Management Program to try and locate the owner. If it is determined that the animal(s)needs to be humanely euthanized,on call Coconino County Health Department Animal Management staff will authorize. 2. Compensation The compensation to be paid by the County for the work performed by the Independent Contractor under Paragraph 1 above shall be based the rates listed on Attachment A which is hereby incorporated into this Agreement. Other charges may arise in certain situations that may not be listed on attachment A. The County will have the option to determine how much it will spend on additional services based on the recommendations of the medical staff. Disposal rates are listed in Attachment B which is hereby incorporated into this Agreement. Payment terms are net thirty(30) days. Invoices may be submitted immediately and as often as incurred. 3. Term of Agreement and Termination The term of the contract will be from date of signing through June 30,2009 with four renewable one-year options at the County's sole discretion. This contract can be terminated by the County for any reason with 30 days written notice. This contract can be terminated by the Independent Contractor for any reason with 90 days written notice. 4. Indemnification The Independent Contractor shall at all times indemnify, keep indemnified, defend and save harmless, to the fullest extent permitted by law,the County and/or any of its agents, officials and employees from any and all claims,demands, suits, actions,proceedings, loss, costs and/or damages of every kind and description including any attorney's fees and/or litigation expenses which may be brought or made against or incurred by the County on account of loss of or damage to any property or for injuries to or death of any person, caused by, arising out of,or contributed to, in whole or in part,by reason of any alleged act,omission,professional error,fault, mistake,or negligence of the Independent Contractor, its employees,agents,representatives, or subcontractors,their employees, agents, or representatives in connection with or incidental to the performance of this Agreement or arising out of Worker's Compensation claims,Unemployment Compensation claims, or Unemployment Disability Compensation claims of employees of the Independent Contractor and/or its subcontractors or claims under similar such laws or obligations. The Independent Contractor's obligations under this paragraph shall not extend to any liability caused by the sole negligence of the County or its employees. The County shall at all times indemnify,keep indemnified, defend and save harmless,to the fullest extent permitted by law,the Independent Contractor and/or any of its agents, officials and employees from any and all claims, demands, suits, actions,proceedings, loss,costs and/or damages of every kind and description including any attorney's fees and/or litigation expenses which may be brought or made against or incurred by the Independent Contractor on account of loss of or damage to any property or for injuries to or death.of any person, caused by, arising out of,or contributed to, in whole or in part,by reason of any alleged act,omission,professional error, fault,mistake, or negligence of the County,its employees, agents, representatives, or subcontractors,their employees, agents, or representatives in connection with or incidental to the performance of this Agreement or arising out of Worker's Compensation claims, Unemployment V/ r V.I V V♦ V i• ♦♦♦ Y 4i N`/ V.1..a ice♦1 Y•V V Compensation claims, or Unemployment Disability Compensation claims of employees of the County and/or its subcontractors or claims under similar such laws or obligations. The County's obligations under this paragraph shall not extend to any liability caused by the sole negligence of the Independent Contractor or its employees. 5. Insurance a. The Independent Contractor shall provide and maintain and/or cause its sub- contractors to provide and maintain appropriate insurance. In no event shall the total coverage be less than the minimum insurance coverage specified below: i. Commercial General Liability in an amount not less than One Million Dollars ($1,000,000)per occurrence. ii. Professional Liability Insurance in an amount not less than One Million Dollars ($1,000,000)per occurrence. iii. Automobile Insurance per State of Arizona requirements. b. The Independent Contractor shall name the County, its officers,agents, employees and volunteers as additional insureds except on the Professional Liability Insurance, and shall specify that the insurance afforded by the Independent Contractor shall be primary insurance and that any insurance coverage carried or self-insurance by the County, any department or any employee shall be excess coverage and not contributory insurance to that provided by the Independent Contractor. Said policy shall contain a severability of interest provision. County reserves the right to continue payment of premium for which reimbursement shall be deducted from amounts due or subsequently due Independent Contractor. c. Failure on the part of the Independent Contractor to procure and maintain the required liability insurance and provide proof thereof to the County within ten (10) days following the commencement of a new policy, shall constitute a material breach of the Agreement upon which the County may immediately terminate the Agreement. Within ten(10)days of signing this Agreement, the Independent Contractor shall furnish the County with copies of the Certificate of Insurance drawn in conformity with the above insurance requirements. The County reserves the right to request and receive certified copies of any or all of the above policies and/or endorsements. d. The Independent Contractor agrees to comply with statutory requirements for both worker's compensation and unemployment insurance coverage during the term of this Agreement. A Certificate of Insurance for worker's compensation shall be provided within ten(10)days of signing this contract. 6. Independent Contractor's Status Independent Contractor shall operate as an independent contractor and not as an officer, agent,servant,or employee of the County. Independent Contractor shall be solely responsible for the acts and omissions of its officers, agents, servants, and employees. As an independent contractor,the Independent Contractor is responsible for providing all workers' compensation insurance required by law. 7. Amendment and Entirety of Contract This document constitutes the entire Agreement between the parties with respect to the subject matter hereto and shall supersede all previous proposals,both oral and written, negotiations,representations, commitments,writings, agreements and other communications between the parties. It may not be changed or modified except by an instrument in writing signed by a duly authorized representative of each party. 8. Records The Independent Contractor will: a. Submit all reports and invoices specified in this Agreement. b. Preserve and make available all records for a period of five (5) years from the date of final payment under this Agreement and for such period as is required by any other paragraph of this Agreement including the following: i. If this Agreement is completely or partially terminated,the records relating to the work terminated shall be preserved and made available for such a period of five(5) years from the date of any such termination; ii. Records which relate to disputes,litigation or the settlement of claims arising out of the performance of this Agreement or to costs and expenses of this Agreement to which exception has been taken by the County shall be retained by the Independent Contractor until such appeals, litigation, claims or exceptions have been finally resolved. iii. If any litigation, claim or audit is started before the expiration of the five- year ve.year period,the records shall be retained until all litigation,claims or audit findings involving the records have been resolved. 9. Approval by the County Before this Agreement shall become effective and binding upon the County, it must be approved by the County's Board of Supervisors. In the event that the Board of Supervisors fails or refuses to approve this Agreement, it shall be null and void and of no effect whatsoever. JV,.i.J i•it 41.11. LI...,4.AN. lilt p•V J 10. Waiver The failure of either party at any time to require performance by the other party of any provisions hereof shall in no way affect the party's subsequent rights and obligations under that provision. Waiver by either party of the breach of any provision hereof shall not be taken or held to be a waiver of any succeeding breach of such provision or as waiver of such provision itself. 11. Non-assignment This Agreement is non-assignable. Any attempt to assign any of the rights, duties or obligations of this Agreement shall be void. 12. Cancellation of Agreement This Agreement is subject to cancellation by the County pursuant to A.R.S.§38-511. 13. Non-discrimination The Independent Contractor shall comply with State Executive Order No. 99-4 and all other applicable Federal and State laws,rules and regulations concerning discrimination, including the Americans with Disabilities Act. 14. Notice to Independent Contractor Regarding Tax Duties and Liabilities The Independent Contractor understands that the Independent Contractor is responsible to pay, according to law, the Independent Contractor's income tax. If the Independent Contractor is not a corporation,the Independent Contractor further understands that the Independent Contractor is be liable for payment of all applicable employment (social security)tax,to be paid by the Independent Contractor according to law. 15. No Authority to Bind County The Independent Contractor has no authority to enter into contracts or agreements on behalf of the County. This Agreement does not create a partnership between the parties. 16. Declaration by Independent Contractor The Independent Contractor declares that the Independent Contractor has complied with all federal, state and local laws regarding business permits, certificates and licenses that may be required to carry out the work to be performed under this Agreement. 17. Notice Any notice given in connection with this Agreement shall be given in writing and shall be delivered either by hand to the party or by certified mail-return receipt to the party's place of business as set forth above. 18. Choice of Law Any dispute under this Agreement or related to this Agreement shall be decided in accordance with the laws of the State of Arizona. 19. Severability If any part of this Agreement shall be held unenforceable,the rest of the Agreement will never the less remain in full force and effect. IN WITNESS WHEREOF the parties hereto have executed this Agreement as of the dates hereinbefore indicated. SECOND CHANCE CENTER COCONINO COUNTY F•R h I •LS • , Exe ,tive DI= # Purchasing Manager ACKNOWLEDGED before me by the • V • Said as of and for on this • C e o `l a :oard day of 2008 AAP t • .+ire. :! Notary Public • . ..- iu o �r •ttome� y v••I +r.I.v.." V v•4,4.. •tii♦ •i N it i♦V V 1 i All ...... imanimiaminammerealammummwermeipow .,....,,., ...... ...,......_.................____.................__,.... _ ............__...._ _ ACORD,„ CERTIFICATE OF LIABILITY INSURANCE amil'im";;;;71 oouon phonr a F . THIS CERTIFICATE IS ISSUED AS A MATTER ONLY AND CONFERS NO RIGHTS UPON f C=mom» HOLDER, THIS CERTIFICATE DOES NOT AMEN t ,..,ALTER TNI AFFORDED BY THE POLJCi E MUMS AFFORDING COVERAGE i ROMEO k__INSURER w + OC RAMER D: F* COV ............�.. - - .�- THE POLICIBS OF 'MA WR LISTED BELDW HAVE Xi= ZOOVED TO THE ZNSUREO NAMED ABM PoR TR PO ICY PERIOD? IND I /CAANY UTR , TRH OR CONDITION OF ANY cONTR OR OTHER DOCUMENT WITH �p6CT TO WHICN DUO D' cERTI PI CATS MAY BR T 98UB0 OR MAY PERTAIN, THE INSURANCE WORDED BY TUE POLICIES DESCRIBED ;MEM IS SUBJECT To - S, EXcwsioas AND coNorriow. 0! =CH paLIcIHa. AOit TE LInxTO SNOW MY HAvg lam MOMBY PAM CLAIMS. I ALL THE iiiCI) S• ,1.�' A♦ •' 1. i I��._�► 4•� ,fi :t�^.rJJ �1 1 • '!*. � �SAW- �,moi •• � fl IIIIIII pi COMM!f CrAL 0!N RtAL.UAD UTY �`. 0.—.., II CLAUS MAS E.. MW aw ar•�a� 1 _____________________ esow�l m hD1l rewv t 4 t�t+�n.AO OM GA! AP tet- ,�ooutr...COMPAor : a ,a p,Q Mil POLICY MPri - kQC r. A AurOMOB LE LABILITY Eli ANY AITt} CO LOWf(y O O n O II AU.OWNED AUTOS BODILY INJURY ACHir,i „EO At1TQ� OWE $ 12 KM AVM SOOILY INJURY nu 4.5.�.$....c ,2,.- iii r......._ . PROPERTY VAS GMAcif Lial UTY *,III III , AUTO ONLY-Ell ACCIDENT ANY Al 00- .,a ., ' OTHER THAEA N AUTO ONLY; t2 A oxcastutomaewiUMIILIIIT, EACH OCCURRENCE - S DI, 010 OCCUR E CLAIMS MADE ,__._______A4)OMEGAYE •DRDUCTR LE 1.1 f,TRIMON $ 1111111111F::: WOAq COMPl�I,RATION ANO MK. 1`1 IL.it: �, r�AE.0YE1 'Lilldil,�T1► t .....•••_••,,, . AN►,ROPRIe1�OR►PAAT AIBXRCLTTiVE ;;� CbEI�T j OWGERIA+lEM sRFxauoE?7 ILL D19SA=R•EA EMP OYES S - P a"twit* , 9• n . OVI�. ... E.L.MASS.POUCY LMWT $ 0116R DESCRIPTION OF RATIONS/LM ATTONS/K4111 ,E3I ESCul ONS ADOp1 m ENOOASEMBNT1 SPP,CIAL PROVISIONS Psa respect: .Insuzed'e opirationv, Coconino County is named as Additional Inaurod. - CERTIFICATE HOLDER ER CANCELLATION SHOULD ANY OP THZ AROVB =SCUD= POLICIES BE CAMCNLLED BEMIS TWE HX$IRATIOU DATE TWaRtOr, THS ISSUING INE RBR Coconino County WILL ENDEAVOR TO WAIL 10 DAYS 'MITT= NOTICE TO TIM 219 E. (Terry Avenue C'rRTZPICATl3 KOLOER MAMBO TO THE LETT, NUT PAXTAIRX TO no So tagetoff AZ 96001 SHALL IMPOSE No OBLIGATION OR l+IRBMITT OF Asir Ian UPON THE INSURER, ITC AGRWT: OR REPUS E$TA'tXVEN. MrWeOmZ onwni A I -- t ACORD 25(20011O8) - _ ._'''' . CHAPTER 5-2: DOGS, HYBRID DOGS,AND HYBRID CATS SECTIONS: 5-2-1: DEFINITIONS: 5-2-2: LICENSE; FEES; TAGS; PENALTIES: 5-2-3: ANTIRABIES VACCINATION: 5-2-4: RABIES CONTROL: 5-2-5: MISCELLANEOUS PROVISIONS: 5-2-6: IMPOUNDMENT; NOTICE; COSTS; DISPOSAL: 5-2-7: HYBRID DOGS AND HYBRID CATS: 5-2-8: DANGEROUS ANIMALS: 5-2-9: AUTHORITY OF CITY COURT: 5-2-10: PENALTIES: 5-2-1: DEFINITIONS: Unless the context otherwise requires: AT LARGE: Off the premises of the owner and not under the control of the owner. DESIGNATED AGENT: Person(s) currently authorized by the owner of a dog to keep, possess, harbor, maintain or control said dog on the owner's behalf. ENFORCEMENT AGENT: A person or persons designated by the city as responsible for the enforcement of this chapter and the regulations promulgated hereunder. HYBRID DOG OR HYBRID CAT: A dog or cat which is the result of breeding between a wild species and a domestic species, or any dog or cat whose ancestry contains a dog or cat which is the result of such a breeding within six (6) generations, or any animal that is represented by its owner or was represented upon its sale as being a hybrid. IMPOUND: The act of taking or receiving into custody by the enforcement agent any dog for the purpose of confinement in the pound in accordance with the provisions of this chapter. OWNER: Any person owning, keeping, possessing, harboring or maintaining a dog, or any person acting for the owner or having charge of a dog. POUND: Any establishment authorized by the city for the confinement, maintenance, safekeeping and control of dogs that come into the custody of the enforcement agent in the performance of his official duties. TITLEV-- •Page 5 VETERINARIAN: Any veterinarian licensed to practice in Arizona, or any veterinarian employed in Arizona by a governmental.agency. VETERINARY HOSPITAL: Any establishment operated by a veterinarian licensed to practice in the state of Arizona that provides clinical facilities and houses animals for medical treatment. (Ord. 704, 1-25-1965; amd. Ord. 2219, 9-25-1990; Ord. 3026, eff. 12-24-1992) 5-2-2: LICENSE; FEES; TAGS; PENALTIES: (A) A license fee of six dollars ($6.00) per year shall be paid to the city for each dog between the ages of four (4) months and one year that is kept, harbored or maintained within the boundaries of the city. A license fee of six dollars ($6.00) per year for spayed or neutered dogs, or a license fee of thirty dollars ($30.00) per year for dogs which have not been spayed or neutered, shall be paid to the city for each dog one year of age or over that is kept, harbored or maintained within the boundaries of the city. Said fees shall be due on or before January 1 of each year. These fees shall be subject to proration of fees as set forth in subsection (B) of this section. (B) Any dog brought into the city during any calendar year by any person who intends to keep, harbor or maintain said dog within the boundaries of the city shall license said dog with the city within sixty (60) days thereafter. In such cases, the license fee for spayed or neutered dogs shall be six dollars ($6.00) if paid on or before April 30, four dollars ($4.00) if paid after April 30, but before August 31, and two dollars ($2.00) if paid after August 31, but before December 31. The license fee for dogs which have not been spayed or neutered shall be thirty dollars ($30.00) if paid on or before April 30, twenty dollars ($20.00) if paid after April 30, but before August 31, and ten dollars ($10.00) if paid after August 31, but before December 31. (Ord. 4294, 2-11- 2003) (C) A late fee penalty of eight dollars ($8.00) shall be added to the license fee in the event that application is made subsequent to the date on which the dog is to be licensed. (Ord. 1374, 10-8-1979) (D) Whenever the ownership of a dog has been changed, the new owner must secure a transfer of license. (E) Each dog licensed under the provisions of this chapter shall receive, at the time of licensing a durable metallic tag on which shall be inscribed the name of the city, the number of the license, and the date on which it expires. The tag shall be attached to the collar or harness which shall be worn by the dog at all times when off the premises of his owner except as provided in subsection (F) of this section. Whenever a dog tag is lost, a TITLE V— Page 6 duplicate tag shall be issued upon application by the owner and payment of a three dollar ($3.00) fee. (Amended Ord. 3201, 5-24-1994, eff. 10-1-1994) (F) Dogs while being used for hunting, or dogs while being exhibited at American Kennel Club approved shows, or dogs engaged in races approved by the Arizona Racing Commission, and such dogs while being transported to and from such events, need not wear a collar or harness with license attached, provided that they are properly licensed. (G) A guide dog belonging to a blind person who is a resident of the state, or any bona fide nonprofit organization which is in the business of breeding, raising, or training dogs to be used for guiding the blind, shall, upon application by the owner or organization, be licensed pursuant to this chapter without payment of a fee. (Ord. 1128, 1-12-1976) (H) The treasurer may authorize agents such as licensed veterinarians, humane societies, or similar organizations involved in animal treatment or control to issue dog licenses and tags pursuant to this chapter. Each authorized agent shall be allowed to retain two dollars ($2.00) from each license fee collected under subsection (A) or (B) of this section for services rendered in issuance of each license. (Amended Ord. 3201, 5-24-1994, eff. 10-1-1994) (I) The enforcement agent shall apprehend and impound any dog found without a current valid license tag. (Ord. 1128, 1-12-1976) 5-2-3: ANTIRABIES VACCINATION: (A) Before a license is issued for any dog, the owner must present a vaccination certificate signed by a veterinarian stating the owner's name and address, and giving the dog's description, date of vaccination, and type, manufacturer and serial number of the vaccine used, and date revaccination is due. A copy of said certificate shall be transmitted to the enforcement agent. (B) A dog vaccinated in any area outside of Yavapal County prior to entry into the city of Prescott may be licensed in this city, provided that, at the time of licensing, the owner of such dog presents a vaccination certificate signed by a duly licensed veterinarian containing the information required herein. (C) The enforcement agent shall make provisions for low cost vaccination clinics as deemed necessary. The vaccination shall be performed by a veterinarian. (Ord. 704, 1-25-1965) TITLE V-- Page 7 k °-p �o �O ``e5 w`t 'A� VaEo 1,01' Office of the Town Manager Oro Valley Administration Building 11000 N.La Canada Drive,85737-7016 (520)2294700 FAX(520)229-4724 DAVID ANDREWS Town Manager January 26, 2009 C.H. Huckelberry Pima County Administrator Pinna County Governmental Center 130 W Congress Tucson,AZ 85701 Dear Mr. Huckelberry: Thank you for your letter dated January 20, 2009 regarding the Pinna Animal Care Center (PACO). Each of our Council Members has been provided a copy of the letter and attached information to clear up any discrepancies that arose out of the study session on December 10, 2008. As you know,the Town's interest in an animal shelter is preliminary at this point,but we will be sure to include your comments and research into any future conversations on this item. Since we last spoke, Management Intern Russ Newberg has been in contact with Kim Janes at PACC and has acquired additional information on the shelter and the County's expansion plans. I appreciate the time that your staff spent to respond to this item and we will be in contact with PACC should any additional information be required. Sincerely, ada David Andrews Town Manager CC: Town of Oro Valley Mayor and Council Daniel Sharp, Chief of Police Tory Schlievert, Management Assistant . _ JAN 2 32008 ,spt1.44 i7014A COUNTY ADMINISTRATOR'S OFFICE PIMA COUNTY GOVERNMENTAL CENTER 130 W. CONGRESS,TUCSON,AZ 85701-1317 (520)740-8661 FAX(520)740-8171 C.H. HUCKELBERRY County Administrator January 20, 2009 David Andrews, Town Manager Town of Oro Valley 11000 North La Canada Drive Oro Valley, Arizona 85 737 Re: Animal Care Shelter Dear Mr. Andrews: Enclosed please find review and comments on the Town Council Study Session issue related to the Pima Animal Care Center. As I indicated to you and the Mayor, in reviewing the discussion there were some misconceptions regarding the Pima Animal Care Center. I am providing the attached information, which should resolve any misinformation regarding this issue. Please let me know if you would like any additional information, or if you would like Pima Animal Care staff to discuss any of these matters in more detail with you or the Mayor and Council. We would be happy to do so at your convenience. Sincerely, a do7, C.H. Huckelberry County Administrator CHH/jj Attachment c: Dennis Douglas, Deputy County Administrator for Medical and Health Services Kim Janes, Manager, Animal Care Center 1 } Q1' .\ MEMORANDUM s'4\ —2,1 11,11in 111111P •,/ Date: January 14, 2009 To: C.H. Huckelberry From: Dennis W. Douglas County Administrator Deputy County Administrator Medical and Health Services Re: Oro Valley--Proposed Animal Care Shelter Town Council Study Session Mr. Russ Newberg,Town of Oro Valley Management Analyst Intern, recently provided the Oro Valley Town Council with an initial proposal for discussion and consideration of an animal shelter for the town of Oro Valley. Pima Animal Care Center(PACC)staff were not contacted for information or assistance in preparing the item,nor were they asked to attend the meeting. Animal Care staff reviewed the audio of the Oro Valley Town Council study session as well as the December 30,2008 Arizona Daily Star news article regarding the meeting. The following inconsistencies were identified from the audio. Shelter Operations Council Discussion Point: The dog kennels at PACC are 4 foot by 8 foot by 4 foot chain link and concrete kennels. Staff sanitizes and rinses kennels with dogs still in them. Kennels in the utility bay are even smaller. Cats are kept in a large community style room. The Animal League of Green Valley's(TALGV) kennels are room sized enclosures with a full sized door including doggy door to an outside play yard. PACC Response_ As a rule,a shelter's kenneling operations are a function of that shelter's mission and goals. TALGV limits its admissions to dogs and cats it can safely and adequately house,rehabilitate and re-home. They accept only animals that are not sick and not exhibiting aggressive behavior. This allows them to house more than one animal in each kennel/room, and staff can safely move about and clean around all the animals it handles. It was reported at the study session that the TALGV is a no-kill facility. TALGV does not call itself such; it does,when medically necessary,euthanize severely ill and/or aged animals. In calendar year 2007, TALGV handled 619 animals and adopted out 525 dogs and cats. In contrast,PACC is a public,open admissions shelter which accepts every homeless, lost, abused, surrendered/unwanted,vicious,or diseased animal brought to it in order to insure the health and safety of the community and prevent the spread of disease. Frequently,animals must be housed one per kennel. Many of these are dogs that behave aggressively and present a danger for staff as well as other animals. These safety concerns and resourcing limitations dictate cleaning around dogs while they remain in the kennel. Many animals are provided raised bedding platforms to keep them dry and get them off the wet floor while cleaning and drying. Staff uses as much care as the situation allows to perform the cleaning with as little discomfort to the animals as possible. In Fiscal Year 2007-08,PACC handled 21,393 animals and adopted out,redeemed,or placed through rescue partnerships 8,139 dogs, cats and other pets such as birds,reptiles and rodents. Oro Valley---Proposed Animal Care Shelter Town Council Study Session January 14,2009 Page 2 Council Discussion Pont: PACC utilizes a guillotine to remove the head of specimens for florescent rabies antibody(FRA)testing. This process was depicted/perceived as gruesome. PQonse: Labs performing FRA testing require that only the head be submitted. At PACC,all animals for FRA testing are sedated,then humanely euthanized. Only after confirming the animal is deceased, staff removes the head utilizing the guillotine. The guillotine has proven to be much more efficient and effective for staff than other hand held cutting processes used in like animal care centers nationwide. Capital Expansions Council Discussion Point: TALGV completed a new nine kennel expansion at the cost of$600,000 or $66,667 per kennel. Each kennel is a large room style kennel with doggie door to an outside yard. PACC is only getting 30 kennels for$3 million, or$100,000 per kennel. PACC Response: Pima County Facilities reports the general contractor did not break down the cost in their bid for the new kennel addition separate from costs of other building renovations. However,the architect estimates construction cost of the 30 new kennels(total of approximately 3,000 square feet)at $1.2 million, or$40,000 per kennel. Each kennel will be a 4 foot by 14 foot inside/outside covered run. The outside portion of each run faces a courtyard. Remaining funds will be used for various other needed upgrades. Nineteen existing kennels will be remodeled with new floor-to-roof walls dividing this area from the rest of the kennels and providing new easy to clean and sanitize epoxy floor and wall paints. A new treatment room will be added;intake area, air handling system and sewer system will all be upgraded to state of the art technology to better limit the introduction and spread of disease in the shelter. Pima County Facilities estimates project expenses, including permits,environmental and cultural remediation,advertising and printing,public art, legal,construction and project administration fees,as follows: General Contractor's bid $3,006,500 Professional Fees 433,450 Site utility improvements 79,875 Furnishings and Equipment 180,000 Administrative Costs 504,000 Construction Contingency 306,910 Total $4,510,735 Jurisdictional Cost Allocations Council Discussion Point: Oro Valley staff estimated an annual budget for a Town operated shelter of approximately$230,000,derived by taking PACC's FY 2008-08 actual expenses of$5.1 million and Oro Valley—Proposed Animal Care Shelter Town Council Study Session January 14,2009 Page 3 applying it on a per capita basis to Oro Valley's 45,000 residents. It was stated that Town licensing revenue could cover the annual.expenses. PACC Response: Proposed shelter operations can embrace any number of models in use throughout the nation; all are quite expensive to operate. Licensing Revenue for Oro Valley in FY 2007-08 was$30,635. Council Discussion Point: The County does not do a good job for Oro Valley residents. It was stated that PACC receives$250,000,plus revenue,and in addition bills the Town. PACO Response: During the months of November and December,PACC received 47 enforcement complaints from Oro Valley and responded to 45 (96 percent). In comparison,PACC received 2,166 calls for all of Pima County and responded to 2,006(93 percent). PACC and the Oro Valley Police Department (OVPD)have established a positive working relationship which provides Oro Valley residents a best response protocol balanced by the priorities of both departments. PACC enforcement staff respond immediately to requests for assistance from OVPD. In a 2006 independent evaluation of PACC operations,the National Animal Control Association stated that overall PACC operations,while understaffed, were"above average"for the nation. PACC is reimbursed only for direct expenses; it does not receive$250,000. PACC expenses for enforcement, sheltering and licensing incurred on behalf of Oro Valley in FY 2007-08 were$46,584. These expenses were reimbursed by Oro Valley via$38,561 received in fines and fees paid by residents and the remaining$8,023 reimbursed by the Town. Council Discussion Point: The Oro Valley Police Department responds to twice as many animal calls as the County. A Response: The County responded to 183 calls in Oro Valley last year. In contrast,according to Oro Valley Chief of Police Sharp's estimate,they have responded to an average of seven calls per month over the last three years,or 84 per year. These calls were primarily for barking dogs and loose dogs. Chief Sharp further reported that most of the loose dogs were animals with identification which officers returned directly to their owners. He felt this was more efficient use of officers' time especially as Oro Valley does not have as significant a loose dog problem as the rest of the County. The Chief also stated that his department treats barking dogs as civil noise violations under the jurisdiction of the police department,not an Animal Care call. He stated he thought this was typical for all jurisdictions with noise ordinances; in fact,Oro Valley is the only jurisdiction that does not have PACC investigate and cite for barking dogs. Council Discussion Point: Chief Sharp was asked if he could bill back the County for these services. He replied there is no mechanism to do such. PACC Response: As PACC charges only for services rendered,there would be no basis for such an invoice. Oro Valley--Proposed Animal Care Shelter Town Council Study Session January 14,2009 Page 4 Subsequent Contact On December 31,2008,Kim Janes contacted Mr. Newberg to offer assistance in preparing any further reports regarding animal shelter needs in Oro Valley. He verbally discussed most of the points made above and stressed PACC's mandated mission to provide an open admission shelter in support of public health and safety. Mr. Newberg followed up with an email requesting the bond expense figures discussed above, which Mr.Janes provided. Should you have questions or require additional information,please contact me at 740-8977. DWD:slg TOWN OF ORO VALLEY .Page 1 of 1 COUNCIL COMMUNICATION MEETING DATE: 12/10/08 ' TO: HONORABLE MAYOR AND COUNCIL FROM: DAVID ANDREWS,TOWN MANAGER SUBJECT: DISCUSSION AND CONSIDERATION OF AN ANIMAL SHELTER FOR j THE TOWN OF ORO VALLEY SUMMARY: At the request of Council Members Latas and Gillaspie staff has done preliminary research on the possibility of creating an animal shelter for the Town of Oro Valley. This item is meant to be preliminary in nature and requires feedback from Council as to their interest in further research on some or all of the topics presented. The attached memo details the results of staff's preliminary research based on some initial information provided by Council Member Latas. It is presented tonight to help facilitate your discussion. ATTACHMENTS: 1. Animal Shelter Information Memo dated November 12, 2008. David Andrews, Town Manager � i Preliminary Animal Shelter Research BACKGROUND An animal shelter in Oro Valley became an item of interest in part due to the capacity issues of the Pima Animal Care Center(PACC). According to a September 16, 2008 Pima County Supervisors Memorandum, the volume of PACC, which was built in 1968, exceeds capacity by more than 250%. Pima Animal Care Center is overburdened and lacks resources to sensitively dispose of animals after they have been euthanized. PACC is currently considering upgrades and expansions to their facility, but the fixes may not be enough to improve conditions. In response to the situation at PACC, several Council Members have shown interest in establishing an animal shelter within the Town of Oro Valley, In an effort to aid the discussion, staff has begun to research on the following: • Animal control,animal shelters, and other pet services in the greater Tucson area • Pet population and demand • Types of shelters and services • Capital and operating cost estimates • Next steps TYPES OF SHELTERS Perhaps an animal shelter's most distinguishing factor is whether or not the shelter participates in animal control, also known as field services. Animal control is the enforcement of state, county, and municipal animal control statutes/ordinances, which require the services of animal control officers who work closely with the justice system. Animal control issues including but not limited to strays, rabid animals, dog bites, and animal cruelty. Animal control is handled in different ways by different localities. Currently, the Town of Oro Valley relies on Pima County to provide animal control services. Shelters Involved With Animal Control The first difference is demonstrated by the agency to which, the animal control officer reports. Animal control officers in Pima County are under the Pima County Health Department. Animal control officers in Coconino County are under the Health and Community Services Department, Animal control officers in Flagstaff(which is in Coconino County) are under the Police Department, and in Idaho's Ada County they report to the Idaho Humane Society. The second difference is where the animals are impounded. Animals impounded in Flagstaff and Coconino County are placed in the Coconino Humane Association, which is a private,nonprofit with a housing contract(s). The Idaho Humane Society is also a private, nonprofit with housing contract(s). Animals impounded in Pima County are placed in the Pima Animal Care Center (PACC),which is a local governmental animal care and control agency run by the county. Shelters Not Involved With Animal Control There are two more types of animal shelters, private,nonprofits without housing contracts and no-kill or limited admission shelters. In addition to PACC there are other animal shelters in the greater Tucson area. The Southern Arizona Humane Society, located on 3450 N. Kelvin Blvd, is a private, nonprofit without a housing contract. It does not receive any impounded animals from animal control officers and does not turn animals away. The Hermitage Cat Shelter at 5278 E. 21'1 street is southern Arizona's only no-kill shelter. A no-kill shelter only takes in a 1 Preliminary Animal Shelter Research limited amount of animals and only euthanizes animals that are very sick and old. Animal Shelter.Org and the Foster Animal League, an award winning shelter in Rhode Island, express some drawbacks in regard to no-kill shelters, stating that they shift the placement of animals to other shelters, which may fail to treat them humanely. In addition to animal shelters there are animal placement programs and adoption leagues such as Foundations for Animals In Risk (F.A.I.R.) and the Greyhound Adoption League, where volunteers adopt animals from shelters or rescue them from abusive situations and arrange for their adoption. Summary of Shelter Types • Local government animal care and control (e.g. PACC) • Private,nonprofit with housing and control contract (e.g. Idaho Humane Society) • Private,nonprofit with housing contract (Coconino Humane Association) • Private, nonprofit without housing contract(e.g. Southern Arizona Humane Society) o Open-admittance (Southern Arizona Humane Society) o Limited admission/no-kill (Hermitage Cat Shelter) TYPES OF ANIMAL SHELTER SERVICES Non-animal control services at animal shelters range from basic to the more comprehensive. The most basic services include basic animal care and housing, licensing, vaccinations, adoptions, spay and neuter, euthanasia, and some type of humane education. More comprehensive services include cremation, animal ambulance and 24 hr emergency response. Animal Control (Field Services) Special Shelter Requirements • Enforce animal control ordinances • Dangerous • Shelter homeless animals • Wild • Free-roaming cats • Rabid • Respond to nuisance complaints • Rabbits and other small animals • Rescue mistreated/abused animals • Horses and livestock • Investigate animal cruelty Adoption • Animal rabies prevention and control • Counseling • Captive wildlife and exotic pets • Foster programs • Innovative adoption outreach Spay& Neuter • Subsidized Euthanasia • Mobile clinics Basic Care for sick and injured animals Registration and Shots • License More Comprehensive Medical Care • Vaccinations • Veterinary services • Tags • Animal ambulance • Microchips 24 hr emergency service P 2 Preliminary Animal Shelter Research ESTIMATING PET POPULATION AND SHELTER DEMAND The American Veterinary Medical Association(AMVA)provides a formula for estimating the number of pets based on population and national pet ownership statistics. For example a population of 45,000 would be represented in the following table. Number of Pet Pet Population Owning Households Dogs 6,696 11,376 Cats 5,832 12,834 Birds 702 1,764 Horses 324 1,134 http://vvvvv,f.avma.org/reference/marketstats/ownership calculator.asp It is also important to look at the burden of other shelters. PACC is 40 years old and exceeds capacity by 250%. Oro Valley may have 45,000 residents; however,Marana, Catalina, and other sections of unincorporated northern Pima County will be affected. Also the type of shelter and the services provided will have an impact on identifying how many animals can be served. ESTIMATING COST OF FACILITY Facility cost can be estimated by set formulas and benchmarking. According to the ICMA in 2000: (100 s.f.) X (# of dogs)+ (50 s.f.)X (#of cats)=Total s.f. (Total s.f.)X ($150)= Construction (Construction) X (1.67 for Building related and other costs)=Total Project Cost State of the art animal shelters, according to the International City/County Management Association, "must have the disease prevention components of a hospital,the functional capabilities of a police station(for those involved in animal control), and the user-friendly appeal of a library." RECOMMENDATIONS Choosing Type of Shelter When choosing the type of shelter it is important to consider other services provided in the area, the founder's philosophy,budget(assertive and creative fundraising can go a long way), and human resources available. The following sections briefly layout this process as it relates to the Town of Oro Valley's Animal Control Will Remain Under the Authority of Pima County Gaining authority over animal control in Oro Valley would be a significant undertaking,which would require the rewriting of intergovernmental agreements and the Town's code as it relates to animal control. It would also require the Town to hire animal control officers or contract out with the proposed shelter to conduct field services. 3 Preliminary Animal Shelter Research Open Admittance It is important not to turn away animals that have no place to go. The purpose of the proposed Oro Valley animal shelter is to provide animal owners with an alternative to the Pima Animal Care Center. A no-kill or limited admittance shelter would simply redirect many pet owners to PACC. Number of Animals to be Sheltered it is difficult to estimate the number of animals,which the proposed shelter should accommodate. However, the Humane Society of Redmond, Oregon, which serves an area of 60,000 people, handles approximately 2,500 animals per year. A service area of 60,000 is an appropriate comparison to the Town of Oro Valley. Size of Facility Animal Sheltering.Org provides example floor plans. One small shelter floor plan includes the following: Facility area: 3,500 square feet Facility dimensions: 120 feet x 40 feet Facility capacity: 20 dogs, 34 cats If 50 animals are held for an average of 7 days,the shelter will house 2,600 animals per year. The average number of days an animal is held depends on many variables such as why the animals are there (strays, relinquished by their owners, etc.), holding period laws,the philosophy of the shelter, and prevention and adoption outreach efforts. The ICMA recommends that strays be held a minimum of five days. Even though many variables are unknown, it is reasonable to conclude that a 3,500 ft shelter would be large enough for the Town of Oro Valley. It is also reasonable to conclude that a private, nonprofit animal shelter that does not have a housing contract, and which does not conduct field services, will not handle more than 2,600 animals in one year. The Potter Animal League of Rhode Island, which is open to all unwanted animals in Newport County, which has a population of 82,800, handles approximately 2,000 animals a year. Cost of Facility Using the ICMA formula for estimating costs, a 3,500 square feet animal shelter would cost $876,750. These numbers are outdated (2000). A September 16, 2008 Pima County Board of Supervisors Memorandum stated that a new addition to the Animal League of Green Valley Shelter that was completed last spring cost between $273 and $294 per square foot, and that the cost estimate(September 2008)for the new PACC addition was $310 per square foot. The PACC figure included work site and masonry construction costs. Using these figures from the Animal League of Green Valley Shelter and PACC additions,the Oro Valley facility would cost between$955,000 and $1,085,000.It is also important to keep in mind that an attractive, user-- friendly, serfriendly, green facility will positively impact residents' view of the Town of Oro Valley. These elements will, however, raise costs. 4 Preliminary Animal Shelter Research Operating Costs The International City/County Management Association from Animal Control Management.. A Guide for Local Governments states, "An effective community animal care and control program will cost at least $4 per person per year. In some jurisdictions, animal care and control budgets are as high as $7 per person per year." In the absence of field services, an animal shelter's costs maybe less. However, a nonprofit may spend more on education programs and other types of services. If the cost of the shelter is based on Oro Valley's population,which is approximately 45,000,the shelter's operating costs should run at least$180,000 and at most$315,000. In Pima County, with a population of about I million, the budget for PACC is $5.1 million,which is approximately $5.10 spent on animal care and control per person per year. So Oro Valley's "share" of PACC's budget should be about $229,500, which is right in line with the ICMA numbers. If Oro Valley paid for its own animal care and control at this rate it would cost the Town $229,500 per year to operate a shelter. The following table provides a breakdown of operating costs considering different populations and per capita spending. 'y4::'(,<^o,��:j�>'C^?r'!'`^...y:,�..w....gi"%tet,+"�ter,•': •.',x'S t•"'•.�^,�'p,.t�wa.ryr..CiY.•a�.i Cy^••�`�•te:!: +^J.;-r'rir;r+r+r'L _ - - _ - - �•,�✓S,, u.L,z�b+%•.•w..}..�... .s,:;l+.s .,�,+.:... J `h:• '..h• f�r. :�' "x. ..% I - •,•> r;..J�. >"j:.t r ./>•r..v.�.1( Y4<'iYr'�e..l ..rrtees,.��,�,:Y '�i:.•:�:,''. .:�:•�.",<:la✓''j:' r!y" . _ - -_ . S�� .^.�" �/..;•:i. :ik�.Jr;,•c��;•��.••.S'.'."�<.. y�``.rt' •rtL.r;: t'>":C. n.,;s:;� .a'4i°:�,j �J � • !7" >'fCv:.+rf...:tr� '<,� :jvti�:S.'!r.• i.��l, K.> f .;r:. :�•:•:;,. '•Y" :r+....rs. .��.. .,I :8 �_ .�:4., 4. .r•`�:t�. rJL .:f.ry,•.•y-CS:`:'T.:`.s+ .:`•• y.:.•:"t`.":v.a";•M�iW^, .-u '� - .53�..,.�F,r .�..rr.,:. �;:.y ".r ..�:r!}'.tiN,r..a..„, 'S�•• "3. .6.../.i.Y'.-. ::Y�:r'�.. ,a' - - v+t•..+•.}. .r 4.�' ,far..w v.•,S .1 j'- .:y:.�,t ri'Y:_:: i. •.�'• .•{"<,. r';C,.'. - - �t.'x:p� �. ,4:�,r•�a.r ..r•'.� 2`>�+'::.s2:�ia'1.�: :s�.w�x,�.•,�?::.•n'7J �Y y."' s,'..,..•.:.'- i•.ut> -. t '!• , ,Y: ,�;7�;Sa•�..c.,-a,«.;r,.x:.';,��`»<y..r.:>°'??s'•�f,•.r!,:"r.�2 ris..•:. J`>.`a.<: r• ..,..,,,r„ - - t.i..,, '�=((ir: i ..� 33 ) :sar•.,�%l9•:"1'!',iS`M'.r ��j�+'"•:� .C $.1>-.>s^t`3..�,{,`x✓�1.::.•.s., .>�"r:"�+•:.:.vr•...jo•„err., c,• rqqyp��'3�y�`�,,:�.�.��.'Y,,pvsl*r:;�1�+�1�,'.r"?>Js\rr":f!C-^....�"r^,ir'}Ni�.rXi.i.tiw.'S`..�-:�.Yr..id;.2�>a..1,(?iH`...A`r�?�!,ir,.:q5.j�>�...2,'t�Y'A.'..'�:Y.Lf3�[•$Lyv:!'�lti,"?f.'tr•Gi.Q's.t'!�'utt'LGT`':-tef�r%a.t�_:r.{{l�....<:l"'•+A�}/~.'�...t1l•.l...�.lSvw��ey'�4l''74.,Y-�qc.;�d...iX!'3J�s'cre6i`.�%r+a--(�,".l�..,v;:�ti,t•.�T<.•�r"`d•"'?r i";:.!'��ar;.�,,1.jj v.J<�.a(.+'1:<...3.'�.Ya.1,:�rr'�rM^•`<(i.'%7.,..�C'<:+ar�...r}Rf.v"!..t•.iyrNi^!("r•_�•,.•yn�.4;,���`.:.7r>S.�e'+t.;.a>:i.:s.w,.:;•e:.•r+.t.,.V�i r.>:.,.'.1av.i.,.-.:`":t:t\a«'ery'Ml>:'Q�>•.;s::<..!"rti<.'p•%y:.>�yT<JtiGY!7�nt'.:Y�•i'��iyi_.+.''.�i»:yI+-3�'L:•3!t.'y.iS'in)";iaai4t.i1.�r,<Mr.rarA:•n't •�....•..va•{>. -.• _ r.YY� . '=___ • . 45,000 $ 180,000 $ 225,000 $ 229,500 $ 270,000 $ 315,000 60,000 $ 240,000 $ 300,000 $ 306,000 $ 360,000 $ 420,000 100,000 $ 400,000 $ 500,000 $ 510,000 $ 600,000 $ 700,000 For an example of the costs associated with running an animal shelter PACC's Fiscal Year 2008/2009 Adopted Budget is provided below, Pima County FY 2008/2009 Adopted Budget Pima Animal Care Center 't'�rs''klYs'%'.'a��Ys`v,,+�«�a:4:.s7s::.:xi;,3:y� ct, .•:'::;;2•l 5' :X'>:<g:�C,• u"f'w--'.�-J:: <:�)..-• ',r'.✓5'3l,wk r,..'„Y;'.• ••' r •+ _ `�..... 0 ,�," '•�"" :y. �.�_ +� :`a�:•' ::� sl! c..�+ .g+s•. <,Y,r,y 3:Ai>s.,_ •iuv,i:°ntiji. i.. t',� _ _ "•>. � 1ii., ✓a"+t;, s�';°'f-�j,,q. ">� .`��W �^ N}?'r..4 :1,. h�'%.•rA;:" {�`s:3..��'�, r rd:':�"•Y'j,. ,rr•f f �:b,. ^� r� ;.�4e.tf�.`•'ed'�K t - - - � rw � { rr• �o.+�J:►. <�`' `g � �, t .,.,Z°a�`"Z, ,J �. ./ `'�} •is';y ,�. .(•'�jF„,„:�v,y>y, ."j�t ,Y�°i e.-, r�,�,.� "_ � `• �5.�`t-,'�> ,��r> $ '1 r� �°" .>c.� i .g� if :�?I: ,�"r tib= S •t,. �b.s�:'r':�:.:.+-+'�'��. 'M3�J� e<'.:..- ;- ,+��(�. u:A F ra i i �d► a �•) !- ..t',�_ry•.i d�.; ct;'� . .}.:�: g,....'�'., �"�'?:•'4y;,�?",�,f,;:7[ `�-V ti +' �_ \.�•:+` .ro.. 1r.r,s;a��o..":.yt y,y y:i�� ...3..y�. •<. .? •1 ` r S.Y(°.;s;2. hJ c'u? .' � �.U;:;.if���5iF��'tf�.:`.�j�:°: "�r:�,+•�t:.,Y• fLe_i:�ttY^:..e ` �� � '�:s..,.e il` -E�� �;�..'";s d;J,r, s{'<�3': � 's t'i€_ 3�s.:r...f_.�+•.z J.... .b..,. A>F'�lex. :�y�'_"��tk,..,?�k:,���, ��:i; u' < ....y,..�.' :�axs.°+se".�:�i::•....,.,.': i g�.. :+[aZ, (:if:.t' +,:......rx�,.':<'.•.:x�e.':,s_.. :,....5..Jv:'�� ."•.Ys.....:��.: PERSONAL SERVICES $ 4,148,709 81% SUPPLIES AND SERVICES $ 950,818 18% CAPITAL OUTLAY $ 53425 1% TOTAL $ 5,152,952 100% `e .:,,�...;';: :'v' r ',;:"S;- a' ;'v;-.�,._...y.,� w.S"<�S4y'�•,^•"",R"�'/�'i�$'•.�.,.' �sv.,'•w, a7."'w>N Yl9:e!,,="ss!CT. n ir.'T � i s ,,,..s... ..�:�. „+•:. ��� ter.. 't:Y3r)•"r;.�F';: +14 4v,'`l�*'t4,.>..•4 .�,. t.. x. •a,Y.s�+. .-sfi>f..4;.-.•.> "i., .w .,.`s.%.[>'`.o". 7r,,w''3`" ,,,j. •qn:+•d 1L..- rR«`• •. '^.�'rF. ,<• w.,.� r ".r". �,• ",.a, +.."ijt•z^ fs'�C •off•. - ,r;'k•:aia>. .<.., � •,��,'Jy�s d"Xe+.G:''Ji�... a. .�a..�4..-.+:Z+n°�a�;C:.�>f..;�i•'k"''iicSiS'c^'�,:n�Y•��'-a.5. ,.i-`�:.� :t7�v .9...,.'Sr...-.• ::.�.:p�<ardcwA•: .x, •} .f .�^ �w• �s:P*' :F 1.t.:� .°;'F � �,S;i=' !,i A� •:� S,q.•:! '�.T?�' �!�L F' .-�S �'tti`,:'•'• a3`a. .1.., �x it Y >C;�g � 1��,<:. �s .,... r y.:., r `f 4. '1 '!�'M' �„< 1•.n.+.-a ) �s.5�...t.. so i{4;" >'.r\v..,- ♦ �'' _..x>.a,+it'�:�..• "lo:�,..3•, ti:.w�,;:+�7•,? •�.�v � = rja,y r e ,•s�" ., �'��w.,." �' "_ ,e siW.��h <.K,,,.ot i,°�,:,�•^�: ,i;;•i*•. .r,.�' .r•. �C '+,4:r ,Ali' ,,,,;: _. ��.�t�•. ,:s;, Y .. .p is; as... rid t• ��;:n 1 t�� 1r)a� .� •t.� .:any�¢ w... aY '3 4 •<�cl,:�! .'T:^' ,••ni:�v'R•��4 r ate'; •,.ru:: r!',d'• �- i ' 'ry:�a'. :'s�`:P +j� ��A v e. a.l.^�.1>• !. w.,.. d""'s >,''_. e x e r • •G::'....3:... 7",q�+ g �C:y T _ -a ��-��" v:+. U`'t '30.3 •:::Si`.i•...:,>'L'..�r✓�:7aa.....'c.l�:l...NL.,.,.:3•.C:h��, wwS-.�!`.ry�'�L:.��-:..i Md>��-3 b!'�:.'��„��<,�e��,>�e<yre �A 5, Y�X�'^d',y` .r iCr> >'!a'�S.��.({p.� T �:� ',i�..� `t. `� � � .y'>'' `•S/�•Sa.G�s''.i,T,. ._•,, r..'�4 =�.��'�: r:L`r.i..`r''G• i., �b+b�!^ -L..7"`'yrs.^.si�cJtin(�y j�... }f�.•G: '•!f'.,',`.••�i.3. r 1�_ ..- `+�I> :..'',!•y �Y�.4�.<y��w OPERATING REVENUE $ 3,944,363 77% GRANT REVENUE $ 75,000 1% NET OPERATING TRANSFERS IN/(OUT) $ 1,040,555 20% OTHER FUNDING SOURCES $ - 0% FUND BALANCE DECREASE/(INCREASE} $ 93,034 2% TOTAL. $ 5,1 52,952 1 100% 5 Preliminary Animal Shelter Research •t"a, '6'k w\" .,Y"fM• •.Sv g H..I.(.I•. •V".5'- NAa a+s:v+r..r .,..,... ,--_...- .. .:.. ........,x... ...,,,.. _:.,.,..•;•.;;.....;..,.:. .. • ..�..t 1..y %•'G !c a' .PiL'R;:m, "k".:?f. •q ..R- r ,K.. c u:" ?r•. k.r {••s�. ,�rrA'xF c:" 't' .i.' :'S' :J.. �$ '1t ' -ae::.n. :.'.yS..:s.i s3'• f :.s. Y.• .S:s _ `.sY+:..s Vie; s`'J�k..p°`', Y-'ra.. .,.4•s§. •"a.•.. f` a•; .2 ,.y?a %:i:y'�•.... ;. :'�� .•;'"" ' ..�`j"' „' , ,`>°w�.. ta. �.`.•• <t •er y,� Y.,"i.^y';,► y,,.. �^�' �Kk• �..r(�'a, 'iii �.", .{> e��:�"c°,� .g,.». t ''4.e .• , C$ ^�� V`i�� .a�'�, '3 � ,,•��, •,y�� „,S<4 � . ..s�. ',.. � � '', f a;; .4 tC . s• •. "��:"' '� rr � ''f.• ti i.,,f. %F ,Sls,��e a . ,^` L471::% ': ou' •� _ t'�' h ,.R, !'t 1 z:c.tieY..-w.teak:e 'SraM�3r .sra ., � 4 :: t(lwAd ca{t�r�srd4. s. � �.pfx�4�.?tfi`:vk. sfiaf' »4tri.AK.L.usC�31h3a,1a�. �.4s ?�xid icoSai4 [§� LICENSCES & PERMITS 1,319,400 33% 26% INTERGOVERNMENTAL 1,779,413 45% 35% CHARGES FOR SERVICES 578,250 15% 11% FINES & FORFEITS 206,800 5% 4% MISCELLANEOUS 60,500 2% 1% OPERATING REVENUE SUB- TOTAL 3,944,363 100% 77% According to the American Pet Products Manufacturers Association, 28 percent of owned dogs and 16 percent of owned cats are not spayed or neutered. Using these percentages and the numbers from the AMVA's pet-ownership calculator, for a population of 45,000 there are 8,191 altered dogs and 3,185 unaltered dogs. PACC charges an $11 license fee for altered dogs and a $45 license fee for unaltered dogs. If Oro Valley were to charge the same rate it could generate $233,436 in license fees,which comes out to $5.18 per capita. For information on PACC's fees and services see attachment 2. This figure is for licensing fees alone, and does not include other types of fees. NEXT STEPS Feasibility Study If the decision is made to move forward, it will be necessary to hire a firm with extensive experience building animal shelters to conduct a feasibility study. This will provide an accurate assessment of the situation in light of the Town's goals and resources. Animal Shelter.Org provides a list of ten planners/architects, which could provide such services,with Shelter Planners of America being the most visible. Upon completion of the feasibility study,the council may decide to select an architect and begin the construction process. Managing the Shelter If the decision is made to construct an animal shelter it will be necessary to establish a plan for selecting a nonprofit to manage the shelter. Research will need to be conducted in order to find out whether such an organization currently exists or whether one will need to be established in order to take advantage of this previously unavailable opportunity. ATTACHMENTS: 1. Animal Shelter Example- Redmond, Oregon 2. Pima Animal Care Center- Fees and Services 3. Pima Animal Care -Revenues 4. Pima Animal Care Activity Report for Oro Valley 5. Conceptual Floor Plan Example 6. Intergovernmental Agreement with Pima County for the Provision of Animal Control Services 6 Attachment I Animal Shelter Example—Redmond, Oregon LOCATION: Redmond, Oregon ANNUAL BUDGET: Estimated at $325,000 for new facility ANIMALS HANDLED EACH YEAR: 2,500 COMMUNITY SIZE: 60,000 (service area) POPULATION OF REDMOND: 23,769(2007) YEAR ORIGINAL SHELTER BUILT: 1986 YEAR NEW SHELTER BUILT: 2004 PROJECT COST: $1,123,000 TYPE OF SHELTER: Private,nonprofit shelter with housing contract for city and county DESCRIPTION: • Property o Five acre parcel of land deeded by City of Redmond • Centralized drain system o One central pipe o Separate drain for each kennel with 6"pipes o Center staff aisles have flush drain (to control odors) • Power wash system o Pre-measured, pre-mixed chemicals (reduces human error) o overhead reel system • Indoor/outdoor kennels (decided against outdoor runs for security reasons) o Outside exercise areas o Stationary nonfunctional windows o Two-sided runs (dogs don't have to look at each other) o Guillotine gates make cleaning efficient o Rear section available from center staff work area o Outside exercise areas • Puppy pens o 5 elevated puppy pens 4' x 4' (separate storage components for shredded paper and other needs) o Plexiglas front to avoid cross-contamination from handling • Cats o 3 colony rooms near main door of shelter o Vaulted ceilings and sky lights o Additional cat caging o Locked kitten nursery • People flow and traffic o euthanasia room and crematorium enclosed in back(out of sight) • Separation of shelter functions o Return-to-owner and adopted animals exit through front areas o Stray and quarantine animals enter through the back • Flooring o Hallways: acid treated concrete with clear sealer • low cost • color • variance • Re-seal as needed o Kennels: concrete tinted and colored with clear sealer • More expensive • Regular re-sealing • More mottled coloring • Lobby area o Resource library o Gift shop o Memorial thank you wall of personalized bricks o Quiet room (grieving) • Room for growth o 1,438 s.f empty room versatile enough to later fill various needs • Process o Design-build (seemed to underestimate eventual costs) o Suggest design-bid-build Attachment 2 Pima Animal Care Center Fees and Services • DOG LICENSING FEES ADOPTIONS Altered Dog Kitten $05.00 Unaltered Dog $50.00 Kitten - Purchased by $80.00 Senior Citizen Altered Dog - Owned $8.00 Cat- Adult $80.00 by_Senior Citizen Unaltered Dog - $14.06 Cat - Purchased by Senior $68.00 Owned by Senior Citizen .Altered Dog - Owned $7.00 Puppy $95.00 biDisabled Person Unaltered Dog - ____ $14.00 Puppy - Purchased by $80.75 Owned by Disabled __ Senior Citizen Altered DogLow $6.00� -- Dog Adult $80.00 ;Income (One Time) Unaltered Do - Low $22.00 Dog - Purchased bySenior 9 $68.00 Income (One Time) Citizen Dangerous or Vicious $80.00 Dog - Less Adoptable $40.00 ' Dog s Late Fee (Less than 1 $7.00 Dog - Less Adoptable $34.00 Year Purchased b Senior Late Fee (1 to 2 $18.00 Years} Late Fee (2 or More $30.00 Years) TAGS Cat Identification Tag $10.00 Duplicate Tag $7.00 Microchip $10.00 Transfer of Ownership $7.00 Attachment 2 Pima Animal Care Center Fees and Services SHELTER FEES MEDICAL SERVICES Rabies Vaccination $11.00 (available after adoption or - retrieval of a cat or dog) Euthanasia $15.00 3DX Test - tick $25.00 fever/I me/heartworm Animal Pick Up at $70.00 Giardia Test- intestinal $20.00 residence •arasite Each additional animal $5.00 Parvo Test - virus often $25.00 sicked u• intestinal Board Fee- Licensed, $11.00 FLV/FIV Test - feline $25.00 Altered (Per Day) leukemia Board Fee- Licensed, $31.00 Fecal Test - intestinal $20.00 Unaltered (Per Day) •arasites Board Fee- $35.00 Brief Blood Test $36.00 Unlicensed, Altered Board Fee- $55.00 Complete Blood Test $48.00 Unlicensed, Unaltered Board Fee- Other $11.00 Dental $50.00 Animals Per Da 1st Impoundment $55.00 Skin Scrape - mange or $10.00 Altered) rin•worm 2nd Impoundment $110.00 Umbilical Hernia Repair $25.00 (Altered) _ Subsequent $165.00 Inguinal Hernia Repair - $100.00 Impoundment _ hernia in •roin area 1st Impoundment $110.00 Cherry Eye Repair $135.00 (Unaltered) Subsequent $165.00 Eye Removal $150.00 im.oundment Kennel Permit {County $340.00 Leukemia Vaccine $10.00 Onl Tick/Flea Protection $10.00 Ear Mite Treatment $15.00 C. ro co � C. gacDo00 8 0 0 0 0 0 0 0 0 0 r ) o) o , cis D o o o o ois) 0 0oo (0 o OO0) - Ni- o M (1) , cv- , m (f, N ,!C� r' ,j V? d N 4- ? ,-^' a ) tfl r....I- ,-- ,-- Ef3 Efk 64di- til 64 V> 6FgbE1 ((CD b3r- a t#3 M Ef) 0, Cr) 10 el 0Q 'a- 0Q 00 000 � 0O Q 0 O 0 C7 C� o 0 M 0 0 0 0 0 ap to O6D ztp'} 0 t 0 0 0 CID 0 cD t`- t o --C ti, b 01 cg a. (0 1: kr)-- 6�9 bR 0 CQ N 07 Cts v. N N M N _ bq r- Efl EA d) V% 6R 64 b� °} 6% 6A N to E E C , 0 .0 2 o 0 o CDoo C� 0000 CCS o0 O,y9e° 0 •"" .4- 0 Q 0 C7 O o Q 00 0 iic > uj oi 0 CD Q., ..o- CD e5 C) CD C) CD N" CD 0 V)._0 CD 00 0 ,r c) c, „, Nr7 Q C) zLoV 7 V r Cr? �Q ~ (,) A.... N 05 em T": M M 1}} t-- EA F14 .-, N M (NI ti ta fA Ei3 64 69- tf* CY) rir co 0 69- 69 64E Q co 3 C C) C) x t) 0 0 N c0 0 0 N V m > w Q. w U) Z ot Cl- w -- 0 Lu 0 Z WIX 0 0 Wa U --10 0 Tub U0 4 co �-- 4 Q ° Lu w oa. Q C CIZ < C Q � � rxu) uW� Lf) Fwd U) _... u? L11 - Y -- Z LL Z1- il) � '� t11 ZIw14-1 a � oc� 0o ( a1 it - -' Zz U) 0 �► QIzaIX � - .max _j , z0 ? Zo ;c_Cwi'-. � 0 .. 0 °° � u) CO °- vz � ww (..) WwW Q E Z >- .70)QwW0 - - UI- UI,- 1— b � r � v� r I-- oZ u� w w 0 z ZQD - wu1 _ t? ,= i-- - q1- p o� UI _... LL.. u_ < < 0 <t > wz » UQ5O2a_ 0 I-- i ▪ N `.. a0 cfl (N N a) N (p O E u to O O O N Q L Q co VI bra 64. 69 00 I I ll) tip .,-J.719: N co N © kr)C a u C) 609 O V) (/) N r' TV W p (`1 kri EE e-, p Q E a) Nr Q x ,— U 'Z �' �369 CI) � 7) a c co v d c) o a) -p �.,, N r' N, 00 hl U C a) a1 c!) N v C U o r 1.-- c tc C C 0 4 >- >-- � Q ro > 7f3 (/) U, > c a) Q ro 1 rU c > i j -,...T:''''-:: .:;.':-- *Y.-i4s;4:_:_f:f:i....;'.-'•;::''•:t.,••.,-;:• '....,i:-:!.:--itml..q •=•:'''-:,-411 z-e'.!:4,7''-'.''. i-tai 2:t". .y- ra,• --. ,i Frit.• ,fi.;=f. -at•fib.,:.,:n; '.,A,'.7.',1"-li,-!.474itiqc:7; M:: fi • d a .,7.•,y.,.�ti`..f.i 1•.•r�': �`�.•t -.'*fit v�'v ril "S s••:'•..c t•'•,r�'i:.:I•'L-.,d;f.2'%:"'Ai'f:,y r rt�� PALM 'r-... ti 1..r•r.•t•�w/w<. r, ..is�.7'�}� r,i- !..:. ,, _..:.,,,r,,,,v.•IDOMMI110.4 k grilitilii\, 4_,_ CANN* ,4.,,i-,1,41,---...'.:.;.7•,-..:: ti„,.,•V .:r'h 14. •..54;i'ari,. '.1.1:x'413 i..••'. i QUARANTINE it tA ,IliiIIIIIIII\ .�r.It,•tet.. .•Mr ,,,,. . _....-,.., :-J- ,..-s- ..-„..r:_ ...J1 iLa� : .6,1','•+. - Vi -.Tf.T•,.�”�i;.�?•�p ;Y`i-,__ '_,;.t...Vi .'!.•-Nri.,,.,!yIV I • 11111W GAHM . iiiiiiiiill. _��.1�.��- si'___r r'�-sY•. ••�'••r'1 t"��•�W,V,.i:,,,- _-.Y,i-Y*� �.�:' _ti'•Y•.*. .. ,,..,„..,_,::_ .,..41,41..:.' r. _: t - Y.),;-..S;. , •111 • ig.:,:. nim • _ 1 •r.•t�Y N70t� ,f• LL{om.rAifi--N-M?_'--, riJ.:; - •A i_1,,, ,,,,,,,--F-----,,Ti.w,,-..,"--,-!::‘,:k.,74i...--; maixuj 1 i �- `,.'' 1,it,;rY1,it iL• ,t 4 1F _�..,��J, i•r yam .� r .,/ .'s�-:''•;'sT-`'tvp y�'^'+'Y"�•; �';.S ..,�-t-ac'�•%�-1t • 7•%!i•.s..�••i{��r2.lr.y.S::-'suzT,.ri• i '�:.,. FILMII 1 g zi lilt it;!N-,,.,,,,,..,,,AwR...,..'-..V,:,..,,244.3"'"44 r'''?:i.'" :kn• -,..,.',..':'6.-:!av,,,. ..f,;'......-,:.4.-, �� J 111111" 7<:•'r'" .} .S tri' . mea . • ',-�' 1= .•f Ll mg r - '7r -?'. % +;�•SL._.• ,,,..,f:l.� (�,.+':r4',. by Zil1 ,- i'__Ilk iki �,og • 1111111:.) ;'y"#friy�d 11 4 ... 1'••^Li'w.�+'; lr'`•j'L \'`,1:•"' 1 - CJ ; ..4,2:? ��, �• ) :..,-,,,,,,:,;:,..A,L,s,,.--4.,...:s::....a,-,-,-,. •'i.r.: J •. Z-..-,i4,-,.7-''...,,,--17?-4,� ....�a- 1 �.i• T-Y!r •.Sf,;,Gy M•Y•+;}} LIE", e`1 ii ._4111 k �•,e� d�r:'s.''•,al;_C sit• •• tom' i Z+-c f--'•. l:_' I. 4',-;1.4.7%...,--*--.. .7,`"g,..':"V:`;‘;',.:', la' /I, ..$ ; k.1.-",,A,V4-',I-,:—,eitii›.4, ..e%.-;e•• .: iik la, ,_,4_,-_._..., .1. 1111 . w'_� -.,' �>!,�•��: ;~ �!t,�r ,ids +�,.... FEATURE k ,..„:,-,..„5,--,2„*.-,„..---,,,, C� .t f \`a! a+, iia t i... ,!.pl //--lyy.r..0 •tt ,. ..-,0,-...,_. OFFICE - _•:'•ilk..�'1'�!►� •1� CMi4if • _ .►2:'••-:i'! T M��r•�3 � rteti '(' '• ;;•..,,,,T.-5ii1L ;;-.45.-S%- ' .. - !a•. L►�j '*t. '•r•,a ••'to IT'Vkei,',`-,_.:4:71'..; .7-.-::-':''''! l'''`."'.;*1;•..,Ift, Mll ,-,.. .4.- .i: . rtea F,.t_:x ' i�:'. Y+♦§:i 6r ' 1 PVTURE • : 4111 r � � •• . AMOK r C \t• tL. falai,. ., 114-4`' "rell,(1,›),1- '' THE HUNS SOCtET•Y Of �WrW STATE S Conceptual Floor Plan I1 BACON GROUP, INC. - - lb ARCHITECTURE 0 4' 8' 16' 32'diudillillamiamil 2641 SUNSET CLEARWATER, FLORIDAPOINT ROA3375D9 P. 727.725.0111 - F: 727.725.0111 DRAWING CALL 1fW T—o" WWW.BGARCHITECTS.COM AAC002095 - EB0006092 L.,,,A,pkA 1 ry30,., i . ------ , NO. .Q.ZW:i a-,ifelZ.2.:1-g-21. 1 ............., AMENDEN1 . ai Invoices, ti1�...,,,,0��,{()fi and documeftc. �e,reit►rf, to M18 GDfltT'C1. AMENDMENT NO. 1 TO THE INTERGOVERNMENTAL AGREEMENT BETWEEN THE TOWN OF ORO VALLEY AND PIMA COUNTY CONTRACT NO. 0141-0438562-1006 WHEREAS, the Town of Oro Valley and Pima County have entered into an Intergovernmental Agreement for the provision of animal control services by COUNTY relating to enforcement of leash law ordinances, biting dog ordinances, and animal cruelty ordinances and to provide for the impoundment and sheltering of stray animals, Contract No. 01-01-0- 138562-1006; and WHEREAS, the Intergovernmental Agreement contains a specific provision allowing the Parties to renew for an additional term of two (2) years upon mutual agreement of the Parties; and NOW, THEREFORE, the Parties to this Intergovernmental Agreement exercise the option contained in Article Il.16—Duration and Effective Date, and renew the 'nnin 1 200$ and Intergovernmental Agreement for a period of two (2) years,beginning July ending June 30, 2010. All other provisions of the Intergovernmental Agreement not specifically revised by Amendment No. 1 remain unchanged. I P CO TOWN OF ORO VALLEY, a Municipal .�y .- Corporation '., .T A i i,F, /01#9Ei ` 100 5 2008 Geo ;,,„., .___ :., o R'chard Elias, Ch.'7pa1 Date Mayor Date . Pima County Board of Supervisors ATTEST: ATTEST: i / a v -r- leY A AUG__52008 . ' 4/' -(a.--(f7V ,.. .-7,, ., - Clerk of the Board Date To n Clerk Date c co n Town of Oro Volley I'ACC No 1.doc I C REVi si ;L sY. APPROVED AS TO CONTENT 6- jc--,—.A.-- DENNIS W.DOUGLAS,Director Pima County Health Dept. j0,.. 1 6/2/41 Department Head ate Pursuant to A.R,S. § 11-952, the undersigned public agency attorney has determined that this Intergovernmental Agreement is in proper form and is within the powers and authority granted under the laws of the State of Arizona Attorney, Town of Oro Valley Date Pursuant to A.R.S. § 11-952, the undersigned public agency attorney has determined that this Intergovernmental Agreement is in proper form and is within the powers and authority granted under the Jaws of the State of Arizona .7 f/.,-.) ( 11 ------- 5/2-3 or Depu'l A aunty Attorney,Pirna County Date I (rt`e �y yet l,? 6 'Fawn of Oro Volley PACC No 1.doc 2 RESOLUTION NO.(R)06-65 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, APPROVING AND AUTHORIZING THE EXECUTION OF AN INTERGOVERNMENTAL AGREEMENT BETWEEN THE TOWN OF ORO VALLEY ANI) PIMA COUNTY, A POLITICAL SUBDIVISION OF THEE STATE OF ARIZONA, THROUGH ITS HEALTH DEPARTMENT ANIMAL CARE CENTER FOR THE PROVISION OF ANIMAL CONTROL SERVICES. WHEREAS,the Town of Oro Valley pursuant to Arizona Revised Statutes (A.R.S.) § 11-952 is authorized to enter or renew into agreements for joint and cooperative action with other public agencies; and WHEREAS,the Town of Oro Valley is authorized to establish and maintain the Oro Valley Police Department,pursuant to A.R.S. §9-240(B)(12);and WHEREAS,the Town of aro Valley desires to enter into an agreement with Pima County Health Department Animal Care Center for the provision of animal control services beginning with the Fiscal Year from July 1, 2006 to June 30,2008;and WHEREAS,it is in the best interest of the Town to enter into the agreement,attached hereto as Exhibit "A"and incorporated here in by this reference,in order to set forth the terms and conditions to provide for the health,safety and welfare of the residents in the Town of Oro Valley. NOW,THEREFORE,BE IT RESOLVED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY,ARIZONA AS FOLLOWS: 1. That the Intergovernmental Agreement(attached hereto as Exhibit"A")between the Town of Oro Valley and Pima County Health Department Animal Care Center is hereby approved. 2. That the Mayor of the Town of Oro Valley,Chief of Police and other administrative officials are hereby authorized to take such steps as necessary to execute and implement the terms of the Agreement. 3. That the Mayor,upon advice of the Town Manager, is hereby authorized to execute a two year renewal of the Agreement,pursuant to Intergovernmental Agreement paragraph 16,and the Chief of Police and other administrative officials are,thereafter,authorized to take such steps as are necessary to implement the renewal terms. PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona,this 16th day of August ,2006. TOWN OF ORO VALLEY,ARIZONA Paul H.Loomis,Mayor ATTEST: APP'O VED AS TO F+ ' r -r ." L^ /Ad. lawn Attorney Ka f; .-Cavelier,Tavvn,Clerk elinda Gan�ah Date: -- (a Date: ' O,E • RESOLUTION Na.2006 25 RESOLUTION OF THE PIMA COUNTY BOARD OF SUPERVISORS APPROVING AND AUTHORIZING THE EXECUTION OF AN INTERGOVERNMENTAL AGREEMENT BETWEEN PIMA COUNTY,'ARIZONA AND THE TOWN OF ORO VALLEY FOR THE PROVISION OF ANIMAL CONTROL SERVICES WITHIN THE LIMITS OF THE TOWN OF ORO VALLEY,ARIZONA. WHEREAS, Pima County, Arizona has established and operates a facility known as the Pima Animal Care Center located a 4000 North Silverbeil Road, which.facility - functions as aCounty dog pound for the impoundment of live animals and the disposal of dead animals, and which facility presently employs trained personnel familiar-with matters of animal impoundment and dead animal disposal; •WHEREAS,the Town of Oro Valley is currently lacking similar or suitable facilities for the provision of animal control services; WHEREAS,it is in the best interest of Pima County, Arizona and the Town of Oro Valley for the Pima Animal Care Center to provide certain animal control services to the Town of Oro Valley, and to enter into an Intergovernmental Agreement for that purpose pursuant to A.R.S. §11-951 et req. . NOW THEREFORE,BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF PIMA COUNTY,ARIZONA, as follows: . Section 1. That it is necessary to enter into an Intergovernmental Agreement to provide the services of the Pirna Animal Care Center to the Town of Oro Valley. Section 2. That the Chairman of the Pima County Board of Supervisors is hereby • authorized and directed tosign said Intergovernmental Agreement, a copy of which is attached hereto. Section 3. That the various Pima County officers and employees be and hereby are authorized and directed to perform all acts necessary and desirable to give effect to this Resolution. . `.Lam.7 i ra o DCT 1570131 • f 1 PASSED, ADOPTED, AND APPROVED by the,Pima County Board of Supervisors, this 3rd day. of . tob r 2006. PIMA COUNTY BOARD OF SUPERVISORS -le Ar Ar/ P /TA, Richard Elias, hairman ATTEST By. Clerk of the Board of Supervisors APPROVED AS TO FORM AB •. .►..._i.i T - - --A Dep i ty County Attorney a/s5i' 04 • w • • r CONTRACT NO. a y Q- /.1 ,511- 1Aa AMENDMENT NO. This nomaer must 40ooer on all rnvo#ces, correseonaence and documents penaming to this contract, INTERGOVERNMENTAL AGREEMENT FOR ANIMAL CONTROL SERVICES BETWEEN THE TOWN OF ORO VALLEY, A MUNICIPAL CORPORATION AND PIMA COUNTY, A POLITICAL SUBDIVISION OF THE STATE OF ARIZONA. THIS Intergovernmental Agreement "AGREEMENT" is entered into on this day of 2006, by and between TOWN OF ORO VALLEY, a municipal corporation, hereinafter referred to as "TOWN" and Pirna County, Arizona, a political subdivision of the State of Arizona hereinafter referred to as"COUNTY", I.RECITALS: WHEREAS,the Town Council of the TOWN desires to enter into an Agreement with the COUNTY for the provision of animal control services relating to enforcement of leash law ordinances, biting dog ordinances, and animal cruelty ordinances and to provide for the impoundment and sheltering of stray animals; WHEREAS, the COUNTY has trained personnel capable of enforcing the TOWN Animal Control Ordinances and has facilities for the impoundment and sheltering of stray animals; WHEREAS, the COUNTY is engaged in certain activities relating to the operation of a COUNTY pound, vaccination and rabies control, stray animal impoundment, including an Animal Care Center, and is therefore presently able to provide assistance and services to the TOWN for animal control purposes and; WHEREAS, pursuant to the provisions of A.R.S. § 11-951 et. seq., the TOWN and COUNTY are expressly authorized to enter into an intergovernmental agreement to provide such services. 1 NOW, THEREFORE, the TOWN and COUNTY, pursuant to the TOWN's Resolution No. and the COUNTY'S Resolution No. ,do hereby agree as follows: 11. PAR TES Q LIG A?'IONS: 1. The County Enforcement Agent, herein designated by COUNTY to be Pima Animal Care Center, and all employees thereunder, shall be referred to herein as "Town Enforcement Agents." 2. The Town Enforcement Agents shall administer and enforce the provisions of the Oro Valley Animal Control Code, applicable state laws, and all services related thereunder, including such amendments to said laws as may be passed from time to time. 3. For the purpose of this Agreement, that certain Ordinance known as the Town of Oro Valley Animal Control Ordinance is hereby adopted and made a part of this Agreement by reference as if specifically set forth herein. 4. The Town Enforcement Agents shall be granted those limited police powers necessary to carry out duties imposed by this Agreement, together with any powers necessary for such agents to engage in the vaccination, licensing and other activities arising from their duties as Town Enforcement Agents. 5. The services performed under this Agreement shall be carried out in accordance with Pima Animal Care Center Policies and Procedures, and the desires of the COUNTY and TOWN as such desires may be expressed from time to time by the Pima County Board of Supervisors or the Town Council of Oro Valley. Such scope of service level requirements shall be revised, if necessary, in accordance with availability of funds allocated for animal control purposes by the TOWN. Any such revision shall be in the form of a written amendment to this Agreement. 6. The TOWN Prosecutor shall prosecute all criminal matters and the Oro Valley Magistrate Court shall handle criminal and civil matters arising out of the enforcement of the Oro Valley Animal Control Code, as amended, pursuant to this Agreement. All fines collected by Oro the OValley Magistrate Court as a result of the enforcement of the Oro Valley Animal Control Code, shall be the property of the TOWN, and the TOWN shall be entitled to use the funds for its purposes. 2 • 7. The Town Enforcement Agents, acting under this Agreement within the jurisdictional limits of the TOWN, shall collect animal licensing and kennel fees and such fees as may be required under the Oro Valley Animal Control Code and/or state statutes, including but not limited to A.R.S. § 11-11.01 et. seq. Said funds are to be credited to the TOWN for costs incurred pursuant to this Agreement. 8. The COUNTY shall, before the beginning of the COUNTY fiscal year, submit to the TOWN a copy of the proposed succeeding fiscal year operating and capital outlay budget by jurisdiction, including but not limited to the estimated income from all fees, licenses and charges by jurisdiction and estimated TOWN contributions to the Animal Control budget, if any. TOWN contributions shall be paid on an annual basis as hereinafter set forth. 9. The TOWN shall be extended complete cooperation and access to all documents relating to the Pirna Animal Care Center. 10. Persons employed by the COUNTY in performance of services and functions pursuant to this Agreement shall have no claim to pension, civil service or other employees' rights granted by the TOWN to its officers and employees. 11. The Parties stipulate and agree that COUNTY is not an employee of the TOWN, and is performing its duties hereunder as an independent contractor, supplying its own employees, and maintaining its own insurance, worker's compensation, and internal accounting. The TOWN in no way controls, directs or supervises the actions of the COUNTY under this Agreement. 12, Each Party (as indemnitor') agrees to indemnify, defend, and hold harmless the other Party (as `indemnitee') from and against any and all claims, losses, liability, costs, or expenses (including reasonable attorney's fees) (hereinafter collectively referred to as `claims') arising out of bodily injury of any person (including death) or property damage, but only to the extent that such claims which result in vicarious/derivative liability to the indemnitee are caused by the act, omission, negligence, misconduct, or other fault of the indemnitor, its officers, officials, agents, employees, or volunteers. 13. The cost of services charged to TOWN by COUNTY under this Agreement shall include those costs associated with the use and access to certain departments within the COUNTY by the Town Enforcement Agents, which use and access is necessary for the performance of services and functions pursuant to this Agreement, including but not limited to: 3 (a) Pima County Health Care System; (b) Pinia County Health Department; (c) Pima County Facilities Management Department; (d) Pima County Automotive Services Department; (e) Pima County Transportation & Flood Control Department; (f) Wastewater Management Department; and (g) Pima County Information Services Department. 14. The COUNTY, through its Health Department Director, shall submit to the TOWN on an annual basis, prior to June 30, a statement of year to date receipts, disbursement and a projected year end balance of the Pima County Rabies Control Fund by jurisdiction. In the event that the annual TOWN disbursement exceeds the annual TOWN receipts, the TOWN shall deposit funds sufficient to cover the TOWN deficit in the Pima County Rabies Control Fund within thirty(30) days after official request for funds. Should there be a TOWN surplus in the Pima County Rabies Control Fund, such surplus shall be refunded to the TOWN. The procedure set forth herein shall be followed for each year during the term of this Agreement beginning with the Fiscal Year from July 1, 2006 through June 30, 2007. III. DURATION AND EFFECTIVE DATE: 15. The term of this Agreement shall become effective upon recordation at the Pima County Recorder's Office,and shall continue until June 30, 2008. 16. This Agreement may be renewed for an additional term of two (2)years upon mutual agreement of the Parties, effective upon filing the original executed renewal agreement with the Pima County Recorder's Office. IV. APPLICABLE LAW: 17. This Agreement and all obligations upon the COUNTY or TOWN arising therefrom shall be subject to any limitations of budget law or other applicable local law or regulation. The 4 • • Parries hereto shall comply with all applicable federal, state and local statutes, ordinances, regulations,rules, standards and executive orders. V.T_R. INATIO 18. The Agreement may be terminated by either Party, with or without cause, upon sixty (60) days written notice. Upon termination, a final statement shall be sent to the TOWN by the Pima County Animal Care Center. Within thirty (30) days of receipt thereof, the TOWN shall tender payment of any deficit or the Pima County Animal Care Center shall tender payment of any surplus. VI. A S SIGNMNT: 19. Any assignment or attempted assignment of this Agreement by either Party without the prior written consent of the other Party shall be void. VII. 3 I WAIR; 20. The failure of either Party to insist upon the complete performance of any of the terms and provisions of this Agreement to be performed on the part of the other, or to take any action permitted as a result thereof, shall not constitute a waiver or relinquishment of the right to insist upon full and complete performance of the same,or any other covenant or condition,either in the past or in the future. The acceptance by either Party of sums less than may be due and owing it at any time shall not constitute an accord and satisfaction. VIII. CONPI,ICT C3P.INTEREST! 21. This Agreement is subject to the provisions of A.R.S. § 38-511, 5 IX. NON-APPROPRIATION: 22. Notwithstanding any other provisions in this Agreement, this Agreement may be terminated with or without sixty (60) days notice if the County Board of Supervisors does not appropriate sufficient funds for the purpose of maintaining this Agreement. X. AMERICANS WITH DISABILITIES ACT: 23. The Parties shall comply with all applicable provisions of the Americans with Disabilities Act(Public Law 101-336,42 U.S.O. 12101-12213) and all applicable federal regulations under the Act, including 28 CFR Parts 35 and 36. XL QNWMMiWL 24. The Parties do not warrant their respective right or power to enter into this Agreement and if the same is declared null and void by court action initiated by third persons, there shall be no liability to the other Party by reason of such action or by reason of the Agreement. XU. RS' QMPENSA`TI 25. Each Party shall post the notices require by A.R.S. § 23-1022(E)advising employees who provide services pursuant to this agreement that they are deemed by the laws of Arizona to be employees of both public agencies for the purposes of workers' compensation. XIII. ENTIRE AGREEMENT: 26. This document contains the entire Agreement between the Parties and it may not be modified, amended, altered or extended except by a written amendment executed by both Parties. 6 IN WITNESS WHEREOF,we have hereunto set our hands this 3rd dayo f October 2006. PIMA COUNTY TOWN OF ORO VALLEY, a Municipal Corporation. 10 By: fb15�. - By: .,,,,04.60.7'. 4------, ' is ars las, C • an Mayor _ Board of Supervisors ATTEST ATTEST ' / • �� Ir�I r i rd . ♦ ./I y .tr C erk of the Board To ' lerk By: 4 4.02........._. Dennis W.Douglas, Director Firma County Health Department This intergovernmental Agreement which is a contract between public agencies has been reviewed pursuant to A.R.S. § l l..951 by the undersigned Town Attorney and Deputy County Attorney who have determined that it is in proper form and is within the powers and authority granted under the laws of the State of Arizona. 0 i y O. • Lu • 4 D.puty County Attorney „ / / / $Y .I/.'AA...._. / •wn Attorney . 7 ori-o4 ORO VALLEY FACT SHEET GENERAL o Pima Animal Care Center (PACC)is an open shelter that will intake all pets. o PACC has four major Departments, Enforcement, Licensing, Shelter, and Dispatch. o PACC is open seven days a week. loam to 5pm, Mon-Sat and 12 to 4pm, Sun. o PACC has over a $5 million budget with $55,633.02 contribution coming from Oro Valley. ENFORCEMENT FY 08/09 o PACC serves all unincorporated Pima County and by intergovernmental agreement all 5 cities and towns in the County. o Service includes seven days a week with 7-10 field officers working two shifts per day from 6:30 a.m. to 9 pm. and one (1) overnight officer. o A fully outfitted enforcement vehicle is approx $35,000. o A fully trained officer goes through an initial training of two weeks and an additional training of at least one month field training. o In FY 08-09, enforcement officers traversed approximately 8000 miles per week in response to over 37,000 calls; 327 of which occurred in Oro Valley. LICENSE o In FY 08-09, Pima County licensed over 104,000 dogs; 2,586 from Oro Valley. o In FY 08-09, license fees increased from $12 to $15 for altered dogs and from $50 to $60 for unaltered dogs with the increase being set aside for free spay neuter clinics ANIMAL STATISTICS o In FY 08-09, PACC handled over 27,000 animals; 105 from Oro Valley. o Of the 105 animals, 35 were adopted, 19 were returned to owner, 3 were wildlife, 7 were DOA and 41 were euthanized. o Of the 41 euthanized 18 were requests by owners, 4 were severely injured, 6 were severely ill and 13 were aggressive or feral. o In FY 08-09, PACC save rate for Oro Valley animals is 68%. ANIMAL HUSBANDRY o Humane euthanasia is a two step process. First a sedative is injected that puts the animal to sleep and then, while asleep, a lethal injection is administered. o Rabies samples are collected by removing the head after the animal has been humanely euthanized by the above process. o PACC employs a full time veterinarian on staff. The vet is available 24-7. o PACC maintains a 2400 sq. ft spay/neuter clinic. o Last year, in compliance of state law, PACC clinic performed 5368 spay neuters and Pima County contributed over$70,000 to 11 clinics performing 2187 free spay neuter surgeries on County residents' animals. o PACC maintains an over 28,000 sq ft shelter for both cats and dogs. o Waiting period for a stray is three (3) days and then it is put up for adoption. Owned animals are kept at least seven (7) days and then put up for adoption. o Sheltered animals are kept until adopted or they become ill. o When ill, PACC makes every effort to place the dog or cat with one of over 20 rescue groups. Page 1 of 1 Edward Taczanowsky From: Robert Hendrix Sent: Tuesday, September 22, 2009 4:56 PM To: Edward Taczanowsky Subject: like this This query is for activities that resulted in an animal impound for zip codes 85742, 85755, 85739, 85737 which exist north of Oro Valley. Oro Valley was excluded. intake_type (Total Of activity_no CATIDOG OTHER CONFISCATE f28 7i 1.9 ,... 2 DISPO REQ ; 23 3 5 . ..•,,., 15• ...... .. ........ EUTH REQ 11 11 101 OWNER SUR 9 21 71 QUARANTINE 13 1; 121 STRAY 57 71 461 4. WILDLIFE 16 16; Pima Animal Care Center 4000 N Silverbell Rd Tucson, AZ 85745 520-243-5900 520-243-5950 fax o •q ¢, drAtt. 7. mogroMt•..a'. '^M�a .t .a..4wd't�'rz wre?ca., X x ea. ^'a^^ia�;.,UK�r^.w5 r"lt�kB^ r S P n:ps ova, ,. .•, 1. .� .: r- yR';SA....... fi',r�°CS�_:''Af..+M�.$It;....F.!h1!r9AP,,;'1P�.. 9/23/2009 Page 1 of 1 SEP 23i;Spt 1-1 Cuvelier, ® :. Kathryv.:.nM. . . ww_...w........ .:..r....... _.......M.mw:......_.......... .: ... _..: . . :.u. ... .w.. .µ.M.... . .:..:m :..:.w. a µ.:K. ... ..w . .:...:..: c-v.42:A7:±P*rel4.114-tie From: jjmusolf@comcast.net Sent: Wednesday, September 23, 2009 3:04 PM To: Cuvelier, Kathryn Cc: Loomis, Paul; Carter, Kenneth; Abbott, Paula; Garner, William; Gillaspie,Barry; Kunisch, Al; Latas, Salette Subject: Vote of Confidence for David Andrews I wish to express my total support of David Andrews as the Oro Valley Town Manager. During the 18 years he has served the Town of Oro Valley he has done an outstanding job. During the most recent budgetary procee for 2009/2010 he performed a very diligent, professional, and thorough examination of the town's resources (revenues and expenses to arrive at a fair and impartial budget. I believe the Town Council should pass some form of resolution to recognize the excellent stewardship and dedication that David Andrews has given to the Town of Oro Valley. I wish to have this email to the Town Clerk and Town Council made part of the Oro Valley Pubic Record. Thank You John Musolf 13716 N Carlynn Cliff Drive Oro Valley Resident, Voter, and Taxpayer 9/23/2009