Lake County Grand Jury
• 2006-2007
County of Lake - 2002/2003 Grand Jury Report - Table of Contents 2002/2003 Grand Jury Report
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Note: Missing finding numbers detected: F6
Findings 14 findings
F1
Recruitment and retention of staff have been and continue to be a serious problem. At present, there are only two new Animal Control Officers I, plus the Director, to cover the entire County. As well, the Grand Jury is concerned about the high number of “extra-help” 900-hour employees used in the Shelter. The Director lacks management experience, having been an Animal Control Officer II for only two years before being appointed Interim Director and then Director. Struggling just to maintain day-to-day operations, she is at risk of falling into the trap of hiring warm bodies just to fill positions, especially in the Shelter, rather than searching for qualified applicants. She may be tempted to use new hires to try to patch up old problems instead of creating a healthy working environment in which employees can succeed and excel. Even the most dedicated staff members cannot perform their jobs well if they do not receive proper guidance and recognition or lack established routinized procedures. Animal Control operations are particularly vulnerable to staffing problems, poor morale, and high employee turnover because the work is physically demanding, emotionally stressful (and sometimes devastating), and the wages, at all levels, appear to be non- competitive. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (3 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F2
While County Administration appears to be taking a closer interest in the issues confronting Animal Control, there appear to be few opportunities for the Director to meet with the Board of Supervisors in person. To the Grand Jury’s knowledge, only one of the current Supervisors has bothered to visit Animal Control.
F3
As emphasized by the Sheriff in his report, the Department lacks a Mission Statement. As needless as such a thing may seem to the Director, when her plate is already so full, an energizing Mission Statement that reaffirms a reverence for life can provide a focus around which to organize employees and often disparate activities and conflicting demands, and further serves as a useful reminder of “What it’s all about.” For example, the Mission Statement of the Marin Humane Society reads, “Guided by the humane ethic, it is the mission of the Marin Humane Society to protect animals from neglect, abuse, and exploitation, to advocate for their interests and welfare, and to inspire awareness and compassion for all living things.” http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (4 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F4
The Policies and Procedures Manual is years outdated. Employees with only verbal instruction in the Department’s policies and procedures may be subject to incomplete or inconsistent teaching, as well as manifest inconsistent performance of their duties.
F5
The Animal Control Officers appear not to scan new impounds consistently for the presence of a microchip.
F7
On the Grand Jury’s last visit, at a time when the Shelter was open to the public, the kennels smelled and appeared to have been hastily washed down after the Jurors’ arrival. The towels in the cat cages and puppy pens appeared unclean. On this occasion, the Grand Jury found the kennel staff without smocks and nametags despite the earlier institution of a “uniform,” and the dress of some office personnel was considered inappropriate.
F8
The Grand Jury heard many complaints about animal “emotional abuse” in the Shelter, often attributed to the employees’ “need to survive” psychologically. Officers and kennel workers participating in daily euthanasia sessions are prone to loss of empathy as a defense mechanism. As all feral cats are killed after three days, workers may no longer care that the feral cats are further traumatized by placement in uncovered cages or that, when pregnant, may deliver prematurely due to their stress or that their kittens may be ill and die shortly. The employees may resist bringing in more animals, treat the animals roughly, or refrain from attending to, or walking, the dogs. For a time, the dogs were comforted by being given a fresh blanket to lie upon after cages were cleaned – a practice followed in all enlightened shelters these days – but the practice allegedly was truncated due to the “extra work” of doing the laundry, despite the recent purchase of upgraded appliances. The perceived attitude appeared to be: “They are all going to die anyway, so why bother?” Further, http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (6 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control as soon as the hold-time has expired, adoptable animals are alleged to be frequently “PTS” (put to sleep), without the public’s having a chance to give them a home, due to shelter overcrowding.
F9
Paperwork regarding animal abuse or neglect that is submitted to the District Attorney’s Office is sometimes filled out incorrectly, resulting in lack of follow-through.
F10
No protocols are currently in place for effective temperament testing or behavioral modification of dogs, which would permit better informed placement. These techniques, requiring some amount of staff training, are an important component in modern shelter operations.
F11
In many remote locations within the County, radio communications with the Animal Control Officers are unreliable or non-existent.
F12
The needs of residents in the City of Clearlake are not currently well-served by Animal Control. Being on-site in the Clearlake impound area only one hour each weekday afternoon is manifestly insufficient, given that at least two out of every three impounded animals come from the south County. Enforcement of leash laws or investigation of barking, abuse, or neglect complaints is not possible with so few Animal Control Officers available, which makes inevitable the unfortunate, and highly contentious, “Dosha incident.” The Clearlake Police Department cannot cope with, and is understandably sick of hearing about, all of the animal problems in the City without the ready and consistent availability of Animal Control Officers. The high impoundment rate there often requires the Animal Control Officers to make multiple trips to Lakeport daily due to the limited number of cages in the Clearlake Public Works garage and in the Animal Control vehicles.
F13
Animal Control has contracts with both cities, Lakeport and Clearlake, for the provision of services and apparently is responsible for billing the cities monthly. The prior Director evidently failed to bill, and Lakeport failed to pay, although Clearlake continued to make its payments, despite the falloff in services provided.
F14
Some cost cutting measures are not being pursued, such as putting large purchases out to bid even if the minimum cost threshold has not been met. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (8 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F15
Two adoptable animals were recently left for hours in Animal Control vehicles in the parking lot in the sun by Animal Control Officers. By the time the animals were discovered, they were unconscious and expired.
Recommendations 12
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R1County Administration can only benefit by making management and leadership training available to the Director to ensure that all relevant laws are followed and before potentially dysfunctional personnel patterns become entrenched. As well, permanent, continuing functions should be staffed with permanent positions; doing so would reduce turnover and also conserve training and supervisorial energy. High employee turnover is costly, as are employment-related claims and lawsuits. Not only are public seminars readily available, but so, too, is online or videotaped instruction. As well, HSUS sponsors annual conferences around the U.S., and management training is always featured, as all successful animal control operations are rooted in the quality of their management. The Grand Jury believes that the Director would be well advised to spend several days at well-run operations such as the Marin Humane Society and San Francisco SPCA. Two years ago, the Madera County Animal Control Department was in the same sorry state as Lake County – same county demographics and attitudes toward “disposable” animals, animal overpopulation, lack of attention by administration, and high incidence of shelter diseases, but a new inspired and inspiring Director, slowly but surely, is turning the operation around and is available for consultation.
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R2Instead of being “buffered” by the Animal Control Advisory Board, the Board of Supervisors should establish regular meetings with the Animal Control Director, the Shelter Manager, and the Program Director and make routine visits to the Shelter to observe all aspects of the operation. Each institution has a “culture,” and the tone is set at the top. The Director and the entire Department, including the defenseless animals they are responsible for protecting, would benefit from enlightened management and leadership – not merely “supervision.” The Board of Supervisors must insist upon implementing and actively support the sea change in modern shelter medicine.
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R3Perhaps the expertise of the Animal Control Advisory Board could be brought to bear to help Animal Control articulate an inspiring Mission Statement.
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R4The Policies and Procedures Manual, covering each aspect of the Department’s operations, must be updated annually, and a copy should be available in both the administrative office and the Shelter. Each employee should be required to read the Manual and indicate in writing having done so. This documentation should then be placed in the employee’s file.
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R8The Grand Jury feels strongly that killing adoptable animals is incompatible with operating a humane shelter and contrary to State policy and that the human emotional toll exacted is severe and pervasive. Given the realities of Lake County, however, and recognizing that the Hayden Bill takes county population into account, the Grand Jury recommends that the practice of euthanasia should either be outsourced or that psychological counseling be offered routinely, without stigmatization, to Animal Control Officers and kennel staff. Once the Shelter more effectively manages its disease incidence, all rescue groups can and will participate in relocating large numbers of adoptable pets, thus reducing the need for such extensive daily euthanasia.
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R9Someone from the DA’s Office should formally train new Animal Control Officers in the proper completion of the abuse/neglect referral forms.
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R10Temperament testing and training protocols are readily available from HSUS, the American SPCA, and the Marin Humane Society. All have websites, for ease of ordering. The more time spent evaluating and socializing the animals, perhaps through the envisioned formal Volunteer program, the greater their opportunities for adoption.
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R11More reliable mobile communication devices should be identified and provided to the Officers, for the sake of their safety and the efficiency of their operation. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (7 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
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R12When Animal Control has hired its full complement of Officers, Clearlake and environs need the attention of at least two full-time Animal Control Officers, patrolling and issuing citations, educating the public, and rounding up the strays, as well as manning the impound area. Staggered schedules would be helpful, as, evidently, many dogs are turned loose after 4 p.m., and periodic sweeps, the equivalent of the County law-enforcement’s “hook-and-book” days, might be considered. The Grand Jury applauds the fact that partial funding has been set aside by the Board of Supervisors for a new shelter and strongly urges that it be sited in the south County. Alternative non-profit sources of residual funding can also be explored. As noted in the Final Report by the 2001-2002 Grand Jury, if a commitment to running a no-kill shelter within five years can be made, Maddie’s Fund is a potential source. Again, perhaps the Advisory Board could explore the availability of grants to help fund a new shelter. The County should also explore available external public funding such as from Housing and Urban Development grants.
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R13The Auditor-Controller’s Office should assume the billing of Lakeport and Clearlake for Animal Control’s services.
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R14County Purchasing should be requested to procure supplies for Animal Control, even though individual purchases may not meet mandatory thresholds. For example, Science Diet kibble might be obtained from the manufacturer, Hill’s Pet Food, which provides free kibble if a certain amount is also purchased. Also, procurement of supplies on an annual basis should be explored to obtain further economies of scale.
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R15The Director should devise a fail-safe procedure to assure that such traumatic events will be prevented. All of the trucks should have air-conditioning units, and they should continue to function after the ignition is switched off. ADDITIONAL RECOMMENDATION