Item #3 Animal Services Office Strategic Plan Update — original pdf

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Animal Services Office Strategic Plan Update Juany Torres Strategic Plan Project Manager June 9, 2025 Background The City of Austin Animal Services Office (ASO) launched a strategic planning process in June 2024. This planning process was initiated in response to two 2023 reviews of ASO by the City of Austin Auditor’s Office and the National Center for Animal Shelter Evaluations. In March 2025 City Council adopted the plan. ✓ January 2025: Finalize and Design Strategic Plan ✓ February 10, 2025: Animal Advisory Commission meeting discussion and recommendation ✓ March 5, 2025: Public Health Committee Briefing ✓ March 27, 2025: Austin City Council Meeting for consideration and adoption of Strategic Plan ✓ April 29, 2025: Travis County Commissioner’s Court presentation of Austin City Council approved Strategic Plan ✓ May 2025: ASO has launched implementation of Strategic Plan June 2025: First update on Austin City Council approved Strategic Plan to Austin Animal Advisory Commission 14 Strategic Planning Process Overview STRATEGIC PLAN PREPARATION Apr to Jun 2024 PHASE 1: ASSESSMENT Jun to Aug 2024 Purpose: To map out the strategic planning process. External consultant Dr. Larry Schooler hired • • Planning Team and Working Group members identified Purpose: To understand ASO's current state and gather feedback from stakeholders, including staff, volunteers, partners, and the community to ensure the strategic plan is responsive to the needs, priorities, and aspirations of stakeholders. • Conducted a community survey with 2,041 participants • Held four listening sessions with 40 ASO volunteers • Held nine listening sessions with 94 ASO staff members Interviewed 10 ASO leadership team members Interviewed 11 community partners • • • Reviewed prior audits, reports, and surveys • Benchmarked similar animal welfare organizations • Compiled two comprehensive reports of survey and listening session findings 3 Strategic Planning Process Overview Continued PHASE 2: STRATEGIC PLAN FRAMEWORK DEVELOPMENT Aug 2024 to Jan 2025 PHASE 3: STRATEGIC PLAN FINALIZATION Jan 2025 to May 2025 Purpose: To create a strategic plan that addresses audit findings, fulfills ASO’s mission, and effectively balances stakeholder needs and aspirations while building trust among Working Group members. Purpose: To share, finalize, and adopt the strategic plan. • Held five initial workshops with the Working Group • • Held staff town hall to gather feedback on Shared draft focus areas and goals with stakeholders draft framework • Conducted community survey to gather feedback on • draft framework Feedback shared with the Working Group and in a report • Held two additional workshops to refine the plan and ensure alignment • Held two meetings with Planning Team to ensure plan cohesion and clarity • Shared the final plan with stakeholders, including staff, volunteers, and the community • Recommended with modification by the Animal Advisory Commission on February 10, 2025 • Presented to Public Health Committee on March 5, 2025 • Adopted by Austin City Council on March 27, 2025 • Presented to Travis County Commissioner’s Court on April 29, 2025 • May 19, 2025- Began Implementation Phase 4 Strategic Planning Process- Implementation PHASE 4: STRATEGIC PLAN IMPLEMENTATION Purpose: Establishing a baseline and formulating measures and targets under the Strategic Plan’s goals and strategies • Held staff facilitated workshop to discuss ASO’s work underway in alignment with strategic plan • Began prioritization of goals in plan • Shared Council approved and adopted final 2025-2030 Strategic Plan with all ASO staff Set expectations with all staff to become familiar with plan Introduced new leadership team to ASO staff • • Began weekly meetings with ASO leadership staff to • May 2025- December 2025 PHASE 4 continued: STRATEGIC PLAN IMPLEMENTATION January 2026- onward Purpose: Tracking measures and targets. Publishing a public dashboard that showcases the progress for each goal and strategy of the 2025-2030 Strategic Plan beginning January 2026 create baseline for goals and strategies in ASO strategic plan • Created internal tracker for strategic plan goals and strategies • Have begun data collection to inform establishment of • a baseline for targets and measures Formulating staff surveys to gather feedback on strategic plan goals and strategies that will inform development of targets and measures • Aligning staff responsibilities and delineating roles for accomplishing, measuring, tracking, and reaching targets under each goal and strategy 4 Vision: The vision of the Animal Services Office (ASO) is to provide services and resources that allow people and animals to thrive in the city of Austin. 6 Focus Areas 18 goals, 64 strategies Focus Areas: High-level priorities that guide ASO in advancing its mission and achieving its vision. Goals: A specific end-result that ASO envisions, plans, and commits to achieve Strategies: Actionable plans or methods that ASO will take to achieve its goals. Humane Care: Meet animals’ physical and emotional needs and ensure a high quality of life for animals in shelter and foster care by providing enrichment, behavioral support, and well-maintained facilities. - 4 goals, 11 strategies Spay Neuter: Reduce the number of stray, unowned, and unwanted animals by improving and increasing spay/neuter services. - 2 goals, 5 strategies Live Release: Maximize the number of animals that are adopted, rescued, transferred, or returned to their owners through enhanced services, partnerships, and community engagement. - 3 goals, 17 strategies Public Health and Safety: Ensure the health and safety of the public and animals by providing resources and information, working with community partners, and responding quickly to animal related concerns. - 3 goals, 8 strategies Open Intake: Ensure Austin Animal Center has the capacity to accept animals, facilitate care by partners and the public, and assist people in keeping their pets in a timely manner. - 3 goals, 12 strategies Staff and Volunteers: Recruit and retain well-trained and dedicated staff and volunteers by providing the tools, resources, and support they need to create a culture of inclusion and responsibility. - 3 goals, 11 strategies 6  Humane Care Meet animals’ physical and emotional needs and ensure a high quality of life for animals in shelter and foster care by providing enrichment, behavioral support, and well-maintained facilities. . Goals Strategies Increase enrichment, socialization, and behavioral services Improve campus facilities and physical spaces Enhance shelter cleanliness and sanitation Develop responsible pathways for all eligible animals emphasizing those with behavioral needs • Expand capacity to provide enrichment and socialization services for all animals through adequate staff, volunteers, funding, and partnerships • Offer staff training and educational opportunities in animal behavior • Enhance support for fosters through training and resources • • In partnership with the Building Services Department, identify opportunities to enhance proactive maintenance and optimize facility operations Identify priority facility upgrades and develop a timeline to enhance animal and staff spaces for optimal care and • In partnership with the Building Services Department, identify opportunities to safety enhance proactive maintenance and optimize facility operations • Identify • Research, analyze, and explore additional locations to offer ASO services throughout the community (i.e., new satellite priority facility upgrades and develop a timeline to enhance animal and staff spaces for optimal care and safety • Research, analyze, and explore additional • Establish and implement a sanitation protocol for facilities and kennels aligned with best practices, including routine locations to offer ASO services throughout the community (i.e., new satellite checks to maintain a high standard of cleanliness locations, secondary locations) locations, secondary locations) • Create a citywide, inter-shelter team to identify, assess, and connect at-risk animals into the most appropriate behavior program • Proactively identify animals at risk of behavioral decline and prioritize for appropriate placement • Establish and implement a protocol for assessing, managing, and supporting animals with behavioral needs, including the process for developing behavioral training plans • Review, research, and provide recommendations for policies, regulations, processes, and programs to support animals with behavioral needs, seeking review and/or approval from governing bodies (e.g., City Council, Animal Advisory Commission, Travis County Commissioners Court) as applicable 7  Spay Neuter Reduce the number of stray, unowned, and unwanted animals by improving and increasing spay/neuter services. Goals Increase the number of free and subsidized spay/neuter surgeries for owned animals Increase the number of spay/neuter surgeries for stray and unowned animals Strategies • Develop and maintain strong partnerships with community organizations and national vendors to expand low-cost spay/neuter services and referral opportunities available within the community • In partnership with the Building Services Department, identify opportunities to • Review, research, and provide recommendations on policies, regulations, processes, and programs that promote and enhance proactive maintenance and optimize facility operations • Identify expand spay/neuter, seeking review and/or approval from governing bodies as applicable • Create additional marketing efforts to communicate spay/neuter services to the community, targeting areas with the priority facility upgrades and develop a timeline to enhance animal and staff highest rates of stray and surrendered pets spaces for optimal care and safety • Research, analyze, and explore additional locations to offer ASO services throughout the community (i.e., new satellite • Partner with volunteers and organizations that support community cats to identify opportunities to enhance, reduce locations, secondary locations) barriers to, and maximize the impact of trap-neuter-return (TNR) programs • Allocate additional resources and optimize processes and staffing to ensure stray animals are spayed/neutered as quickly as possible while in shelter or foster care 8  Open Intake Ensure Austin Animal Center has the capacity to accept animals, facilitate care by partners and the public, and assist people in keeping their pets in a timely manner. . Goals Strategies Increase the timeliness of ASO intake support • Develop and implement standard operating procedures for triaging intake requests and providing customers with appropriate and timely support • Collaborate with volunteers to identify opportunities to involve them in intake support, with appropriate training and guidance • Develop methods to identify and implement policies to prioritize emergency cases and most at-risk animals for immediate intake Expand the capacity of the shelter • • Expand capacity of the finder-to-foster program, including developing protocol and providing adequate staffing to • Explore innovative collaborations with community groups and partners to facilitate the direct placement of animals into • In partnership with the Building Services Department, identify opportunities to care, minimizing shelter intake enhance proactive maintenance and optimize facility operations • Identify Increase foster enrollment and streamline the foster process to improve efficiency and responsiveness priority facility upgrades and develop a timeline to enhance animal and staff provide timely services for finder-to-foster participants spaces for optimal care and safety • Research, analyze, and explore additional • Collaborate with community partners to increase awareness and accessibility of programs that divert animals from shelter (e.g., lost and found resources, finder-to-foster, microchip scanner locations) locations to offer ASO services throughout the community (i.e., new satellite • Enhance capacity to comprehensively manage the flow of animals, ensuring optimal space utilization, improved animal locations, secondary locations) well-being, and successful placements Remove barriers to pet ownership through resources and policy change • Review, research, and provide recommendations on policies, regulations, processes, and programs that advance pet- friendly policies (e.g., restrictions on pet rent, pet deposits, breed restrictions, and weight limits), seeking review and/or approval from governing bodies as applicable. • Expand and market resources and education on responsible pet ownership, including microchipping and spay/neuter Identify grants and partnerships to increase and promote services to those in need including fences, vet assistance, • and behavior assistance services • Develop and maintain strong partnerships with community organizations to expand low-cost services and referral opportunities available within the community 9  Live Release Maximize the number of animals that are adopted, rescued, transferred, or returned to their owners through enhanced services, partnerships, and community engagement. . Goals • Strategies Expand and enhance all programs that lead to successful placements for animals Improve customer experience Increase awareness of ASO and build community trust Improve the adoption process and ensure successful placements by expanding services and providing adopters with training and resources Improve the rescue process and ensure successful placements • • Develop and implement innovative solutions to expand the transfer network and increase the quick transfer of animals Improve the availability of information and the marketing of shelter animals • Design and implement methods that leverage technology, outreach, and partnerships to increase visibility of animals in stray hold, maximizing the number of animals returned to their owners media coverage • Review, research, and recommend policies, regulations, programs, and processes to support high live release rate, • In partnership with the Building Services Department, identify opportunities to gathering stakeholder input and seeking review and/or approval from governing bodies as applicable • Develop and implement a plan to foster media partnerships in English and Spanish and increase opportunities for enhance proactive maintenance and optimize facility operations • Identify priority facility upgrades and develop a timeline to enhance animal and staff • Create more and easier ways for customers to share their feedback to enhance customer experience (e.g., exit surveys) spaces for optimal care and safety • Research, analyze, and explore additional • Enhance the shelter experience by improving signage and navigation and ensuring staff and volunteers are available to support customers locations to offer ASO services throughout the community (i.e., new satellite locations, secondary locations) • Develop and implement customer service training for staff and volunteers • • Analyze and explore opportunities for fixed satellite adoption centers in high-traffic locations Increase accessibility to ASO services through offsite events and exploring new locations across the community Implement a new data management system for transparency and to ensure data accuracy • • Launch a comprehensive marketing campaign to increase awareness of ASO’s mission, policies, resources, and location • Expand ASO’s community presence, including increasing participation in local events, hosting new activities, and building partnerships • Expand multilingual resources and improve accessibility across ASO services • Strengthen outreach and trust-building efforts with community partners 10  Public Health and Safety Ensure the health and safety of the public and animals by providing resources and information, working with community partners, and responding quickly to animal related concerns. . Goals Increase public awareness on how to interact safely with animals Ensure timely response to animal welfare calls and public safety concerns Reduce the number of incidents involving aggressive or unhealthy animals in the community Strategies • Offer targeted training, resources, and support for managing behaviorally challenging animals, including through an online training and resource hub • Enhance public education and awareness on safely interacting with behaviorally challenged pets, unfamiliar animals, and local wildlife • Expand capacity of animal protection officers (APOs) and dispatchers consistent with community need • Collaborate with 311 to enhance ASO service call triage, ensure consistent messaging, and provide clear interim • Strengthen partnerships and increase awareness of community cat programs and trap-neuter-return (TNR) • In partnership with the Building Services Department, identify opportunities to enhance proactive maintenance and optimize facility operations • Identify priority facility upgrades and develop a timeline to enhance animal and staff assistance to the community (e.g., steps to take while waiting, when to expect updates) spaces for optimal care and safety • Research, analyze, and explore additional Identify opportunities for external organizations, such as wildlife rescues, to directly support response to animal locations to offer ASO services throughout the community (i.e., new satellite welfare needs locations, secondary locations) • • Develop and implement methods to evaluate and improve the impact and effectiveness of public health and safety resources and services provided by ASO • Review, research, and provide recommendations on animal related policies and regulations that impact public health and safety, seeking review and/or approval from governing bodies as applicable 11  Staff and Volunteers Recruit and retain well-trained and dedicated staff and volunteers by providing the tools, resources, and support they need to create a culture of inclusion and responsibility. . Goals Enhance working conditions and build skilled and supported staff and volunteers Increase morale and satisfaction of staff and volunteers Strategies • Develop and implement a comprehensive training and development program for staff and volunteers • Conduct staffing analysis to determine appropriate levels of staff and volunteers and ensure pay equity • Conduct an analysis of equipment needs for staff and volunteers, and take steps to address them • Review, research, and recommend policies, regulations, training, and processes to ensure the health and safety of staff and volunteers, seeking review and/or approval from governing bodies as applicable • In partnership with the Building Services Department, identify opportunities to enhance proactive maintenance and optimize facility operations • Identify priority facility upgrades and develop a timeline to enhance animal and staff Increase awareness of and access to resources to support the mental health needs of staff spaces for optimal care and safety • Research, analyze, and explore additional locations to offer ASO services throughout the community (i.e., new satellite Increase and improve cooperation between staff and volunteers locations, secondary locations) • • Develop programs to improve volunteer participation and retention, including incentives and team building • Develop programs to improve staff retention, including team building, mentorship, and career development • Improve operational efficiency • Maintain, regularly update, and enforce clear standard operating procedures • Review, analyze, clarify, and define roles and responsibilities of staff, volunteers, and partners • Conduct analysis of technology, contracts, and shared services needed to operate shelter at maximum efficiency and create a roadmap for implementation 12  Work Underway Below are examples gathered from ASO staff of goals and strategies underway that align with the 6 focus areas delineated in the strategic plan. ASO staff will develop targets and measures that may be amended during plan implementation. Focus Areas Humane Care Spay Neuter Open Intake Live Release Public Health and Safety Work Underway - Examples Align with G1 and G3- Expansion of play group, in kennel enrichment and walks/play with humans; population rounds puts eyes on each animal; cat portals increase cat space for humane care; modified cleaning protocols for seasonal weather Align with G1 and G2- Good Fix Clinic with new locations and expanded outreach; update SNR to faster processes for cats • In partnership with the Building Services Department, identify opportunities Align with G1, G2, and G3- to enhance proactive maintenance and optimize facility operations • Identify Greeter position created, expanded PRC hours, nursery kittens foster drive, adoption partnership with Humane Society and Austin Pets Alive, streamlining of foster and adoption process, increased research for lost and found RTOs, Good Pup partnership and priority facility upgrades and develop a timeline to enhance animal and staff Friends Of vouchers; expanded Friends of AAC; development of outreach videos spaces for optimal care and safety • Research, analyze, and explore additional Align with G1, G2, and G3- locations to offer ASO services throughout the community (i.e., new satellite Good Pup Partnership and Friends Of vouchers; coming soon is the redevelopment of the transport program to increase outcomes, changes in the volunteer adoption application program and following up on app for long stay dogs, greeter position added, handling training for all locations, secondary locations) staff including the adoption team, dog swap with Victoria County, new shelter software, expanding pilot program of microchip scanning services at department; Align with G1 and G2- Conversations with Sheriff’s Office to find public safety solutions; new shelter software launch with trainings for all staff and users – Shelter Buddy; outreach videos; public safety designation of Animal Control Officer vehicles through resolution Staff and Volunteers Align with G1 and G2- Increasing staff development days, rolling out of Discord app for volunteers to communicate with one another; outsourcing and streamlining volunteer training through mentors ; creating SOPs across all programs for staff onboarding and training 13 Next Steps May - December 2025: Develop the baseline metrics  January 2026: Publicly launch dashboard on ASO website that showcases status updates and progress on the goals, strategies, targets and measures of Strategic Plan March 2026: Present 1 year (from plan adoption) update to Mayor and Council on 2025-2030 Strategic Plan May 2026: Present 1 year update to Austin Animal Advisory Commission on 2025-2030 Strategic Plan May 2026: Assess prioritization and progress on measures and targets of 2025-2030 Strategic Plan Communication Expectations: • Quarterly Updates—written memos to Mayor and Council • Twice a year in person presentations to Animal Advisory Commission • Updates to ASO Volunteers twice a year • Updates to website with dashboard on way 14 Thank you For more information contact Juany.Torres@austintexas.gov 13