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2025-09-22 Shelter handout 2Option Advantages Challenges Cost Implications A) Public Continuity of Operations Mission Misalignment Status quo with costs increasing annually for staff, Health & LCPHSS has been overseeing the shelter and retaining it there ensures day -to- LCPHSS' mission is centered on human health and service priorities like disease supplies, and veterinary services Social day operations continue without disruption. Staff, procedures, and systems prevention, emergency housing, and community wellness. Operating an animal Services already in place could remain unchanged, providing stability for both partners shelter does not naturally fit this scope. 2026 operational costs will be covered by: (LCPHSS) and the public. General Fund $377,127 Operational Opportunity Cost Fees $105,300 LCPHSS leadership attention diverted to shelter operations reduces focus on Prior -year donations $100,356 core mission. Current -year donations $21,075 Lack of Innovation and Flexibility Prior -year donation funds are on track to be depleted by Due to required governmental protocols new ideas would require a lengthy 2027, which will significantly increase the amount of process to implement. Partnerships with outside entities requires specific General Fund needed in future years. contractual and legal protocols that often create disengagement with entities. Reduced Access to External Resources Nonprofits can tap into grants, donations, and volunteer networks; a county -run operation is less likely to attract or be eligible for these resources. B) Outside Specialized Expertise Candidates Costs could be contained or reduced. Entity— A contractor may have experience in animal welfare, veterinary care, adoption The RFP may or may not attract qualified applicants. selected programs, and volunteer management, which could enhance service quality. County could set an annual cost cap for the contract or through RFP Specialized expertise encourages community engagement and support. Mission Focus could establish a hybrid model with a cap plus Private operators may prioritize adoption, fundraising, or their organizational reimbursement for certain pass -through costs such as Innovation and Flexibility mission in ways that don't fully match county law enforcement and public safety large animal seizures or extraordinary veterinary fees. A contractor could bring new ideas, partnerships, and approaches to animal goals. RFP would need to specify coordination with Law Enforcement. care, adoption, and community engagement. A non -governmental entity implement public feedback and make quick adjustments to improve animal Risk of Service Gaps outcomes and community engagement. If a contractor underperforms, withdraws, orfaces funding issues, the county could be left to fill gaps in shelter services. Resource Leverage Contracted providers could tap into donations, grants, and volunteers, supplementing public funds and expanding services without additional taxpayer burden. Efficiency Eliminates delays during animal population surges caused by governmental budgeting processes or political debates. Administrative Relief Outsourcing operations would free up county staff time to focus on their core functions. C) Sheriff's Alignment with LCSO Duties Expansion of Services There would not be a significant reduction in costs to the Office (LCSO) Animal control, strays, dangerous animals, and animal seizures, are alreadythe LCSO's mission is centered on law enforcement and community safety. It has county, an increase would be likely due to union and Sheriff's duty. expertise in incarceration but not sheltering animals. Animal control is within the guild requirements. Potential Stronger Coordination with Law Enforcement Sheriff's duties, operating a shelter is not. Operations and supervision by the LCSO requires FTEs City police and deputies are often first to handle strays or dangerous animals. An Reduced Efficiency in Emergencies that are at a higher rate of pay than non LCSO staff. LCSO-operated shelter ensures direct, seamless communication during intake. Adding shelter operations could strain deputies and administrative staff, Current salary costs ($462,325 in 2026) make up 78% of creating slower response times for both animal and human emergencies. Instead total operations costs ($603,858). of streamlining, the extra layer of responsibility could introduce delays and confusion when priorities conflict. Vehicle modifications and requirements will add additional costs. Reduced Access to External Funding Insurance and liability costs are higher for taw Nonprofits can tap into grants, donations, and volunteer networks; a county -run operation is less Likely to attract or be eligible for these resources. enforcement entities. Lack of Innovation and Flexibility Due to required governmental protocols new ideas would require a lengthy process to implement. Partnerships with outside entities require specific contractual and legal protocols that often create disengagement with entities. Weaker Coordination with Broader Services By centralizing shelter management within LCSO, communication with non -law enforcement partners (such as local animal welfare groups, veterinarians, or city departments outside of police) could be weakened. This may reduce opportunities for collaborative, community -based solutions to animal issues.