(Originally posted in the Stratford Star newspaper on April 4, 2011, in “Walsh’s Wonderings”)
Especially in today’s economic climate, most of us are looking for the town leadership to find ways to spend our money wisely. Unfortunately, sometimes decisions based on short-term savings and political expediency can prove disastrous over the long haul. One such decision was the recent elimination of an assistant Animal Control Officer (ACO) position. There are numerous arguments to be made about our moral duties to animals in this town and how their treatment is a reflection on us all. Others might argue that pet owners without children in our public schools deserve this tangible return on their tax dollars. However, while these might be strong arguments, I’d rather offer a more practical, economic rationale for the importance of re-instating this position.
First of all, in the interest of full disclosure, I must share that I not only fully supported the new Animal Control facility slated for completion in early June, but also served on the first committee to pick its location. The numbers proved that the old facility on Frog Pond was simply inadequate for the growing needs of the department regardless of its location or cost. How ludicrous, then, to build a facility with twice the capacity but staffed at two-thirds the previous level!
A little perspective is important: According to Stratford’s “Proposed Operating Budget Expenditure Analysis for 2012,” only 5.2% of our tax dollars will go to funding our police department. Of that small percentage, that department will spend more on the combination of overtime and uniform maintenance than on the entire annual budget for Animal Control. I believe the police department should have an even higher budget, so these levels prove that properly funding the Animal Control Division is not a high-ticket item. Projected savings to the 2012 budget for eliminating the assistant ACO position is only $44,504, yet the fees, licenses, and other surcharges for dogs alone in 2011 are expected to generate $32,500 for the town. A bigger facility will most likely mean more revenue provided it’s appropriately staffed, so surely it makes fiscal sense to maximize this additional revenue potential?
Even more important than the financial evidence is the issue of public safety. Marjean O’Malley, President of the Stratford Animal Rescue Society (STARS), states that our Animal Control Officers answer 3,600 calls a year out on road and handle almost 4,000 visitors in addition to handling the daily needs of the animals already at the facility. At the same time, they must complete the requisite paperwork that comes from impounding animals at a rate of almost 600 a year. Response times will be adversely affected because there will often be only one ACO on duty (due to scheduled days off, holidays, vacation, etc.).
Already understaffed before this position was cut, taxpayers will soon notice additional ramifications, including dramatically reduced facility hours that undercut the entire philosophy of the new building. Rather than using the new community room for a variety of public services, the doors will shut at night and on weekends. Public bathrooms for users of the Greenway will be unavailable most times because either the two remaining officers are off-duty or on call. Stray pets picked up on Friday will be stuck in the kennels until Monday morning before their owners can retrieve them. The low-cost vaccination and education programs that created such excitement when designs for the new facility were first released will not be available for those who work during these limited hours of operation.
Lastly, understaffing this particular department actually costs the town money in the end. The Animal Control department enjoys a unique and committed relationship with volunteers in the community that should be fostered rather than choked off due to staffing concerns. Organizations such as STARS consistently raise money to cover yearly budgetary shortfalls and other items not included in the town budget. Last year alone they raised $40,000 to make sure each animal is spayed, neutered, vaccinated, and micro-chipped before it leaves for a new home. The role of Animal Control has moved far beyond mere “dog warden” in its attempt to rehabilitate and re-introduce animals to a grateful and more informed public. A significant portion of the 53% rise in Animal Control activity is due to dramatic increases in the rates of pet redemption and adoption. Sadly, the rate of euthanizing these animals, which had trended downward until 2010, will most likely rise with the loss of the resources to re-train and redistribute them to qualified homes. Instead, based on current impound, we’ll spend an estimated $60,000 to kill them (or about $16,000 more than the third ACO would cost).
The irony is that by “saving” money on one position, we cost ourselves much more in loss of volunteer hours. Due to liability concerns, volunteers are not allowed in the building unless an Animal Control officer staffs it. Animal Control Officers and Kennel Attendants are all vaccinated for rabies, drug tested, and required to pass a background check. Volunteers may only handle animals that have been advertised in the paper and held for 7 days, thus becoming the legal property of the Town of Stratford. In addition, all animals must pass a temperament test administered by Animal Control staff prior to being handled by a volunteer because they have extensive experience and training in dealing with potentially aggressive animals and disease control procedures. Road calls can only be handled by Animal Control Officers with knowledge of laws pertaining to animals and expert animal handling skills. Even the 12-hour training program required for volunteers to help is at risk due to the limited hours and manpower. STARS and other volunteer groups provide the money and time to augment town services that we simply cannot afford to lose in this economy.
In short, eliminating this position will cost us dearly. Animal Control issues—like other police, fire, or medial emergencies—do not adhere to “banker’s hours.” It is a critical public service with which we cannot play political cat and mouse.
