City of Los Angeles CALIFORNIA

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1 -. BOARD OF ANIMAL SERVICES COMMISSIONERS JIM JENSVOLD TARIQ A. KHERO LISA MCCURDY KATHLEEN RIORDAN ALANA YANEZ City of Los Angeles CALIFORNIA ANTONIO R. VILLARAIGOSA MAYOR DEPARTMENT OF ANIMAL SERVICES 221 North Figueroa Street 5 1 hfioor Los Angeles, CA (888} FAX {213} BRENDA F. BARNETIE GENERAL MANAGER JOHN D. CHAVEZ ASSISTANT GENERAL MANAGER DR. JEREMY PRUPAS CHIEF VETERINARIAN May 29, 2012 Council File: Council Districts: All Contact person and phone: Mark Salazar The Honorable Antonio R. Villaraigosa Mayor, City of Los Angeles Room 303, City Hall Los Angeles City Council c/o City Clerk Room 395, City Hall Attention: Mandy Morales, Legislative Coordinator TRANSMITTAL: REPORT BACK ON ANIMAL SERVICES WILDLIFE PROGRAM RECOMMENDATION: The General Manager of the Department of Animal Services respectfully requests that the Mayor and City Council: SUMMARY NOTE AND FILE this report. The Department of Animal Services successfully launched its Special Operations Unit on February 28, This involved moving specialized teams including the Wildlife Program, Permits Division, and the Small Animal Rescue Team (now unified with the Department Air Rescue Team called the Specialized Mobile Animal Rescue Team, or S.M.A.R.T.) into one Special Operations Unit under an experienced special teams coordinator, who is now the acting supervisor. The Special Operations Unit operates mainly from the North Central Center, 3201 Lacy Street, Los Angeles 90031, where the Wildlife Program was based. "Creating a Humane LA" AN EQUAL OPPORTUNITY EMPLOYER Visit our website at

2 Wildlife Program Page2 BACKGROUND The Wildlife Program currently consists of one Animal Control Officer (ACO), The team historically operated with two Animal Control Officers several years ago. The current ACO provides Citywide assistance addressing wildlife concerns, and offers inspections, recommendations, educational information and resource assistance. The officer has not historically provided regular field services, other than education events. He will now have a better opportunity to provide that support The Department has invested greatly in both training and support for the above-listed personnel Wildlife, like many of our specialized teams, essentially became selfsustaining and self-reliant The Department experienced that if the wildlife officer was unable to complete his assignments, took extended time off, or left the Department, the community would lose services and the Department would lose a wealth of institutional knowledge of the wildlife program. The Department also learned that this team member was primarily the reason for the success and sustaining force of the Wildlife Program. He has held this position for nearly 10 years and handles most of the wildlife issues and contacts. Although there are others in the Department with wildlife experience, there was no other Department personnel assigned to either learn from the wildlife officer or support the officer. The officer, himself, believed he could not take time off because no one would be able to address community needs. Having considered these facts, the Department moved forward on February 28, 2012 with a plan to relocate a majority of the specialized team members to operate out of the North Central Center under an acting Senior Animal Control Officer L The plan includes regular cross training and increased support for all the special teams and their responsibilities to the community. STATISTICS In 2011, the wildlife animal control officer responded to 691 wildlife activities. This is a significant decline from 1,521 wildlife activities in 2007 (please see the attached Wildlife Statistical Recap covering the last five years). And although our data shows a reduction in service needs, we believe improved support will allow us to increase in-person service and patrols. Highlights in the attached report include nearly 12,000 actions being taken by wildlife staff. These actions ranged from phone calls and s to handling Incident Reports on the phone. There were 774 actions taken which involved personal contact, patrols or public education. One common issue involved people feeding the wildlife and thereby encouraging predatory behavior. One-hundred-forty five (145) such instances were recorded. Of the 5,039 animal complaints, coyotes still rank as the highest activity with 2,091 concerns/sightlngs. Coyotes are followed by raccoons at 1,391 incidents and then a more dramatic drop to 348 opossum-related actlvities. In the five-year period

3 Wildlife Program Page 3 examined, wildlife staff have encountered bears, bobcats, mountain lions and even an alligator. Of course, squirrels, ducks and gophers made the list requiring attention from the wildlife staff as well. The Department of Fish and Game does a great job supporting our efforts and handling the more challenging wildlife, such as bears and predatory cats. PROGRAM ENHANCEMENTS The Wildlife office has been relocated from a storage closet at the North Central Animal Shelter to a full-sized office where staff can now meet privately with members from the public to resolve wildlife concerns. He also has adequate space to train supporting personnel Animal Services is in the process of selecting a second wildlife officer to help support the current "one-man" operation and share the responsibilities to better assist the public. Although this would add to the support of all special teams, the new officer would focus primarily on supporting the Wildlife Program. Plans are in the works for the wildlife officers to attend more community meetings, school career days and other public events to discuss wildlife concerns and help the public better understand wildlife. Patrols where wildlife is being reported to be a nuisance are also being scheduled on a regular basis. New cameras with high definition video capability have been purchased to better document evidence of wildlife activity. These recordings may also be ',used at future community meetings and training seminars. The Department's Specialized Mobile Animal Rescue Team (S,M.A.R.T.) will assist the wildlife officers with its diverse inventory of specialized equipment whenever the public calls regarding a rescue of trapped or stuck wildlife (especially when the animal is young and orphaned). In the past, the public was referred to private businesses or walked through a do-it-yourself process on how to remove or deter wildlife. Wildlife now steps in and assists the public. New uniforms that promote the Department and the Wildlife Program are in the works, Prototypes are currently being developed for review by the Department. A Public Service Announcement (PSA) is being produced with pictures and video highlighting the services the Wildlife Program provides the City of Los Angeles. The PSA will include helpful tips on dealing with the local wildlife. The PSA will be posted on the Department's website and Facebook page. The PSA will also be available on DVD to play on a loop in the lobby of all six animal shelters. The PSA is being produced by the acting Lieutenant of Special Operations at no cost to the Department. Animal Services anticipates a great year for all of its specialized teams, but especially the Wildlife Program. The Department expects much greater support than the program

4 -. Wildlife Program Page 4 has ever had along with an improved image and more public recognition for all that the Wildlife Program offers to the community. FISCAL IMPACT There is no fiscal impact. The consolidation of specialized programs, and related program improvements, is being undertaken with budgeted funds. ~7~~ BRENDA F. BARNETTE General Manager Attachment: Wildlife Statistical Recap

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