Buncombe County Animal Shelter | Asheville Humane Society Jump to navigation The Buncombe County Animal Shelter is located next door to Asheville Humane Society's Adoption and Education Center at 16 Forever Friend Lane and serves as a point of entry for all found strays or animals surrendered by their owners. Stray animals are held at the Buncombe County Animal Shelter for the minimum statutory holding period of 72 hours while Shelter staff investigate to find possible owners and reunite lost animals with their worried families.
During this time Asheville Humane Society staff provide compassionate care to help the lost animals be as comfortable as possible while they wait for their families to find them. For many stray animals their families are not found and ownership by Asheville Humane Society is assumed legally after the minimum 72 hour holding period. We then place them up for adoption and help them find a new home. Owner surrendered animals are evaluated shortly after arrival for medical and temperament soundness.
Animals who can safely and humanely be placed into homes are quickly made available for adoption and come to the Asheville Humane Society's Adoption Center on campus or to an adoption placement partner. Adoption placement partners include breed placement groups, specialty groups locally and in other parts of the country with less of a companion animal homelessness problem. Stay Connected With Facebook, Instagram & YoutubeSee Also: Etowah County Animal Shelter
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From a jungle of rain-washed pines and junipers spearing the hot blueness of your Florida sky, ran a little, tawny-haired boy. His bare feet, extending from his overalled legs, crackled towards the fallen palmettos. He leaped in the air, flinging his arms toward a flock of white doves circling above him.
Where people live, work, and play, their lifestyle preferences, and their stage in life provide insights on which to tailor animal life-saving programs. Get in sync with these lifestyle trends of pet owners and prospective pet adopters to help keep inventories of available animals low. Lifestyle Trends Four generations of adults make up the broad pool of prospective adopters of shelter and rescue pets.
Three are discussed below. What do their current and future lifestyles tell us about the numbers of available pets and pet adoption prospects? 1. More Single American Adults Hunter Schwarz, a journalist and contributor for The Washington Post, wrote that for the first time since the government began tracking data in 1976, “there are more single American adults than married ones” (The Washington Post, September 14, 2014).
In 27 states, more than half of the adult population is single. Mountain states (Idaho, Montana, Utah, and Wyoming) and Midwest states (Iowa, Kansas, Nebraska, North Dakota, and Minnesota) have the lowest percentages of single adults with Utah’s percentage (43.7%) of single adults being the lowest but substantial. There are implications of higher numbers of single adult households on pet ownership and lifestyle.
Six in 10 (57%) of all adults in the U.S. own a pet or pets, with dog owners (39% of all adults) outnumbering cat owners (23% of all adults). Although these numbers have likely changed in the last 10 years they provide some idea of pet ownership. Economist Edward Yardeni, president of Yardeni Research Inc. opines that “singles are more likely to rent than own their homes,” and that while they have less household earnings than married people, single adults “have fewer expenses, especially if there are no children in their households.
” Will the increase in the number of single adult households add to the pool of prospective adopters? 2. Downtowns Attracting More Residents Downtowns across the country have transformed over the last 20 years. The combination of housing, retail, dining, entertainment, and walk-to-work offices in these urban cores has created what Emerging Trends in Real Estate® 2015 from Urban Land Institute and PwC calls “18-hour markets.
” These downtowns are alluring places to live, work and recreate, and they are attracting adults of all ages. Millennials are among the new city dwellers. Millennials are the cohort of Americans born between 1980 and the mid-2000s, and the largest generation in the U.S., representing one-third of the total U.S. population in 2013. Yardeni points out that many of millennials prefer renting apartments in cities rather than living in the suburbs.
These young adults are prospective adopters of shelter and rescue animals. Animal welfare groups should be as interested in millennials as employers. A recent article in Fortune debunks five myths about this generation and their workplace needs. In her commentary on this generation, Carolyn Heller Baird provides insights on generation X (aged 35-49) and baby boomers (aged 51-69) as well. Heller Baird wrote that “in many respects … what’s good for millennials will be good for the other generations, too.
Emerging Trends in Real Estate® 2015 found that baby boomers are trending away from golf course retirement, health care properties, and senior ‘housing.’ Rather, there appears to be a growing interest by boomers in owning “properties near their children” when they retire. When and if boomers move to vibrant downtowns like millennials, Emerging Trends believes “this group may have longer staying power than the millennial generation” who in six or seven years might be facing lifestyle choices (e.
g., where to raise a family). 3. Rental Preferential Trend Continues Place-of-residence preferences, and in some cases involuntary housing choices made in post-Great Recession years, have increased intake at animal shelters and rescues. The most common reason why people relinquish or give away their dogs and cats is because their place of residence does not allow pets. In surrendering their pet, dog owners (29%) and cat owners (21%) cite “no pets allowed” as the reason, according to ASPCA and the American Humane Association pet statistics.
On February 20, 2015, CNN Money published an article about a shortage in affordable pet-friendly housing in San Francisco, and the associated surge in pet surrenders at the local nonprofit SPCA. In that story, one in four people cited “problems finding pet-friendly housing” as the reason for relinquishing their pet. Sync Up with Customer Needs Knowing where your customers live, work and play, their lifestyle preferences, and their stage in life can help save the lives of more companion pets.
Some shelters already provide housing information. Pet-friendly housing guides are plentiful on the web. Below are a few examples of how real estate services are responding to the important need for pet-friendly housing: My Apartment Map Realtor.com Apartments.com “It is possible to stretch for opportunities—you just have to be aware of how much runway you have left.” Emerging Trends in Real Estate® 2015 from Urban Land Institute and PwC Advertisements Phasing can make the difference between designing and building today versus sometime in the future.
The term “phase” is often used in project management to describe stages of project implementation. It’s also used in reference to a project that is implemented in two or more fully functional pieces or phases. Don’t let your animal shelter project drift into sleep mode for lack of a complete funding package. Read on and see how three communities moved their dream projects forward. 1. City of Tracy Animal Shelter, California Indigo Hammond + Playle Architects, LLP has designed a 12,000-square-foot animal shelter to be built on a 2.
19-acre site for the City of Tracy. The new shelter will replace a 4,200-square-foot building deemed inadequate to meet current and future needs. Phase 1 includes design and construction of about 6,000 square feet of building space, including adoption and holding areas for cats and dogs, office area, 15 parking spaces, and a sally port. Tracy Animal Shelter site plan by Indigo Hammond + Playle Architects, LLP.
Source: City of Tracy CIP#71064 Project Description (accessed March 11, 2015). The second phase—6,000 square feet—will expand the animal holding and living spaces, and other amenities. Phase 2 will be funded by future residential development, which supports an important point made about shelter design and future growth; that animal care and control services are linked to population size and number of households served.
The City knows it must demonstrate an essential nexus between the impact of new residential development and the animal care and control services it provides to its community; and, that there must be a rough proportionality between City-imposed fees (for the animal shelter) on new residential development and the impacts of new development on animal services. These requirements are further explained in this link to a Meyers|Nave discussion on “the Nollan/Dollan standard” and the Knootz v.
St. John River Water Management District case that extends property owner’s constitutional protections. 2. North Richland Hills Adoption and Rescue Center, Texas North Richland Hills has built a new 10,300-square-foot animal adoption and rescue center with a capacity to care for 145 animals. The site plan (below) shows three areas for future expansion. The yellow circular call-outs identify the location of a future on-site medical clinic (right), additional dog runs (center), and expanded sally port (left).
Site plan by Quorum for North Richland Hills Adoption & Rescue Center. Source: North Richland Hills website (accessed February 27, 2015). 3. St. Tammany Parish Animal Shelter, Louisiana St. Tammany Parish Animal Shelter located at 31078 Highway 36, Lacombe, LA. Source: St. Tammany Parish Animal Shelter Facebook page (accessed March 31, 2015). The St. Tammany Parish Animal Shelter was built on an 80-acre site, which the parish purchased for about $230,000.
Planned in 2002 and delayed by devastating Hurricane Katrina in 2005, the shelter was completed and opened for business in November 2008. The facility is nearly 10,000 square feet with a capacity of 300 to 350 dogs and cats. It was constructed at a total cost of about $1.9 million. The St. Tammany Parish shelter is another case in which an on-site animal hospital was included in the project plan for later completion.
Both spay/neuter surgeries and cat adoptions continued to be handled out of the old animal shelter until full build-out. See NOLA.com for more details. St. Tammany Parish Animal Shelter. Source: Google Maps (accessed March 31, 2015). Using formulas, rules of thumb, and data modeling with input from past and current animal shelter operations at your facility are good starting points. Arriving at “optimal” size and layout alternatives from which to select and ultimately build a new animal shelter requires much more.
The “snap-shot” in time used to design a new shelter needs to be carefully arranged yet adaptable to change in service demands. For shelter administrators, the whole design business may appear to be a job outside their “wheelhouse.” No one knows the operational details or can anticipate change scenarios over time better than the shelter team. Your city/county planners can help with community growth forecasts.
Together you can make sense out of what that growth forecast will mean to the demand for animal care and control services. Designers rely on their clients for information essential to defining why and what to design and build, and for whom. Before your design team prepares a schematic drawing (no dimensions) showing shelter activities and spatial relationships, revisit the project assumptions. What design formulas and models might not address are “future” needs.
Consider incorporating a growth factor to “smooth” or “tweak” design models and formulas. Growth Factor A typical facility planning objective is to balance efficiency with cost control and adaptability to change. Like hospitals and airports, an animal shelter moves lives through spaces following procedures and protocols. For new and expanding hospitals and airports, market analyses are prepared to estimate growth in the number of patients and passengers, respectively.
The analysis horizon year is often 20 years out. Should new animal shelter projects expect and plan for growth in service demand? Yes. While programs can help manage use and occupancy of an animal shelter, relying only on programs to manage space utilization might be as risky as building a shelter that is too small or too large, or is designed based on current operations only. A recent ASPCA study shows that in order to achieve “zero” growth in the free-roaming cat population, a trap-neuter-return program would need to trap and sterilize 30% of the free-roaming cat population every six months.
Other programs such as community education, foster care, spay/neuter of companion cats and dogs, managed admissions (for voluntary surrender of pets), technology-aided redemption programs, and adoptions offered on-site and through mobile units all affect the “flow-through” process (moving lives). However, logic holds that an agency with a facility built to provide quality animal care and control services to a community of 40,000 households would be unable to provide their community the same level of service if in 20 years it has increased in size to 80,000 households.
What growth factor could be used to design an animal shelter to meet future needs? First, assemble information on population, number of households, and housing type (owner and renter occupancy), using U.S. Census data on your community. Also, collect current and historical (if available) data on animal intake, holding, and housing for various time frames (daily, weekly, monthly, and/or annually).
Look for correlations and patterns between changes in the service area (population, households and housing in the city or county), and changes in animal care and control service data. A clear, parallel change in population and households to animal services may easily translate into a growth factor that can be applied to the input on modeling various aspects of the new shelter design. In the absence of historical data, derive a growth factor from the current shelter data (intake, holding, and housing) and current estimates of owned cats and dogs, using the U.
S. Pet Ownership Statistics provided by the American Veterinary Medical Association. The following example uses data for the county where I live. The University of California (UC), Davis, School of Veterinary Medicine’s Koret Shelter Medicine Program has published a set of notes and discussion on shelter facility design and animal housing, together with methodology on calculating shelter capacity.
Add a growth factor, flexible space, construction phasing, and other approaches to handling inevitable changes. Replacement of the 1968 Town of Bristol animal shelter with a new, modern building on an adjacent site is a reminder of the importance of “due diligence” before acquiring land for any purpose. Nearly five decades ago, the Town of Bristol may have been aware of the limits of the former landfill, where they chose to build the shelter.
However, the effects of waste settlement over time on a building foundation and utilities were unforeseen. Northwest Perspective, illustrative rendering by Rauhaus Freedenfeld & Associates (Boston, MA & Laguna Hills, CA), dated January 24, 2013. The practice of conducting an inquiry or assessment of a site’s current condition and historical use as a part of property acquisition has evolved with laws and regulations to protect all parties.
Today, technology also has made the process of gathering parcel-level data easier. Whether the site for a new animal shelter is already owned by the public agency or is being considered for purchase or accepted as donated land, it’s a good idea to undertake some form of inquiry. Environmental due diligence can help: 1) minimize risk; 2) estimate property value; 3) assess potential liability; 4) inform the project design process: and, 5) estimate construction cost.
I use the phrase environmental due diligence broadly in this post. There are federal and state statutes, policies and regulations, as well as industry standards for conducting various types of environmental due diligence inquiries and assessments, such as Environmental Questionnaires, Transaction Screens, and Phase I and Phase II Environmental Site Assessments which include the formal All Appropriate Inquiry process for identifying the presence of environmental contamination.
The process of acquiring property formerly used for commercial or industrial purposes would benefit from these types of due diligence efforts. However, acquisition of residential property, agricultural land, and natural open space lands also would benefit from due diligence assessments. It’s important to note that contamination associated with a land use on an adjacent or nearby property can migrate and affect the site in question.
In addition to hazardous waste, materials and contamination associated with a prior business, gathering current and historical data on a site considered for acquisition and development of a new animal shelter may reveal that the site: For the new Bristol Animal Shelter, more is known today about the general area and the site itself. The new shelter site is surrounded by industrial businesses and a landfill that has been closed for some time.
Aerial photographs and the comprehensive plan map show the general location and extent of the landfill, along with undeveloped land, businesses and a few residential dwellings. Southwest Perspective, illustrative rendering by Rauhaus Freedenfeld & Associates (Boston, MA & Laguna Hills, CA), dated January 24, 2013. The new animal shelter is located on undeveloped land adjacent and to the north of the old shelter.
The new building is about 7,200 square feet in size and cost of about $2.35 million to build, equip, and furnish. The new facility, which was designed by Rauhaus Freedenfeld & Associates to promote animal comfort and disease control, includes the following features: Humane Education Center Two large cage-free cat rooms for healthy felines, with multi-level equipment for climbing, perching and lounging A kitten play room and kitten nursery Isolation and quarantine rooms for dogs and cats A dog room with meet-and-greet play area Dog kennels that do not face one another The new facility serves a current estimated annual population of 200 dogs and 150 cats.
It is a no-kill municipal shelter that “supports progressive animal health and care maintenance program.” The Friends of the Bristol Animal Shelter generously shares its campaign documents, site plans, illustrative renderings, floor plans, and photographs at its website and Facebook pages. Visit their web pages for additional information on the Bristol Animal Shelter. Building an animal shelter that reminds its employees of a pet shop is a step in the right direction.
Homeless animals depend on a shelter’s ability to attract adoptive families and individuals, and volunteers to help exercise and promote adoptions. A modern facility with plenty of natural light, thoughtful layout of animal enclosures, and get acquainted rooms where people can interact with available pets increase prospects for homeless animals. For the Broken Arrow Animal Shelter (BAAS), the new facility has helped launch several new programs and approaches to animal care.
The City of Broken Arrow, Oklahoma, lies southeast of Tulsa and historic Route 66, now known as Interstate 44 in this region. It’s a scenic area I’ve driven through a few times when traveling between California and Kentucky. Source: Google Maps, accessed February 17, 2015. The animal shelter site is located at 4121 East Omaha Street, next to the Police and Fire Training Center. Omaha Street is a two-lane rural road that extends east to Creek Turnpike Toll Road.
The new 13,500-square-foot BAAS facility replaced a 1980s animal shelter about half its size. The project was funded by a general obligation bond that was approved by City of Broken Arrow voters in 2008. The general obligation bond included several projects, including $3.5 million for construction of the new animal shelter. Since its grand opening on September 24, 2011, BAAS, a division of the City’s Police Department, has undertaken programs to help reduce animal populations and more humanely treat homeless animals.
An interoffice memorandum from the Chief of Police to the Broken Arrow City Manager dated May 13, 2014, almost three years after the new animal shelter opened, transmitted a newsletter from the nonprofit Oklahoma Alliance for Animals (OAA). The OAA newsletter describes the positive steps taken by a “task force of community members, animal welfare professionals, and City officials.” The positive steps include: Contracting veterinarian services to provide hygiene protocols, instruction and training on animal welfare, and to perform assessments on shelter animals Starting a pilot program that would allow Spay Oklahoma to spay/neuter adopted animals Hiring a part-time veterinarian to perform spay/neuter surgeries at the BAAS new surgery room Dismantling and removing the carbon monoxide (CO) gas chamber Euthanizing animals using the lethal injection method only Increasing the number of volunteers, and volunteer programs Continuing photography and promotion of animals that are available for adoption According to a memorandum from the Police Department dated May 12, 2014, euthanasia by injection only is already in place; hiring a vet to perform spay/neuter surgeries on-site is in progress; and, promoting adoption of available animals is underway.
My closing remarks would have focused on planning for the future, which I believe is very important. (The table above shows the estimated number of owned dogs and cats in 2010, and the forecast of dogs and cats in 2025.) However, a story published in the Tulsa World on January 15, 2015 about the inhumane treatment of animals at the Idabel Animal Shelter in Oklahoma reminds me that there is a great deal of work to be done that is more pressing than building new shelters or expanding old ones.
The humane care and treatment of shelter animals is paramount. Only after these immediate problems are addressed will planning for the future make sense. This post shares three principles for successfully delivering animal shelter projects. It’s a topic I’m familiar with and that came to mind when reading a story about one public agency’s recent experience building a new animal shelter.
Animal shelter projects are particularly vulnerable because they compete with other public projects and programs that more directly benefit residents and businesses. For example, funds for a police station, fire station, library, park, infrastructure (road, bridge, flood control improvement), or a social service program may be perceived as a higher priority than building a new animal shelter. Artwork by gurinaleksandr; Modified by P.
F. Shoemaker. Source: iStock by Getty Images The Chesapeake, Virginia experience is one that delivered its new animal shelter one year behind schedule and about $800,000 over budget. The Virginia-Pilot ran at least four articles (August through December 2012) covering the project, and reminding readers of alleged mismanagement on opening day. The design and construction process can take several years.
Animal shelter project teams and supporters can spend 5 to 10 years taking a new shelter project from concept to grand opening. Make sure the publicity on opening day will be positive by ensuring that your shelter project moves forward on time and within budget, and that the public benefits of the new shelter are clearly articulated in a press kit. Three Principles of Project Delivery My inspiration and favorite project management approach comes from the design/build firm CH2M Hill.
CH2M Hill publications (Project Delivery, Project Delivery System: A System and Process for Benchmark Performance, and Project Delivery System: Fourth Edition) describe processes, systems, and methods used by the firm’s project managers for their clients. In Project Delivery, the principles that underlie CH2M Hill’s “project delivery process” are: Project manager as leader Client satisfaction and strong relationships Consistent project planning and execution These principles can easily be adapted for use by an animal services department in overseeing a new building project.
Below are my thoughts on retooling the principles. 1. Project Manager as Leader In Project Delivery, the Project Manager (PM) is both leader and manager. I think the same is true for the agency that retains the services of a designer or builder. Perhaps more so, because when the work is done the agency’s PM lives with the results, while the consultant moves on to the next project in another community.
Before a design consultant is retained, identify the disciplines that need to be involved and define roles and responsibilities. Five groups come to mind that might serve as a core team; animal services, administration, public works/engineering, community development/ planning, and public relations, which may also be a part of the administration function. Coordination with other departments and agencies would be necessary however the core team would be the group that moves the project forward and meets on a regular basis.
The core team’s point person would be the agency’s PM. The PM would take the lead on day to day project activities, including financial matters, project plans, approvals, and reporting to the appropriate appointed and elected officials. The agency PM would pool available personnel to assist, but ultimately the PM is the person who would: 1) know the project status at all times; 2) authorize remuneration for contract services; 3) problem-solve in a timely manner; 4) communicate continuously with all parties; and 5) carry out the vision for the project.
The agency PM would oversee the work of the designer and, later, the construction contractor, with help from public works and building inspection. Even if the agency has a central procurement office, that office would rely on others (e.g., PM and core team) to review and approve the technical content of a Request for Qualifications, Request for Proposal, and construction bid specifications before they are released.
Technical work plans, schedules, and budgets all need to be monitored closely, and changes need to be managed. Altering the scope of work and/or schedule would affect the budget. Changing building specifications would affect the budget. While it’s a good idea to include a line item in your project budget for “contingencies,” if you do, use it sparingly. 2. Client Satisfaction and Strong Relationships Source: Sherry Arnstein, Ladder of Public Participation, 1969.
For the agency that builds the animal shelter, the client is the community where the shelter is to be built. The community of stakeholders includes residents, businesses, nonprofit animal welfare groups, potential local and out-of-area grant foundations that may contribute toward construction of the project, and public agencies that have approval authority over the project. In Project Delivery, “the need to understand a client’s vision, needs, and expectations” is important, along with “relationship” and “communication.
” I have found building and maintaining trust to be essential for a positive project outcome. And, that trust is directly affected by the relationship and communication among the participants, and level of public involvement in a project (see chart). I’ve participated in community meetings in which the presentation was delayed by residents wishing to express their disappointment with the city’s attention to their needs and concerns (or lack thereof).
Only after a public apology and commitment to address the concerns voiced that night could we move forward with the presentation of new information. I’m a public participation proponent and believe frequent open, honest, two-way communication would help build the kind of coalition needed to fund and operate a new animal shelter with the full range of life-saving programs. Available technology has made engaging the community in a project easier and fun.
3. Consistent Project Planning and Execution This principle is about assembling a great team of talented individuals; defining a detailed workplan with assigned tasks, schedules, and budgets; managing change; and, project completion. Commitment, consistency, and control help successfully deliver projects. There are many approaches to project management. Select one that works best for the team.
A new animal shelter will have a building lifespan of about 50 years and cost millions in design, construction, equipment and furnishings. Have fun creating it! Helping homeless pets find a forever friend and home is more than a wishful thought in Buncombe County; it’s a strategy to increase live-release of animals in shelter care. The Animal Care Campus celebrated its grand opening on September 14, 2010.
The campus includes the Asheville Humane Society Animal Adoption and Education Center; and the Buncombe County Animal Shelter, Buncombe County Animal Control, and A-B Tech Veterinary Medical Technical Program. Source: Google Maps (accessed January 31, 2015). Source: Google Maps (accessed January 30, 2015). When agencies, groups and individuals work together to address a problem the result can be a win-win for animals and people, alike.
In this case, the Asheville Humane Society and the Humane Alliance have partnered with the ASPCA on increasing adoptions, reducing intake, and expanding spay/neuter resources in the city of Asheville and the surrounding unincorporated areas of Buncombe County. The ASPCA writes that its partner agencies are on their way to “becoming a humane community.” According to the Citizen-Times, the Buncombe County Animal Shelter has not euthanized an animal for lack of space since the new campus opened in 2010.
Approximately 90 percent of the animals arriving at the Animal Care Campus are returned to owner, rehomed, or enter a rescue program run by a nonprofit. The chart below presents U.S. Census estimates for Buncombe County 2010 population and number of households. For that year, the average number of persons per household was 2.3. The county population growth projections presented in the Buncombe County Comprehensive Land Use Plan (2013 Update) show a steady increase in population each five-year period through 2030, with a corresponding growth in the number of households.
Data Source: U.S. Census; Buncombe County Comprehensive Land Use Plan (2013 Update). The population living in the Buncombe County in 2010 was 238,318 persons; there were 100,412 households. By 2030, the County is estimating a population increase of 74,000 residents, which means there would be nearly 35,000 more households than there were in 2010. Applying the U.S. Pet Ownership Statistics formula to these growth projections shows that dog and cat ownership would likely increase along with the number of people living in Buncombe County through 2030.
The number of owned dogs would increase from about 58,000 to 78,000 in 2030, and owned cats would increase from about 63,000 to 86,000. Even with a strong spay/neuter program, and a trap-neuter-release program for free-roaming cats, pet populations would continue to increase commensurate with the number of households. The more households there are in the county, the more demand there would be for all county services, including animal care and protection.
How will the associated demand for animal services be met over the next 15 years? Buncombe County could support these animal welfare efforts by reflecting this new direction in its Comprehensive Plan. It’s a missed opportunity for Buncombe County, but one that can be easily remedied when the County updates its Plan. Animal welfare advocates need to request that the Plan be expanded to include goals and objectives regarding animal services.
Communities should strive to become not only humane, but “pet wise.”