Neighborhood Services and Education Committee (nse)
December 11, 2025

Jenna, per your request, here’s a summary of my initial visit to SJAC. Please let me know if you have any questions:

Visited SJAC on 12/28/2024
Brought 5 crates with 4 nursing mothers and multiple kittens and a pregnant cat They came out to my vehicle where I showed them the crates Told them we had 50 to 100 cats at the house in a hoarding situation where owner had invited in and fed neighborhood cats
Told them the owner needed to leave the home because his wife had recently passed away and couldn’t afford to stay in the home
They asked if they were “feral” and I told them that most did not have shots and were not fixed Initially they said this was an animal control situation Then went back into the building for 10 or 15 minutes, came out, and then said that animal control could not help
They said that TNR was not appropriate, given that we intended to leave the property and did not want to take the cats back
They said that, because the owner had been feeding the cats, this was an owner surrender and fees would apply
Said it would cost $210 and, due to space constraints, they would only take one litter and the pregnant cat
I asked if they could take two mothers and litters, plus the pregnant cat, and they said they couldn’t
Went inside with the two crates inside where I filled out the paperwork and they charged me $220, more than the $210 since the kittens were unweaned They told me that other shelters would not help, and would send me back to SJAC, but that I could try contacting rescues
I returned the remaining mothers and kittens to the home and started contacting rescues On 1/3/2025 I brought 4 nursing mothers and kittens in two crates I had some confusion about what was in the crates, and initially said that there were two “coparenting” moms and kittens in one crate and one mom and kittens in the other Derrick looked in the crates and told me that wasn’t the case, with what sounded to me like a scoff
I called Megan on speakerphone and she explained to us that two litters and mothers were combined in one, and described which kittens went with each mother Derrick asked that, going forward, we keep the litters in separate carriers On 1/4/2025 I brought in two pregnant cats in two carriers There were several people waiting outside
After I rang the bell, Derrick came to the door and told me that he would assist me with surrender after he dealt with another matter
10 minutes or so later I was invited in with the crates to fill out paperwork During transfer from the crate by Amber, one of the pregnant cats escaped and ran away to another part of the lobby
They had trouble finding the net, and used a different clamping device to capture the pregnant cat, but the cat escaped again while they tried to transfer from the clamping device They went and found a net, but it was discovered that the net had a hole in it They also tried to use the feral box to capture the cat After about 5 minutes, the pregnant cat was finally captured and transferred to the feral box Derrick told me to in the future, bring in cats in traps, rather than crates, to avoid further escapes I thanked Derrick and Amber for their help, and let them know that I would be returning to Southern California the next day, and that, in the future, it might be the homeowner or his sister brining in cats
Location Name/Description Age
Number
of cats
Total per
Rescue Plan
Fixed (T =
tipped) Status Notes
Cats that have left house:

Private Adoptions
All black male - midnight 1 T Adopted by Lori's sister in law Connie All black male - Frosty 1 T Adopted by Lori's sister in law Connie Peanut (male; grey collar) 1 Malik F
3 Brad
All black (male) Loki 1 Megan took to try to socalize
Prince (All Orange, polydactical right foot; puffy tail) >1 1 F Need to meet other people Megan took to try to socalize Q-tip, lynx point 12 years 1 Brad F Flea meds 1/19; Will go with Brad if no other options Fuzzy Mama 1 Brad F Her people left her
Clare— Torti - female orange right eye/mustache - Pink collar 1 Brad T Bonded wtih Kiki - need a garden Kiki- Torti 1 Brad T Bonded with Clare - need a garden
Cherry - all black (no collar) 1 Brad Y All Black Retruned from SJ Animal Center Has Symblepharon Torti - orange chin 1 T
Willy (All black; bad eye) 1 T semi-feral/ eye problem but has started to lay on the bed and pet Tuxedo cat "Big Boy" 1 Needs to be fixed Barn
All black 1
11 SF-SPCA
Carrot - Orange white belly and feet (neon yellow collar) 1 year 1 SF-SPCA friendly, not fixed, FVRCP given 2/4 Fletcher - (Orange white belly and feet; orange collar) 1 year 1 SF-SPCA friendly, not fixed, FVRCP given 2/4 Francis (black; little chocolate color; medium hair; orange/reddish collar) 1 SF-SPCA Friendly, fixed 1/29/2025 flea meds 1/26/25 Elsa II (Tuxedo (2 white rings around tail) black collar) 1 Black female black collar Sabrina?) 6 months 1 Friendly FVRCP Revolution 2/2/25 Dimitra- torbie 1 year 1 SF-SPCA Friendly, fixed 1/29/2025 fvrcp revolution 1/19/25 Anna Pink Collar 6 months 1 SF-SPCA friendly, FVRCP Revolution 2/2/25 spay/rabies/drontal 2/5/25 Blk?? 1
8 Taken by SF-SPCA so far
Taken by CWA
Torti 1
Torti 1
Melba (Tabby; pink collar) 6 months 1
Brown Tabby 1
Jiji Black female 5/6 months 1 Going to Acacia 1/20; adopter --Flea meds 1/19 orange male (light green with lemons collar) 1
6 Total CWA so far
Taken by SVACA Big Foot (male) all black, fluffy P Fixed 6 years 1 SVACA SVACA took 1/18 Flurkin tabby. Fixed 5 years 1 SVACA SVACA took 1/18
Nala Poly Calico <1 yr 1 SVACA SVACA took 1/18
3 Total SVACA
Taken by TDC
◦ Queenie (male) 6 years 1 TDC intake 1/10/2025 TDC picked up 1/10 Littermates are Queenie, Elvis, Big Foot, Little Foot, and Luna ◦ Luna (sister to Queenie) 6 years 1 TDC intake 1/10/2025 TDC picked up 1/10 ◦ Monkey (fixed) 5 years 1 TDC intake 1/10/2025 TDC picked up 1/10 ◦ Felix (fixed) 5 years 1 TDC Intake 1/7/2025 TDC picked up 1/7/2025 Littermates are Felix, Monkey and Target ◦ Target (Monkey’s brother) 5 years 1 TDC Intake 1/7/2025 TDC picked up 1/7/2025 Marshmallow (brown collar) 1 year 1 6 TDC garden home Taken by TDC 2/11 Flea meds 1/19 , TNR at HSSV 2/5 Adopted Cheeto Puff (9-12 months) 1 1 Adopted fvrcp 1/13/25, 1/27/25 Taken by HSSV
◦ Clare Bear (orange white female- had litters 10-12 months yr) friendly 1 Surrender HSSV Surrendered 1/4/2025 ◦ Tortoise (approx 6-9 months) very friendly 1 Surrender HSSV Surrendered 1/4/2025 ◦ Leftie (not fixed) 1 Surrender HSSV Surrendered 1/4/2025 ◦ Optimus Prime (1 yr brother to Shorty Bae) 1 Surrender HSSV Surrendered 1/4/2025 ◦ Shorty Bae (female 1 yr) 1 Surrender HSSV Surrendered 1/4/2025 1 black - 5m 1 Surrender HSSV Surrendered 1/4/2025
orange male - sick 4m 1 Surrender HSSV Surrendered 1/4/2025 1 orange male adult 1 Surrender HSSV Surrendered 1/4/2025 1 orange male adult 1 Surrender HSSV Surrendered 1/4/2025 1 black female- 6m 1 Surrender HSSV Surrendered 1/4/2025 1 orange male - 6m 1 Surrender HSSV Surrendered 1/4/2025 1 orange male - 4m 1 Surrender HSSV Surrendered 1/4/2025 1 orange male - 6-8 m 1 Surrender HSSV Surrendered 1/4/2025 Nacho Dorito/Marmalade Cheeto's sister 10-12 months 1 Surrender HSSV ADOPTED Acacia 1/20 spayed vaccinated and flea meds 1/19 Kaleidoscope (bonded with Samuel (torti; purple collar) 1 Surrender HSSV ADOPTED Returned from SJACC; Flea meds 1/19 Elsa (tuxedo; pink collar) 1 Surrender HSSV Returned from SJACC; Flea meds 1/19 Rox (grey tabby) 1 HSSV Flea meds 1/26 Agreed to take after dental work is done Red 4 years 1 HSSV
Flea meds 1/19 , prior fixed, FVRCP 2/4, Brad said he had records (Ann) would have taken but we couldn't get in carrier
Diamond princess - older, lap cat, tabby 1 HSSV
Tank 1 HSSV Friendly; Flea meds 1/19 ; checked at Acacia Back to Acacia after being missing 2 weeks All black (orange colar) Wish 1 HSSV tipped; friendly
Grandma (front yard feral) 1
Snowball (front yard feral) 1
Tabby (Brinkly) (front yard feral) 1
Old man (front yard feral) 1
Pollyanna (all black) 1
Sir Pur Tuexdeo 1 aggressive male; semi-feral - can't pet 27 Total HSSV
Black kitten 3 m 1 Surrender SJACC Surrendered 1/10/2025 Listed as 9 months old Black/white 9m 1 Surrender SJACC Surrendered 1/10/2025 RETURNED/FRIENDLY/SHY BONDED W/1369222 Calico very pregnant 4 years per SJACC1 Surrender SJACC Surrendered 1/10/2025 RETURNED/FRIENDLY/SHY BONDED W/1369216 Tabby female (possible pregnant) friendly > 1 yr 1 Surrender SJACC Surrendered 1/8/2025 RETURNED FRIENDLY/SHY Sick semi feral kitten/ grey in yard with eyes crusted shut 1 surrender to SJACC
RTF Surrendered 1/8/2025
B/W tuxedo mom + 4 2-day-old kittens 1 surrender to SJACC Surrendered 12/29/2024 Went to foster (A numbers posted on SAK, might not be correct) Tortie - pregnant 1
Surrender to SJACC
in adoptions Surrendered 1/4/2024
Tortie - pregnant 1
Surrender to SJACC
in adoptions Surrendered 1/4/2024 In adoptions, name is Sirena Torbie F 1 surrender to SJACC surrendered 1/2/2025 SJACC intake 1/2/2025 ◦ Mom 2 All Black cat and 1 black baby (3 weeks, very sick) 2 surrender to SJACC surrendered 1/2/2025 SJACC intake 1/2/2025 A1368534 being returned to home 1/17 TDC pulled kitten A1368535 ◦ Mom 3 Tri-colored and 2 nursing babies (3 or 4 weeks) 3 surrender to SJACC surrendered 1/2/2025 SJACC intake 1/2/2025 A1368544 being returned to home 1/17 ◦ Two mamas (4 (tortoise) & 5 (tortoise)) mixed up with 3 nursing babies (4 weeks) 5 surrender to SJACC surrendered 1/2/2025 SJACC intake 1/2/2025 19 Total SJACC Possibly any of the mamas that went the first round that didn't acclimate Taken by NLF mom 1 (Elsa, b/w) and 3 babies (6 weeks) 4 NLF Intake Elvis yellow collar (male; Big foot brother) pointy fangs slight orange) Fixed 6 years 1 1/23/25 More independent Millie (Tabby and white; yellow collar) 6 months 1 1/23/25 Very friendly; Returned from SJACC Oliver (all black; orange collar) 1 Flea meds 1/19 Friendly All orange kitten 6-8 week (was at Acacia and was treated) 6-8 weeks 1 NLF Intake Surrendered 1/5/2025 Big Red (Treated at Acacia 1/3/2025) 1 NLF Intake Surrendered 1/5/2025 Joey (Treated at Acacia 1/3/2025) 1 NLF Intake Surrendered 1/5/2025 Phoebe (Treated at Acacia 1/3/2025) 1 NLF Intake Surrendered 1/5/2025 Fetty Wap (all black, treated at Acacia 1/3/2025) 1 NLF Intake Surrendered 1/5/2025 Po (Tuxedo, treated at Acacia 1/3/2025) 1 NLF Intake Surrendered 1/5/2025 Black/white kitten (not seen by a vet yet) 1 NLF Intake Surrendered 1/5/2025 Redi - Orange 1 NL barn T Brother of Picasso and Socks
Socks (Orange with poly; tall white socks in back feet) 1 NL barn T Very shy; brother of Picasso and Redi Picasso 1 NL barn T brother of Socks and Redi
Orgni (Orange big cat) 1 NL barn T Was feral but started coming in the garage 18 Total NLF
Chado (shadowy stripe; all black) 1 1 Los Gatos barn T (I have not been able to get near, JS) Spot 1 1 Los Gatos barn F semi-feral; clipped
Smallspot (Grey tabby; female) 1 1 Los Gatos barn T Very shy Mushu Orange male 7-8 months 1 1 Adopted Acacia 1/20' flea meds 1/19 Total cats 105 106
Total committed or
taken by
rescue/shelters or
adopted
Total cats needing a plan
More cats that are shy and feral in the garage and outside 15 Family took
120 Total placed
Flea meds refers to Revolution (Selamectin)
Ferals being monitored
Jack (big guy); lots of toes 1 F semi-feral (will let Brad pet him); chipped Bobcat 1 F good mouser/barn cat can't pet him
Garfield 1 T Needs a garden
This Thursday there was supposed to be a San Jose City Council NSE meeting with an update on the progress of the Animal Services Department. You can read the report here. The meeting was cancelled.
https://sanjose.legistar.com/View.ashx?M=F&ID=14834621&GUID=3495CCD3-A464-4F16-92F C-FEFFDA510FDB
GDLN was mentioned in the report, so I felt compelled to respond to the City Council, Mr.

Loesch and the Mayor with this email. I do not know now, since the meeting was cancelled, if the response will be put into the public record. So I'd like to make it public here. It is important to understand how hoarding happens and what the general public finds when looking for help. It's very long, thank you for taking the time to read it.

Good afternoon,
The Animal Care and Services Annual Report dated September 26, 2025, states, ACS worked collaboratively with Gatos de la Noche, The Dancing Cat, Humane Society Silicon Valley (HSSV) and Nine Lives to humanely address a hoarding case in San Jose. Collectively the organizations collaborated to provide TNR for all the cats living in and around the residence and find homes for a house where approximately 100 cats and kittens were living.

The reported "collaboration" contrasts sharply with the actual events and highlights SJACC's culpability in allowing the situation to escalate.

Starting in 2019, Brad Dunham repeatedly sought help from SJACC regarding the growing cat problem in his neighborhood, where neighbors were feeding cats and allowing them to breed unabated. Brad and his wife did their best to help, spaying, neutering, bringing litters indoors, and feeding cats. Even after Animal Control received reports about the overwhelming number of cats at Brad's home, they never followed up effectively.

In late December 2024, following the sudden death of Brad’s wife, his family found upwards of 100 cats in the house. On December 28, Ian Barker, Brad's son-in-law, attempted to surrender five crates of nursing mothers and kittens at SJACC.

Intake staff initially suggested that this was an Animal Control issue, then, after consulting management, declared they couldn't help, and deemed TNR out of the question because Brad was moving. They insisted it was an owner surrender, charging a fee. They charged Mr. Barker $220 for the cats and the unweaned kittens, agreeing to take only one mother and her litter and a pregnant cat. They turned him away, telling him other shelters wouldn't help. Ian, a highly respected attorney, reported being "scoffed" at in some of his interactions with staff. I’ve attached his statements. Let me just reiterate, Mr. Barker told SJACC staff there were upwards of 100 cats in his father-in-law’s home and they turned him away, taking only one mother and her kittens and a pregnant cat.

Three days later, I was contacted by one of my rescue partners about Brad’s situation. With communication absolutely impossible with SJACC, I had to work with a rescue partner, Kim McIntyre, to contact Jay Terrado. Jay subsequently instructed Mr. Barker to return to the shelter to surrender the nursing mothers and kittens, and instructed staff to return Mr. Barker's $220.

For the next five months, I was at the home at least 3 times a week, working to separate males from females, facilitate surgeries (subsidized by Chris Queen of Purrific Rescue), and contact rescues to find homes for the many friendly cats. I actively worked to keep the cats out of the shelter, given concerns that the burden of these cats would pose for the facility and ongoing concerns about the medical care there. With the vital assistance of rescue partners (HSSV, Nine Lives, Cat Welfare Advocates, and The Dancing Cat), we rehomed over 100 cats and performed TNR on at least 50 more.

While SJACC’s actions were invaluable, their involvement was reactive, not collaborative.

After initially rejecting the cats, SJACC eventually accepted 19 surrendered cats and kittens.

They returned five cats that were failing in the shelter environment, three of which were eventually adopted. They also provided essential TNR services and transportation through their partnership with Nine Lives and through their medical department at SJACC..

These crucial steps were only secured through my direct and persistent requests following the initial turn-away. Given this reactive nature, calling the effort a "collaboration" is a significant stretch and feels like putting lipstick on a pig, masking the fact that advocacy was required to leverage the shelter's resources.

This incident underscores a systemic issue. There is a breakdown in responsiveness and communication at the municipal level that forced a crisis into the community's hands. As the person on the ground for five months, I know firsthand that the exhaustive dedication of private rescue groups and individual advocates resolved a dangerous, escalating situation that should have been mitigated years earlier through effective Animal Control intervention. The claim of "collaboration" in the annual report serves only to diminish the immense personal effort required by people like me and our community partners, and to obscure the initial operational failures that allowed the cat population to explode in the first place. And the absolute shocking behavior of staff and management when Mr. Barker came to them with such a heartbreaking and stressful situation, turning him away with a car full of cats and kittens.

My hope is that the truth of this event compels real change, because until SJACC demonstrates proactive engagement and transparent communication, the burden of crisis management will continue to fall unfairly on the individuals who step up to save lives.

Jenna Skinner
Director
Gatos de la Noche
TO: NEIGHBORHOOD SERVICES

AND EDUCATION

COMMITTEE
FROM: Matt Loesch
SUBJECT: Animal Care and Services
Annual Report
DATE: September 26, 2025
Approved Date:
10/1/2025

RECOMMENDATION
Accept the annual report on the Animal Care and Services Division’s accomplishments for Fiscal Year 2024-2025.

BACKGROUND
This annual report provides an update on the activities of the Animal Care and Services (ACS) Division, a division of the Public Works Department. ACS is made up of four units; Shelter Operations, Medical Services, Field Operations, and Administration.

ACS leads the local efforts to care for unwanted, lost, found, and unclaimed domestic pets in San José, Cupertino, Saratoga, and Milpitas, and to ensure rabies compliance and licensing requirements are met by pet owners. All domestic pets who come into the care of ACS receive vaccines (including rabies), sterilization surgery, a microchip, and if they require it, medical care at the Division’s Animal Care Center on Monterey Road.

Exotic, wild, or farm animals that come into care are transferred to rescue partners who specialize in those species.

This report details the activities of the fiscal year 2024-2025, unless otherwise indicated.

ACS acknowledges the audit released in November 2024 and supports its recommendations. While the landscape of community-based animal care has shifted significantly since the Division’s founding 20 years ago, the core mission remains unchanged: to serve as the temporary caretakers of adoptable pets until they find permanent homes or rescue partners. Like shelters across the nation, ACS continues to face pressures from higher intake volumes and longer stays—particularly among largebreed dogs.

NSE AGENDA: 10/09/2025
ITEM: (d)2

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Despite these ongoing challenges, ACS achieved measurable progress throughout the past fiscal year. The Division remains committed to implementing the audit’s recommendations and strengthening our role as a trusted resource for pets and the community across the South Bay.

ANALYSIS
Overview
The Division continues to navigate through the national pet overpopulation crisis that many animal shelters are facing. ACS worked throughout this Fiscal Year to improve animal outcomes. Dedicated staff work with volunteers, rescue partners and the community to address animal welfare issues and create collaborative solutions.

Focusing on quality of care and reducing an animal’s stay, ACS has improved outcomes for pets entering the shelter, thanks to work of the Division, the community, rescue, and shelter partners.

ACS took into its care 11,193 pets, found homes for 4,639 pets, and secured temporary foster homes for 2,964 pets. Rescue partners and other shelters helped ACS by accepting 2,212 animals. An additional 1,141 pets were reunited with their owners.

Some of the animals who arrive at ACS could not be saved due to extreme medical trauma, disease, behavior, or at the request of the owner (euthanasia requests by owners are assessed by a medical or animal behavior professional to verify the most humane outcome). A total of 1,785 pets were humanely euthanized which includes 604 at the request of the owner.

As reported in the Division’s fiscal year 2022-2023 Annual Report, the buyout of private veterinarian practices causing costly veterinarian care across the country, coupled with landlord pet fees and breed restrictions, and the general cost of living in the Bay Area, continues to greatly effect some owner’s abilities to care for the pets that they love123.

ACS intake staff has witnessed an increase in abandoned pets brought to the Animal Care Center (Center) by good Samaritans, or good-intentioned neighbors rescuing outdoor pets that live in the community who are not lost but are just wandering. Pets who come to the Center are scanned for a microchip and the owners are contacted if a chip or any identification is found. The overpopulation crisis that is being seen nationwide is impacting municipal shelter veterinarians' ability to keep up with spay and neuter services, vaccinations, and check-ups because they must account for treating 1 https://bestfriends.org/network/blog/data-analysis-reveals-reasons-owner-surrender 2 https://www.aaha.org/trends-magazine/publications/corporate-consolidation-and-the-rise-of-privateequity/ 3 https://www.theatlantic.com/ideas/archive/2024/04/vet-private-equity-industry/678180/

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

sick and injured strays that require emergency medical intervention, or treatment plans that require weeks of medical care456.

The remainder of this report details the activities of the four units within ACS and closes with a discussion of the strategies employed by ACS over the past fiscal year and its goals for the current year.

Shelter Operations
Shelter operations include adoptions, animal enrichment, animal feeding, kennel cleaning, stray animal intake, and animal euthanasia (for medical and behavioral issues that affect the animal’s quality of life or to protect public safety). Shelter operations also include the Volunteer Program. Volunteers help socialize adoptable animals, walk adoption dogs, assist with some cleaning, provide enrichment, help with adoptions, conduct play groups, and support other shelter activities. Volunteers have also continued to help with the coordination and transport of animals for spay and neuter surgeries. The volunteers continue to be an important part of the operation.

Animal Intake
The number of cats and kittens fluctuate every season. Combined the shelter saw a decrease of the number of cats and kittens who entered the shelter. From 7,342 (fiscal year 2023-2024) to 7,176 (fiscal year 2024-2025), there was a 2 percent decrease in feline intake. This decrease is wholly attributed to a reduction in the number of kittens the shelter accepted in fiscal year 2024-2025. In February of 2025, through community education and engagement, the shelter began implementing the audit recommendations and attempting to decrease the tide of kittens that arrive at the shelter. From 3,824 kittens accepted (fiscal year 2023-2024) to 3,581 kittens accepted (fiscal year 2024- 2025), the shelter experienced a 6 percent decrease in kitten intake. The number of cats the shelter accepted increased. From 3,518 cats (fiscal year 2023-2024) to 3,597 cats (fiscal year 2024-2025) there was a 2 percent increase in cat intake.

Shelter dog and puppy intake decreased. From 4,171 dogs/puppies (fiscal year 2023- 2024) to 3,532 dogs/puppies (fiscal year 2024-2025), there was a 15 percent decrease in canine intake.

As shown in the chart below, the animal intake at the shelter decreased by 8 percent from the prior year.
4 https://economichardship.org/2024/04/americas-animal-shelters-are-overwhelmed-pets-and-staff-are-atbreaking-point/ 5 https://www.shelteranimalscount.org/wp-content/uploads/2024/08/Mid-Year_2024_Report.pdf 6 https://fohowv.org/wp-content/uploads/2024/02/New-Mexico-legal-article.pdf

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

In the previous fiscal year 2023-2024, the shelter experienced a 19 percent increase in animal intake. Coupled with a prolonged length of stay, the shelter was most often operating above its Capacity for Care (C4C). To transition the animal population to be uniform with the shelter’s C4C, the shelter prioritized the intake of sick, injured, and aggressive animals, and worked to get them on the pathway of foster, rescue, or adoption as quickly as possible. Healthy animals were taken in on a case-by-case basis when staffing resources and space were available.

The condition of all animals is evaluated based on the weCARE Pet Evaluation Matrix7.

ACS attempts to prioritize animal intake to sick and injured animals. The number of unhealthy and untreatable animals (U/U) that were impounded at the shelter decreased from 3,566 animals (fiscal year 2023-2024) to 3,098 animals (fiscal year 2024-2025).

That is a decrease in the percentage of U/U animals accepted as part of total intake from 29 percent (fiscal year 2023-2024) to 28 percent (fiscal year 2024-2025).

It should be noted that the prior year numbers have been updated with current numbers based on current reporting structures. We improved our intake statics reporting this year to align to audit recommendations and clarity i.e removing wildlife and TNR animals from intake numbers. We reran the prior year reports to generate a consistent and comparable reporting structure.
7 https://www.hssv.org/wp-content/uploads/2019/04/weCARE_Pet_Evaluation_Matrix.pdf FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY24-25
Dogs 2,910 3,637 3,703 4,171 3,532
Cats 9,958 9,830 5,893 7,342 7,176
Others 763 1,098 702 710 481
Total 13,631 14,565 10,298 12,223 11,189
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Animal Intake 5 Year Trends
Dogs Cats Others Total

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Animal Outcomes
The average Length of Stay (LOS) for dogs and cats both decreased during the past fiscal year. The LOS was 25 days for dogs and 15 days of cats (fiscal year 2023-2024).

The average LOS was 20 days for dogs and 14 days for cats (fiscal year 2024-2025).

ACS continues to work collaboratively and in coordination with rescue and shelter partners. There was a small gain in the number of Rescue Partners that accepted animals from ACS from the prior year involvement; from 104 active Rescue Partners (fiscal year 2023-2024) to 110 active Rescue Partners (fiscal year 2024-2025). Overall, the number of animals pulled by rescue partners decreased by 12 percent from 1,598 animals (fiscal year 2023-2024) to 1,412 animals (fiscal year 2024-2025). The number of dogs accepted by rescues was virtually flat. 464 dogs were transferred to rescue (fiscal year 2023-2024) compared to 466 dogs (fiscal year 2024-2025). There was a decrease of 16 percent in cats pulled by rescues. 823 cats were pulled by rescues (fiscal year 2023-2024) compared to 691 cats (fiscal year 2024-2025.) ACS staff continues to work on meeting the rescues needs for information and outreach with audit recommended improvements, such as updated rescue agreements and rescue reimbursement processes streamlining.

ACS continues to perform strongly with animal adoptions. Last year’s five-year high of 4,650 animals (fiscal year 2023-2024) was almost matched with 4,639 animals adopted (fiscal year 2024-2025). ACS continues to work with the community, rescues, and shelter partners to improve an animal’s outcome.

In addition to adoptions, ACS has a laudable stray dog “Return to Owner” (RTO) rate of 43 percent. The benchmark8 for a shelter of this size in this region is 40 percent.

Our shelter partnerships are also an important positive outcome for the animals that come to us. 800 total animals have been pulled by other shelters to fill their adoption opportunities or to ease the amount of medical care we need to provide the animals.

Non-live outcomes include animals that died or are euthanized. The number of animals that died decreased dramatically (45 percent) while animals that were euthanized increased slightly (3 percent) in this past fiscal year. For non-owner requested euthanasia, 1,150 animals were euthanized (fiscal year 2023-2024) compared to 1,181 animals euthanized (fiscal year 2024-2025). The number of ACS owned animals who died decreased with 555 animals died in fiscal year 2023-2024 compared to 308 animals in fiscal year 2024-2025, a decrease of 45 percent over the prior year. 8 https://rth-benchmark-8162-main-nsmk7fdqza-wm.a.run.app/

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Live Release Rate
Beginning last fiscal year (2023-2024), ACS has reported the live release rates (LRR) consistent with the Asilomar Accords9, an industry standard for calculating live outcomes. The LRR increased to 89 percent for all animals. By species, dogs have a 95 percent LRR, cats have an 86 percent LRR, and other small animals have a 94 percent LRR.

Medical Operations
The medical operations team consists of Animal Health Assistants, Animal Health Technicians, Veterinarians, Operations Supervisor, and a Division Manager (Medical Director). The medical team provides medical care, treatment, herd health management, and emergency care for all animals within the shelter. Medical staff perform procedures such as vaccinations, x-rays, blood analysis, dental procedures/extractions, major surgeries, emergency procedures, orthopedic procedures, forensic analysis for criminal investigations, in addition to spay and neuter surgeries for shelter animals, owned pets, and stray community cats. 9 https://shelteranimalscount.s3.us-east-2.amazonaws.com/2004aaccords5_c97fa2dafd.pdf

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Spay and Neuter and TNR
Sterilization of pets may help with behavioral issues, provide protection against some serious health problems, and most importantly, reduce the overall pet population. Spay and neuter aims to provide surgeries for the animals in the shelter and the community.

Internally, the goal is to provide spay and neuter to shelter animals. Sterilizing an animal increases its ability for a timely outcome for adoptions, foster, and transfer to a rescue partner. Staff prioritized surgery for animals who had an immediate outcome to the community or partner.

Externally, the intent is to have spay and neuter services available to pet owners, community members, and community trappers. ACS faced the head wind of sick and injured animals in the care of the shelter that decreased the availability of staff Veterinarians and Animal Health Technicians who could perform public spay and neuter including Trap-Neuter-Return (TNR). ACS utilized contracts to outsource surgical services. Externally outsourced surgeries required more resources. Acquiring the contracts involved the administrative team for the proper documentation and insurance requirements. ACS shelter staff and volunteers helped with coordination and transport of the animals to the location of the contracted entity.

ACS acquired contracts with the Humane Society of Silicon Valley, Valley Humane Society, Spay Neuter Imperative Project (SNIP) and Nine Lives Foundation for veterinary services and spay and neuter surgeries. The contracts and purchase orders, helped with animal adoptions, rescue transfers, and foster placements, which helped decrease the population at the shelter. The contracts and purchase orders demonstrated the commitment to the spay and neuter program, the animals, and community.

Including spay and neuter, the ACS team and partner organizations completed a total of 6,990 surgeries (fiscal year 2024-2025), which was an increase of 12 percent when compared to 6,224 completed surgeries (fiscal year 2023-2024). 96 percent of all surgeries performed last year were spay or neuter surgeries.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Medical Treatment
The medical team provides treatment for animals that need care. In fiscal year 2024- 2025, 4,333 animals were brought into the shelter categorized as "Healthy” and typically only required basic vaccines and spay/neuter surgery. 2,999 animals were brought to the shelter with “Treatable Rehabilitatable” illnesses. 759 animals arrived at the shelter with “Treatable Manageable” illnesses. 3,090 animals were brought to the shelter with “Unhealthy and Untreatable” (U/U) illnesses. Of these U/U animals with mostly incurable illnesses, 739 had live outcomes through either adoption, rescue, or were returned to their owners.

The high number of sick and injured animals continue to strain staff resources. The medical and shelter team continued to work to ensure that disease spread was limited and provide medical care and treatment to all animals entering the shelter.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Field Operations
During the fiscal year 2024-2025, San José Animal Services Field Unit provided services to the residents of San José, as well as contract cities, Milpitas, Cupertino, and Saratoga. These services included responses to emergency calls, stray and sick domestic and wild animals, criminal investigations, public safety investigations involving aggressive dogs, municipal investigations and inspections and permitting of animal facilities.

Calls For Service
San José Animal Services Field Unit responds to numerous types of calls for service and are organized by levels of priority.

Priority 1 calls are emergency situations that have a 1-hour response time, and include first responder assists, sick or injured animals, public safety calls involving aggressive animals, active crimes involving animal victims and any other emergent situations involving public safety or animal welfare. The ACS Field Unit responded to 2,602 Priority 1 Calls.

Priority 2 and Priority 3 calls include bite and exposure investigations, dangerous dog and humane investigations, municipal complaints, dead animal pick-ups, stray animals, and facility inspections. The ACS Field Unit responded to 14,643 Priority 2 and 3 calls.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Criminal investigations are a priority for the Field Unit. The opportunity to get justice for an animal who was criminally abused or neglected is a goal for the team. The reporting of these crimes is also on the Federal radar.

The National Incident Based Reporting System (NIBRS) is a federally run information system that documents crimes against humanity, and animal crimes are part of that reporting. Within the past year, San José Animal Services Field Unit has reported over 1,256 reported cases of animal crimes, neglect, and abuse into the NIBRS system.

Over the past 5 years, the San José Animal Services Field Unit has responded to over 92,000 calls for service. The field unit average response time for all Priority 1 calls was 29 minutes. The average response time for Priority 2 calls was 1 day and Priority 3 calls was 2 days. The San José Animal Services Field Unit continue to provide service to the citizens and animals within The City of San José and contracted cities.

Administration
The Administration unit oversees customer service, licensing, fees, accounts receivable/payable, billing, purchase order and contract management, human resources and onboarding, and budget tracking.

Donations and Revenues

Throughout the year, Animal Care and Services (ACS) conducts fundraising efforts for donations. These funds cover a wide range of treatments from foster care supplies for newborn kittens to dental work, broken bone repairs, and other serious health issues.

Additionally, the funds help enrich the lives of shelter animals by providing stimulating activities and support marketing efforts to promote adoptions. Currently, there is a fundraising effort underway to upgrade the dog play yards.

Part of ACS’s donations, fund the Guardian Angel Program, which are primarily used to provide additional medical care for unowned animals at the facility and to assist rescue partners with animals they save from the shelter.

Total donations accounted for in fiscal year 2024-2025 were $684,969 which was an increase from $476,641 when compared to fiscal year 2023-2024. The overall revenue for fiscal year 2024-2025 was $3,303,280 which was a decrease from $3,491,632 when compared to the previous fiscal year. Overall revenues resulted in a 20 percent cost recovery against the ACS operating budget.

Animal Licensing
Fiscal year 2024-2025 resulted in an overall revenue of $1,610,477, which was higher than the previous fiscal year of $1,575,495. ASC will continue to evaluate how to increase license compliance rates for pet owners within the City of San José.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Communications & Outreach
ACS changed the overstrength Public Information Representative position into a fulltime position in September 2024. The recruitment for a new full-time Public Information Manager resulted in a candidate that will start this fall. The Public Information Representative took over shelter communication efforts with guidance from the City Manager’s Office. The team utilizes a storytelling-based strategy with social media and continues to foster a collaborative relationship with shelter staff, volunteers, and partners. To meet audit recommendation 5, the shelter’s webpages have been updated to include information, how-to guides, and community resources. The team conducted a seven-month educational “Kitten Season” social media campaign which focused on what to expect before and during kitten season and when intervention with community cats is appropriate.

ACS Continuous Improvement Strategies
During fiscal year 2024-2025, ACS identified strategies with the intent of improving the lives of the animals at the shelter and the community.

Healthier Animals at ACS
The animal population at the animal shelter decreased significantly in September 2024 compared to the previous fiscal year. Even prior to the delivery of the audit recommendations, the Division began taking steps to operate within the shelter’s “Capacity for Care" (C4C). Simply put an animal shelter’s C4C is determined by the number of animals in the shelter, the amount of time the animals are expected to be in the shelter, trained staff available to care for the animals, and physical kennel space.

The shelter is ensuring that animals have been consistently housed in a manner that is aligned with humane housing standards set by the Association of Shelter Veterinarian Guidelines.

The Division team closely managed intakes. When possible, attempted shelter diversion with rescue partners, as well as striving to reduce each animal’s Length of Stay (LOS), by removing barriers to an appropriate outcome. The results of these efforts have been dramatic. On June 27, 2024, 822 animals were in the shelter. On June 27, 2025, 408 animals were in the shelter.

Rebuilding Relationships with Rescues and Shelter Partners ACS has updated its policy and process to improve on providing financial support for rescue partners. New partnerships have been created, and ACS anticipates continuing to strengthen rescue and shelter transfer relationships in fiscal year 2025-2026. On July

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

2, 2025, ACS launched a new “Rescue Portal”, which is a web-based platform that securely connects with ACS’s database. The Rescue Portal allows registered rescue partners to access real-time and behavior information for pets on “Needs Rescue.” It also allows registered rescue partners to place “holds” on animals, immediately.

Spay and Neuter and Enhancing TNR
ACS worked with external resources and created contracts to outsource TNR services.

A new appointment scheduling system allowed the public to request TNR appointments. 984 appointments were scheduled from October 2024 - June 2025 through the new booking system.

Animal Behavior
ACS has worked to improve processes and behavior evaluation for dogs at the animal shelter. Beginning in February 2025, a vast majority of the dogs were given at least twoweeks visibility on “Needs Rescue Urgent” lists, before being placed on a “Final” list for a week. For dogs with verified aggression issues, humane euthanasia decisions were made within a reasonable timeframe.

Medical Service Protocols Expanding Live Outcome Options and Opportunities Fiscal Year 2024-2025 shepherded in a host of best practices, including having specific isolation rooms for specific diseases. Cats with panleukopenia, dogs with parvovirus, and shelter pets with ringworm were all treated in specific housing set-up for their particular needs.

The humane reduction in the shelter’s animal population directly supports healthier operations by making it possible to designate and maintain isolation rooms for animals with infectious diseases. When the shelter operates over the capacity for care, sick animals are often housed in close proximity to healthy ones, increasing the risk of illness spreading rapidly throughout the animal population. By lowering intake and the average length of stay, the shelter was able to reallocate critical space for quarantining sick animals and providing medical care. This has improved overall animal health and welfare, improved staff efficiency, and reduced stresses on the animals in the shelter’s care.

These housing strategies dropped the number of feline panleukopenia cases by 12%.

And it also increased the survival rate for cats diagnosed with what is potentially a deadly disease. Fiscal Year 2023-2024 there were 124 cats who survived their panleukopenia, out of 219 cases (a 57% survival rate). Fiscal Year 2024-2025 there were 131 cats who survived panleukopenia, out of 193 cases (a 68% survival rate).

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Although the dogs who were diagnosed with canine parvovirus remained the same number since last year, their survival rates also improved. Fiscal Year 23-24 there were 24 dogs who survived their parvovirus, out of 36 cases (a 67% survival rate).

Fiscal Year 24-25 there were 26 dogs who survived parvovirus, out of 36 cases (a 72% survival rate).

Several medical protocols and procedures were updated including, Zoonotic and Infectious Disease, Isolation Housing, Neonatal Kitten Intake, Kitten Nursery Guidelines, and Bird Flu Precautions.

Training was also a central focus point with medical and animal care staff completing training on Infectious and Zoonotic Diseases, Proper Use of PPE, Kitten Nursery Guidelines, Feline Upper Respiratory Infection, Feline Panleukopenia, Ringworm, Canine Parvovirus, Manage, and Canine Infectious Respiratory Disease.

Communication and Problem-Solving Protocols
ACS staff continues to engage in dialogue and communication with the community and partners through social media and direct communication. ACS staff has continued to work with the CMO to improve communication and effective problem-solving strategies.

One of the projects that helped make ACS services more accessible was to translate forms that the community fills out or provided while conducting business with ACS. The translated forms will improve customer service and equity.

ACS Accomplishments
Tails and Trails Program
In 2022, ACS made a big request of Silicon Valley Pet Project (SVPP) to address a critical need at the shelter that ACS did not have the resources to support. Large dogs coming to the shelter were increasing in numbers, and they were staying at the shelter longer. Taking large shelter dogs for a long walk or hike, and burn off some of their pent-up energy, improves their mental well-being and also increases their chances for being adopted. SVPP created and launched the program known as Dog Day Out (DDO) in partnership with ACS. For over two and a half years, specially trained SVPP volunteers took ACS shelter dogs out for extended walks and hikes. After ongoing discussions, it was decided that ACS should take responsibility for the program moving forward. In December of 2024, SVPP transferred the program and volunteers to ACS, and “Tails and Trails” was born. SVPP’s Operations Manager now volunteers for ACS and continues to schedule shelter dogs for walks with ACS trained volunteers. Nearly every day, these volunteers take a shelter dog for a fun and safe adventure. After their trip is over the volunteers complete a report card for each trip, detailing what the dogs did, what they liked and other observations that will help a potential adopter know more

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

about their personality. ACS staff import these report cards to the dog’s animal profile and reviews these notes and interactions with potential adopters. ACS would like to thank SVPP and their Operations Manager for this incredible program their continued support for our shelter dogs, and the opportunity to continue it as a program of ACS.

PAWp-Up
In December of 2024, Public Works made modest improvements to a previously empty store front in downtown San Jose and ACS’s first PAWp-Up was born. 3-days a week between December and February, ACS brought dogs, cats and rabbits to the location for adoptions and meet and greets. The response from the community was extremely positive and 40 animals found homes through these efforts. The number of smiles and goodwill this earned the Division is difficult to measure. It should also be noted that the space is now rented. We think that animal’s spotlight, and our improvements helped to gain interest for the City to be able to secure a long-term lease for the space.

Partners in Care
ACS worked collaboratively with Gatos De La Noche, The Dancing Cat, Humane Society Silicon Valley (HSSV), and Nine lives to humanely address a hoarding case in San Jose. Collectively the organizations collaborated to provide to TNR for all the cats living in and around the residence and find homes, for a house where approximately 110 cats and kittens were living.

In December of 2024, HSSV had a fire in their medical/surgical room, rendering their medical clinic space for a period of approximate 8 months. ACS reached out and offered assistance, including the use of spay and neuter room. HSSV used ACS’s surgery suite one to two times a week to spay and neuter their shelter pets and public appointments.

HVHQ Spay/Neuter Training
On May 4, 2025, ACS Partnered with two nonprofits, Bay Area Cats and United Spay Alliance to perform a High Quality High Volume (HQHV) Training for Community Veterinarians. The concept was simple, provide local and licensed veterinarians with an opportunity to learn HQHV Spay/Neuter techniques, under the guidance of experts in the field. The shelter provided the surgical space and a veterinarian experienced HQHV spay/neuter to help lead the training. The shelter also supplied necessary tools needed for the day, including surgical supplies, medications, and microchips.

The results were 3 community veterinarians who were trained on these techniques, and 47 community cats were sterilized.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Community Support
Public Spay/Neuter Services
With strengthened capacity to perform Spay and Neuter Services, ACS resumed offering spay and neuter animals being redeemed by their owners at a low cost. This program allows ACS to get at the root cause of overpopulation by ensuring these animals can’t continue reproducing. Since the launch of this program in January 2025, 47 owned dogs and cats have been sterilized prior to returning to their owners.

Support for the Unhoused
As capacity allows, ACS worked with Community Outreach Specialist VHHP- Valley Homeless Healthcare Program, Office of Diversion and Re-Entry. These efforts helped unhoused pet owners get medical treatment and care. ACS agrees to hold their animals temporarily and spays or neuters their animals if needed.

ACS also partnered with the Housing Department to provide vaccinations and food distribution to the newly opened EIH residents at Via Del Oro on May 6th. ACS also provided free spay and neuter services to residents who accepted the spay and neuter offer.

In coordination with St. Francis, ACS provided spay and neuter appointments weekly for unhoused pet owners.

Serving the Underserved

In collaboration with Chewy and the Humane Society of the United States, ACS accepted a large pet food donation in February. This food was designated to be used exclusively for distribution to pets in the community. This pet food was handed out to San Jose’s underserved community at: the shelter, Via Del Oro, through our partners at the Housing Department, and the nonprofit St Francis.

Community Event Participation

1. National Night Out Participation 08/06, Locations Visited:
a. Los Lagos Golf Course Club House Patio – District 7
b. Valley Palms Apt, 2245 Lanai Ave – District 7
c. Welch Park – District 8

2. Movies in the Park 08/15

3. Bark in the Park 08/21

4. Field Unit participated in Saratoga Safety Day event 08/24

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

5. National Clear the Shelters Adoption Event 09/8

6. Celebrated 20-years of the ACS Shelter 10/01

7. CMO Open House 10/16

8. Samsung Adoption Event 10/28

9. SJ Barracuda’s Pucks and Paws with Adoptable dogs 11/10

10. Launched Pets for Patriots to promote military veterans adopting shelter pets 11/11

11. Christmas in the Park Tree Display 12/06

12. Mayor’s Faith Leader’s Breakfast 01/23

13. Bi-Weekly Large Dog Playgroups Launched 01/25

14. State Senator’s Cortese’s 2025 Unhoused Health Fair 01/31 a. ACS Provided Microchips and Vaccinations for approximately 30 pets who are owned by members of the Unhoused Community

15. District 3 Leadership Committee Presentation by Shelter Division Manager 02/19

16. Apple Inc. conducted beta testing for their AI software at the shelter 02/27-02/28

17. Employee Health and Wellness Fair Participation 05/06

18. California Pet Adoption Day Participation 06/07

19. Viva Calleja Participation 06/08
Audit Recommendations Update
ACS continues to be focused on implementing the recommendations of the 2024 Audit - Animal Care and Services: Addressing Capacity Constraints and Updating Shelter Protocols Will Help Improve Animal Outcomes10. As reported in September by the City Auditor, all recommendation targets dates have been met or exceeded (15 recommendations of the 39 are “Implemented”, 16 are “Partially Implemented”, and 8 are “Not Implemented”). While this has taken a tremendous focus, the results of the recommendations are being felt by a smaller, healthier population of animals in the shelter. At the beginning of calendar year 2026, staff anticipates producing an information memorandum to City Council to report out the results of the audit implementation work through end of the calendar year.
10 https://www.sanjoseca.gov/home/showdocument?id=116106

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

Fiscal Year 2025-2026 Goals
ACS continues to be committed to serving the animals and the community. For fiscal year 2025-2026, ACS will implement the following categories and strategies.

1. Leadership
a. Onboard a new ACS Deputy Director and Public Information Manager b. Establish clear expectations and supervisory oversight responsibilities

2. Animal Care and Capacity Management
a. Complete a shelter capacity assessment based on capacity for care b. Develop a newborn kitten intake reduction plan
c. Adopt ASV Guidelines and expand implementation of Maddie’s Guidelines d. Strengthen policies for sanitation, feeding, and medical oversight to ensure consistent practices

3. Community Engagement and Services
a. Expand contract spay/neuter services and public outreach campaign b. Propose sustainable funding options for low-cost veterinary care for unhoused residents and those in Emergency Interim Housing c. Strengthen communication with rescue partners

4. Training
a. Implement a recurring training calendar covering PPE, sanitation, cleaning, feeding, infectious disease identification, and documentation b. Onboarding and training for infectious disease protocols and safe handling

5. Volunteer Engagement and Development
a. Streamline volunteer enrollment, application, and orientation processes b. Create role-specific volunteer training materials aligned to ASV Guidelines c. Ensure all volunteers complete zoonotic and infectious disease training d. Identify an effective repository for volunteer resources e. Evaluate alternate volunteer management software

6. Facility and Infrastructure Planning
a. Study kennel space required with intake and animal inventory data b. Produce a funding needs analysis for kennel improvements or expansion c. Formalize a plan to outsource licensing software

7. Data, Reporting, and Technology
a. Strengthen timely and accurate data entry in Chameleon b. Expand internal dashboards to include metrics
c. Formalize physical inventory tracking with defined staff responsibilities

8. Policy and Procedure Standardization
a. Standardize policy and protocol formats across the shelter b. Create a policy change communication process for staff and volunteers c. Create a timeline for review of all existing policies and procedures

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 26, 2025
Subject: Animal Care and Services Annual Report

COORDINATION
This memorandum and attached report have been coordinated with the Budget Office and City’s Attorney Office.

/s/

MATT LOESCH
Director, Department of Public Works
For questions, please contact Matt Loesch, Director, Public Works Department at [email protected]

1 San Jose Animal Center – Dog Area Improvement SuggesƟons Problem #1: Bad design for dog pens – NOISY and UNSAFE for dogs, the public and dog volunteers.

Here are pics of the SJACC design:
 ‘Cage-like’ enclosures too noisy and stressful for dogs AND volunteers. No soundproofing for dogs, who have very sensiƟve ears.
o Children someƟmes bang on metallic doors, shriek, yell, etc., agitaƟng the dogs. o Dogs oŌen stressed by constant barking/whining of OTHER dogs. No ceilings to minimize echoed noise.
o Side walls too thin – Stressed dogs someƟmes bang or scratch on the side walls, causing stress to dogs next to them.
o Too noisy and stressful for shy dogs who need more quiet, gentle socializing, making it IMPOSSIBLE for volunteers to help them. Not enough ‘quiet rooms’.  Unsafe for dogs – Unsupervised public area, with open gaps in front door ‘cage’, which allows public to feed them or put items in room. Some dogs frightened by fingers in their door.  Unsafe for the public – Adults and children put their fingers through the cage doors, which could cause dog to nip, bite or scratch them accidentally from stress or excitement.  Too open – Allows dogs to see & hear public too easily, with some scared when approached too loudly or quickly. Also: Public might get a FALSE impression of adoptable dogs due to their stress reacƟons – Barking, hiding in pen, growling, etc. Quieter = Calmer. 2 SOLUTION #1: Use Humane Society Silicon Valley design! Soundproofed, enclosed dog ‘suites’, with quieter public engagement.
 Noise minimized. BeƩer soundproofed ‘suite’, reducing public & dog noises. o NO metal, so no banging metal noise, reducing overall stress. o Fully enclosed pen area, including ceiling. Window allows public to see them. o Walls are thicker, minimizing noise from dog next door. o Side note: HSSV ‘Suites’ might be larger than SJACC needs. Can be smaller so more dogs can be housed. HSSV does double up dogs too someƟmes.  Safer for dogs – Frosted glass on boƩom part of door, but higher windows, dogs can’t see the public from their height, allowing children to run up to door without scaring dog by sudden movement towards them. Impossible for unapproved items to be put into dog’s room.
 Safer for the public – Public can SEE the dogs from the higher windows, but not put fingers or hands inside their area. Dog are CALMER and less stressed here, showing them at their BEST for adopƟon chances. Public interacƟon with dogs can be scheduled in a ‘social’ room.
 Larger amounts of volunteers here due to the PLEASANT, clean, quiet and low stress environment to work in to help dogs. Easier for volunteers to be successful in preparing dogs for their forever homes, and to ‘show off’ relaxed, playful dogs in their ‘suites’.
3 Problem #2: Unsafe and uncomfortable ACCESS for volunteers to assist with dog walks, socializaƟon and clean up.

Here’s SJACC pictures of design with ‘guilloƟne’ in pen, and messes:
 Unsafe for dogs – Volunteers lack BACK access to dog areas, forcing dog walkers to enter and exit through the FRONT—Right where the public is standing, causing stress and anxiety for the dog with a bunch of strangers and noise.  Unsafe for the public – If the volunteer has to enter/exit right in front of the public, it raises risk when dog accidentally ‘darts’ out before leashed. A stressed dog could accidentally jump up on someone or even nip if public tries to touch them on way in or out.
 The middle ‘GuilloƟne’ splits the room, prevenƟng the volunteer from walking to the back if a shy dog is hovering there, or even cleaning properly. Uncomfortable because forces volunteer to crawl on the floor to socialize with the dog or clean.  NO adequate cleaning supplies or way to clean for volunteers due to ONLY FRONT access. Public is there, and dog could escape. Filth problem is result of staff being overwhelmed, which volunteers can help with if they have safe, easy BACK access.  SJACC has low dog volunteerism due to stressful, noisy and uncomfortable access to help dogs in this facility due to poor design. Make it nicer and easier-they will come! 4 SOLUTION #2: Establish BACK ACCESS for volunteers, with cleaning supplies and NO ‘divider’ in pen.

Here’s pics of HSSV ‘Back door’ areas, which includes supplies, and a ‘flush’ device for disposing of droppings. Non-public area, and gates are used to prevent dogs from darƟng out during cleaning.  Safe for dogs – Volunteers use BACK door ONLY to walk dogs, with NO public, and no dogs barking at them. Frosted glass prevents dogs from being disturbed by people using back areas. Very quiet, and low stress for dog.

Note: Back area doesn’t’ have to be this large…just enough to transport dogs and have some cleaning supplies.
 Safe for the public – Entering through the back avoids any contact with public or other dogs, so if dog accidentally darts out, no risk because they can be easily contained by volunteer alone. Also, no chance of public trying to pet, etc. in stressful environment.  Volunteers easily walk in and out of dog ‘suite’, and can calmly socialize with nervous dogs to reduce anxiety, as well as easy leashing once they’re ready for a walk. Nicer to move around suite for cleaning too. No ‘dividers’ causing volunteers to go on floor.  Full cleaning supplies just outside of back door area so volunteers can clean help with clean up as needed. Volunteers are important to assisƟng overloaded staff.  HSSV has WAY MORE regular dog volunteers compared to SJACC due to a clean, quiet and calm environment. Much easier way to calm nervous, scared dogs, which can 5 increase adopƟons. Lower rate of messes too, and pleasant for the public to visit as well.

12/10/2025
To: City of San Jose Neighborhood Services and Education Committee From: Lynne Paulson, email
Subject: December 11, 2025 Meeting Agenda Item d) 5. Animal Care and Services Report Reference: 10/1/2025 Memorandum to Neighborhood Services and Education Committee, from Matt Loesch, Director of Department of Public Works, subject “Animal Care and Services Annual Report dated September 26, 2025”
Your Committee’s oversight of the San Jose Animal Care Center is important since its issues have the attention of the public and the media.

I appreciate the work of the Animal Care and Services Division in making improvements to their processes and procedures. I, and I am sure others, anxiously await a detailed status of the Implementation of the 2024 Audit-Animal Care and Services. I understand from the referenced document for this agenda item that this update is estimated to be provided at the beginning of 2026. Your review of this will be important.

As I reported during Public Comment at recent San Jose City Council meetings, I am concerned that the timetable for implementation for audit items is taking so long. In addition, the action plan appears to be missing some key activities that are needed. Please ensure that the action plan addresses the following concerns:

1. Page 17 of the referenced document mentions work on implementation of Maddie’s Guidelines with respect to Animal Care and Capacity Management. Please make visible the detailed progress on implementation of all of the recommendations in the July 2022 Maddie’s Million Pet Challenge Shelter Consult for San Jose Animal Care Services—rather than just the details on implementation of the 2024 Audit recommendations.

2. Page 5 mentions efforts to improve animal outcomes. My own experience with two recent attempted dog rescues indicates that more effective rescue coordination must take place using adequate staff resources with a proven track record of success in matching dogs in need with potential rescue groups and/or adopters. The Center got rid of the rescue coordinator that helped me break through staff barriers to rescue a dog in 2024. You did not have a rescue coordinator respond to my interest in helping to rescue a dog in 2025.

3. Pages 5 and 12 briefly reference euthanasia statistics and criteria and procedure. The Euthanasia Criteria was documented in response to the 2024 audit recommendations. However, the process lacks transparency as exemplified by the case of the dog Tippy who was euthanized without adequate communication to the public or rescue groups. The information on Tippy on the website did not provide the FINAL warning that is supposed to be posted with the scheduled date of euthanasia. Instead, the dog was euthanized, no one was informed, and the listing for Tippy just disappeared from the website that evening. A better process could have potentially avoided Tippy’s euthanasia or at least provided access to a more comforting environment for Tippy during his last days. Also, many animals are negatively affected by the shelter environment and /or lack of intensive medical treatment. When an animal’s needs are not met, this can cause the animal to suffer behavioral or medical issues. If this is not factored into the process, these animals may be improperly considered candidates for euthanasia. This must be mentioned in the Euthanasia Criteria.

4. Page 6 discusses Medical Operations and the many treatment actions provided by the staff.

However, it does not highlight that there are not enough staff or resources to provide all the necessary care or surgeries to bring each animal to basic health. Although the Animal Care Center provides many procedures as listed on page 6, there are too many dogs arriving in the shelter for the Center to perform all the necessary procedures. There is sometimes reference to this limitation in notes on individual adoptable dogs. However, the issue of limited capacity at the Center for medical treatment won’t be resolved unless the issue is identified in management reports. Additional fundraising may be needed or increased work with rescue groups. It is helpful that there are grants to assist with medical care for animals pulled from the shelter by rescue groups, as this ultimately increases the capacity for outside medical care and helps remove initial barriers to pet adoption.

If these items will not be addressed in the present action in the December 11 meeting, please request that they be addressed in the next report in early 2026.

Peter Ortiz
Chairman Neighborhood and Education Committee
San Jose City Council
December 11, 2025
Your Honor,
Over one year has passed since the Audit of the San Jose Animal Care Facility and assignment of action items to improve the shelter. Animal intake is still under 12,000 animals per year and live release rates are so “under water” the shelter cannot be considered a “no kill” facility. Trap neuter and release services are non- existent, as they have been for the past five (5) years. Kitten season is now year around as our neighborhoods are inundated with stray cats. SJACS operating budget was increased in June of this year from 15.2 million dollars to over 17 million dollars per annum. Operational management staff has doubled, and a 50 percent increase in kennel attendant staff. It was not that long ago the same facility regularly had intakes of over 17,000 animals per annum with half the budget and staff. Productivity and cost effectiveness is still an issue. I am concerned even with a new shelter director these productivity and cost issues will be resolved. As stated in the year end report SJACS spent over $200,000 for a satellite adoption center and only adopted less than 50 animals. Clearly, our general fund dollars are being misspent.

First, a financial audit with an outside accounting firm to investigate exactly how our general fund dollars are being spent. Since our city manager uses “encumbered positions” to balance the City’s budget it is necessary to analyze the number of hours the kennel attendants work along with the total number of animals at SJACS to see if established industry benchmarks for animal care are being met.

Second, there needs to be a reorganization of SJACS. SJACS should not be in the public works department since the Public Works Director has a great deal of difficultly properly managing and supervising that organization. For example, it would not be surprising to hear the Public Works Director has not completed Audit action items as agreed and promised last year. SJACS would benefit from directly reporting to the Deputy City Manager Angel Rios.

The issues with SJACS have been going on for at least three election cycles now. The Neighborhood Education and Service Committee needs to show stronger leadership in regards to SJACS so general fund dollars are not wasted for another year, and neighborhoods receive the services they are paying for and not getting for their tax dollar.

Sincerely Yours
Rosario Consiglio
Resident District 10
CC: B.Doan, D. Cohen, D. Candelas, P. Campos

Peter Ortiz
Chairman Neighborhood and Education Committee
San Jose City Council
December 11, 2025
Your Honor,
Over one year has passed since the Audit of the San Jose Animal Care Facility and assignment of action items to improve the shelter. Animal intake is still under 12,000 animals per year and live release rates are so “under water” the shelter cannot be considered a “no kill” facility. Trap neuter and release services are non- existent, as they have been for the past five (5) years. Kitten season is now year around as our neighborhoods are inundated with stray cats. SJACS operating budget was increased in June of this year from 15.2 million dollars to over 17 million dollars per annum. Operational management staff has doubled, and a 50 percent increase in kennel attendant staff. It was not that long ago the same facility regularly had intakes of over 17,000 animals per annum with half the budget and staff. Productivity and cost effectiveness is still an issue. I am concerned even with a new shelter director these productivity and cost issues will be resolved. As stated in the year end report SJACS spent over $200,000 for a satellite adoption center and only adopted less than 50 animals. Clearly, our general fund dollars are being misspent.

First, a financial audit with an outside accounting firm to investigate exactly how our general fund dollars are being spent. Since our city manager uses “encumbered positions” to balance the City’s budget it is necessary to analyze the number of hours the kennel attendants work along with the total number of animals at SJACS to see if established industry benchmarks for animal care are being met.

Second, there needs to be a reorganization of SJACS. SJACS should not be in the public works department since the Public Works Director has a great deal of difficultly properly managing and supervising that organization. For example, it would not be surprising to hear the Public Works Director has not completed Audit action items as agreed and promised last year. SJACS would benefit from directly reporting to the Deputy City Manager Angel Rios.

The issues with SJACS have been going on for at least three election cycles now. The Neighborhood Education and Service Committee needs to show stronger leadership in regards to SJACS so general fund dollars are not wasted for another year, and neighborhoods receive the services they are paying for and not getting for their tax dollar.

Sincerely Yours
Rosario Consiglio
Resident District 10
CC: B.Doan, D. Cohen, D. Candelas, P. Campos

To: Neighborhood Services and Education Committee (“NSE”) From: Companion & Community Animal Project
Date: December 10,2025
Subject: Analysis and Recommendations regarding San José Animal Care & Services (“ACS”) Annual Report (FY 2023-24 & FY 2024-25)
Summary
● The ACS annual report presents successes (adoptions, live-release rate, and intake reduction). Still, it lacks the necessary context, trend data, and performance metrics to enable a meaningful evaluation of whether community needs are being met, whether outcomes are improving, and whether resources are being utilized efficiently. ● Key weaknesses include a lack of data on healthy animals turned away, a lack of root-cause analysis of why so many animals are sick or injured, incomplete animal control call metrics, vague targets for preventive services, and the absence of a proactive strategy to reduce demand on the shelter.
● Without clearer, measurable commitments (e.g., targets for spay/neuter/TNR, outreach, call-response, diversion), NSE cannot reliably assess whether ACS is succeeding in reducing animal homelessness or merely managing capacity by restricting intake. ● We urge NSE to direct ACS to provide additional data, more precise metrics, and measurable prevention goals; and to consider policy and budget support for proactive programs (TNR, low-cost spay/neuter vouchers, community outreach, better tracking of turned-away animals, and call loads).

Detailed Analysis

1. Framing of Demand as “Inevitable” Without Local Root-Cause Analysis ● The report relies heavily on broad national trends in animal homelessness to explain high intake and illness rates. Still, it provides no substantive analysis of what is causing animals in San Jose to require shelter services (e.g., owner surrenders due to cost, health, behavior, housing insecurity, abandonment, lost pets, community cat overpopulation, etc.).
● ACS explicitly admits it prioritizes sick, injured, and pregnant animals, and that healthy animals are accepted only on a case-by-case basis, depending on capacity. This means the shelter is deliberately selecting for higher-needs cases, thereby increasing the burden (medical cost, length of stay, euthanasia risk) among accepted animals. ● The combination of selective intake and framing the “influx as inevitable” obscures whether preventive and supportive services could reduce demands before animals become sick or overburden the system.

2. Intake & Turn-Away Data Gaps
● The report states total intake numbers and adoption numbers, but does not include how many animals were refused, deferred, or diverted. Without that, it is impossible to assess how many animals remain untreated or unsheltered. ● There is no tracking (or at least no reporting) of whether animals turned away later re-entered the system in worse condition, or required medical attention, or posed public safety/nuisance concerns.
● The “8 % drop” in intake is portrayed as positive, but without acknowledging the consequence of more animals remaining in the community without shelter care, the metric is one-sided.
2 3. Animal Control Call/Response Data Incomplete
● The report does not clearly present the total number of calls to Animal Control by type (e.g., stray, injured, bite, dead animal, aggressive animals, etc.), nor does it indicate how many calls were successfully responded to, resolved, or left unattended. ● Trends over multiple years for call volume, response rate, and outcomes per call type are not clearly presented.
● Without knowing the full volume and distribution of calls, the NSE cannot accurately assess how much demand is increasing, where to focus prevention or outreach efforts (neighborhoods, stray vs. nuisance vs. injured animals), or how well Animal Control is performing.

4. Reactive Orientation, Limited Preventive Commitments ● The shelter and animal control functions appear mostly reactive — handling animals surrendered or found, responding to calls, placing animals, or transferring them. ● No emphasis is placed on prevention (reducing the number of animals needing care in the first place).
● While the report mentions the goal to “expand spay/neuter services” and increase TNR of community cats, it does not include numeric targets, timeframes, baselines, or measurement of progress.
● Without clear preventive targets, it is impossible to determine whether resources are being effectively applied to reduce demand rather than merely managing it.

Key Recommendations for Council

1. Require ACS to publish a multi-year “dashboard” including:
○ Total animals admitted vs turned away/diverted, by reason (healthy, injured, owner-surrender, stray, etc.).
3 ○ Intake condition breakdown (healthy, injured, sick, pregnant, etc.), and trends over at least five years.
○ Outcome data (adoption, return to owner, transfer, foster-adopt, euthanasia, death) by condition and length of stay.
○ Animal Control call volume by type, including the number of calls responded to/resolved, left unattended, response times, and trends.

2. Establish and publish specific preventive service goals with measurable metrics and timelines, such as:
○ Number of spay/neuter surgeries per year (with target). ○ Number or percentage of community cats served via TNR per year (with target). ○ Outreach programs (e.g., low-cost or voucher-based veterinary care access; public education) with metrics (e.g., vouchers issued, outcomes, etc.). ○ Diversion or assistance metrics (e.g., number of owner surrenders prevented; animals kept in owner homes via support services; etc.).

3. Ensure transparency on resource needs vs capacity.
○ Clarify what level of funding, staffing, veterinary care capacity, and facility space would allow ACS to accept a higher proportion of healthy animals without compromising care for sick/injured ones.
○ Use data (from dashboards) to justify budget or policy adjustments, or to demonstrate that preventive measures can reduce intake and sustain care costs.

4. Mandate quarterly reporting to the NSE on metrics and progress, not just annual summaries. This promotes accountability and enables mid-course corrections. 4 Conclusion
The animal shelter is a vital public service; the work of San Jose Animal Care & Services is deeply appreciated. However, current reporting does not provide a comprehensive picture of demand, capacity, outcomes, or cost efficiency.

Improved data transparency, clear preventive goals, regular progress reporting, and proactive community outreach can help shift ACS from managing animal homelessness to reducing it.

This benefits animals, supports public health and safety, and allows the San Jose budget to be more sustainable.
companion & community animal project
Catherine Valentine
Dinah Hayse
5 Total Outcomes = Live Outcomes + Euthanasia + Died in Care + Missing - Owner Requested Euthanasia
6,135 + 1,004 + 264 + 24 - 117 = 7,310
Total Live Outcomes I Total Outcomes: 6,135 / 7,310 = 83.9% If you back-out the 1,076 TNR cats that were put into the RTF live outcome of 1,603, the Cat LRR is really 5,059 / 6,234 = 81.1 %
(Surgical Report including TNR data attached)
It appears that the LRR for Cats has been "inflated" by taking a public service such as TNR and including it as a live outcome. This is not industry practice as the City Auditor had recommended SJACC to stop doing this.

Maddie'sFund shelter consultant Cameron Moore who performed the first audit on SJACC in July of 2022 also agrees that TNR as a shelter service should not be included in the calculation of the Live Release Rate.
(see attached)
How did SJACC even get to an 86% LRR for Cats in FY 2024 - 2025 if adding in TNR only gets you to 83.9%?
It appears as though they took the category of Foster, which is clearly only a "location" and not a live outcome and they added it as a live outcome. From July 2024 - April 2025 there were 1,047 cats in foster.

Adding this number to the numerator of Live Outcomes and denominator of Total Outcomes gets you the following: 7,182 / 8,357 = 85.93%
Interestingly enough, page #60 of the City Audit recommended that "the Shelter Animals Count advises that TNR as a public service should not be included in intakes and outcomes data ...
(attached)
The Annual Report states that "We improved our intake statics reporting this year to align to audit recommendations and clarity, ie removing wildlife and TNR animals from intake numbers."
(attached)
However, excluding TNR as a public shelter service from intake and outcomes data does not appear to be complied with per the Auditor's instruction, given that just 7-weeks after the release of the City Audit the SJACC Medical Director Elizabeth Kather is seen ordering staff to do the following in an email dated December 26th, 2024:
"When outcoming TNR and RTF cats the outcome type is always RTF"

SAN JOSE ANIMAL CARE & SERVICES
Surgeries with TNR
Printed on 7/24/2025
1/1/2025 - 6/30/2025
CAT DOG OTHER Total
In-House CASTRATION 837 255 12 1,104
CRYPTORCHID 1 1 0 2
PARTIAL 0 1 0 1
TORSION 0 1 0 1
Total 838 258 12 1,108
MISC SURGERY 1 1 0 2
204 REMOVAL 0 1 0 1
604, 102 REMOVE 0 1 0 1
ABDO EXPLOR 1 0 0 1
ABSCESS 2 0 0 2
ABSCESS REMOVA 0 0 1 1
ABSCESS REPAIR 2 0 0 2
ABSCESS SX 0 0 1 1
AURAL HEMATOMA 0 1 0 1
BILAT ENUC 1 0 0 1
CHERRY EYE OD 0 1 0 1
CHERRYEYEREPAI 0 1 0 1
COHAT 3 2 0 5
CYSTOTOMY 0 2 0 2
DEC EXTRACTS 0 1 0 1
DENT EXT 604 0 1 0 1
DENT EXTRACTS 0 1 0 1
DENT, EXTRACTS 0 1 0 1
DENTAL 5 2 0 7
DENTAL EXT 1 0 0 1
DENTAL EXTRACTI 1 0 0 1
DENTAL EXTRACTN 0 1 0 1
CAT DOG OTHER Total
In-House MISC SURGERY DENTAL EXTRACTS 1 0 0 1
DENTAL EXTS 2 0 0 2
DENTAL SCALE 0 1 0 1
DENTAL W EXTS 0 1 0 1
DENTAL W/ EXTS 0 2 0 2
DENTAL W/EXTS 0 2 0 2
DIAPHRA HERN RE 1 0 0 1
ENEUCLATION 1 0 0 1
ENTROPION OU 0 2 0 2
ENUC 2 1 0 3
ENUC BILATERAL 0 1 0 1
ENUC OD 3 0 0 3
ENUC OS 1 2 0 3
ENUCLEATION 9 1 0 10
ENUCLEATION OD 1 0 0 1
ENUCLEATION OS 1 0 0 1
ENUCLEATION OU 2 0 0 2
EXPLORATORY 0 1 0 1
EXTRACTION 1 0 0 1
FOXTAIL PROBE 0 1 0 1
HERNIA REPAIR 1 3 0 4
HERNIA UM 0 1 0 1
IM PIN 1 0 0 1
IM PIN FEMURS 1 0 0 1
INCISION REPAIR 1 1 0 2
INGUINAL HERNIA 1 0 0 1
LAC REPAIR 0 1 1 2
LACERATION 1 0 0 1
LEG AMP 4 0 0 4
LEG AMPUTATION 1 1 0 2
LPL AMPUTATION 2 0 0 2
LTL AMPUTATION 1 0 0 1
MAMMARY MASS R 1 0 0 1
MASS REM. 0 1 0 1
CAT DOG OTHER Total
In-House MISC SURGERY MASS REMOVAL 2 2 0 4
OD ENUC 1 0 0 1
OD ENUCLEATION 0 1 0 1
OS ABSCESS 1 0 0 1
OS ENUC 0 1 0 1
OVARIAN REMNAN 0 0 1 1
RECHECK ENUC 1 0 0 1
RECT PROLAPSE 1 0 0 1
RECTAL PROLAPSE 0 1 0 1
RPL AMPUTATION 2 0 0 2
SCROTAL ABLATIO 0 1 0 1
TAIL AMP 3 0 0 3
TAIL AMPUTATION 3 1 0 4
THX XRAYS 0 1 0 1
TOOTH EXT. 0 1 0 1
U CATH 1 0 0 1
UMB HERNIA REP 0 1 0 1
UMBILICAL HERNI 0 3 0 3
VAG MASS EXC 0 1 0 1
VAG PROLAPSE 0 1 0 1
VAGINAL FBS 1 0 0 1
WIRE REMOVAL 1 0 0 1
Total 74 55 4 133
OVH 873 226 10 1,109
DYSTOCIA 1 2 0 3
EARLY PREGNANT 1 0 0 1
IN HEAT 1 0 0 1
LACTATING 0 1 0 1
O CYSTS+MUCOMU 0 1 0 1
POST PARTEM 1 0 0 1
POSTPARTUM 2 0 0 2
PREGNANT 158 1 2 161
PYOMETRA 3 2 0 5
Total 1,040 233 12 1,285
CAT DOG OTHER Total
In-House Total 1,952 546 28 2,526
Offsite - A1385190 CASTRATION OFF SITE 0 1 0 1
Total 0 1 0 1
Total 0 1 0 1
Offsite - HSSV OVH 0 1 0 1
Total 0 1 0 1
Total 0 1 0 1
Offsite - NINE LIVES CASTRATION 10 0 0 10
Total 10 0 0 10
OVH 9 0 0 9
IN HEAT 2 0 0 2
PREGNANT 6 0 0 6
Total 17 0 0 17
Total 27 0 0 27
Offsite - SNIPBUS CASTRATION 0 75 0 75
SNIP BUS 0 1 0 1
SNIPBUS 0 2 0 2
Total 0 78 0 78
MISC SURGERY 0 1 0 1
COHAT W/ EXTR 0 1 0 1
LEG AMP 0 1 0 1
PREPUTIOPLASTY 0 1 0 1
Total 0 4 0 4
OVH 0 68 0 68
IN HEAT 0 1 0 1
PREGNANT 0 1 0 1
SNIPBUS 0 5 0 5
Total 0 75 0 75
Total 0 157 0 157
TNR CASTRATION 315 0 0 315
CRYPTORCHID 1 0 0 1
Total 316 0 0 316
MISC SURGERY 104 EXTRACT 1 0 0 1
DENT EXTRACTS 1 0 0 1
CAT DOG OTHER Total
TNR MISC SURGERY DIAPH HERNIA 1 0 0 1
ENUC 1 0 0 1
FOXTAIL REM OS 1 0 0 1
HERNIA REPAIR 1 0 0 1
OS ENUC 1 0 0 1
Total 7 0 0 7
OVH 318 0 0 318
ABORTING 1 0 0 1
LACTATING 2 0 0 2
PREGNANT 33 0 0 33
Total 354 0 0 354
Total 677 0 0 677
Total 2,656 705 28 3,389
www.chameleonbeach.com 5
(408) 794-7240
SAN JOSE, 95111
2750 MONTEREY RD

SAN JOSE ANIMAL CARE AND SERVICES
SX report
Between 07/04/2024 and 12/31/2024
CAT DOG OTHER Total
OVH 1 0 0 1
Total 1 0 0 1
Total 1 0 0 1
In-House CASTRATION 1,131 223 12 1,366
ABDO CRYPTO 1 0 0 1
CRYPTORCHID 2 0 0 2
UNILAT CRYPT 0 0 1 1
Total 1,134 223 13 1,370
MISC SURGERY 8 3 0 11
ABD EXPLORE 0 1 0 1
ABD HERN REP 1 0 0 1
ABD HERNIA 1 0 0 1
ABSCESS 0 0 1 1
ABSCESS REPA 1 0 0 1
AMPUTATION 1 0 0 1
AMPUTATION L 1 0 0 1
AURAL HEMATO 0 1 0 1
BILAT ENUC 1 0 0 1
CE REPAIR OD 0 1 0 1
CHERRY EYE O 0 1 0 1
COHAT 8 3 0 11
CYSTOTOMY 0 1 0 1
DEHISCENCE 1 0 0 1
DENT W EXTRA 0 2 0 2
DENTAL 1 0 0 1
DENTAL EXTRA 1 0 0 1
DENTAL EXTRA 1 0 0 1
DIAPH HERNIA 1 0 0 1
CAT DOG OTHER Total
In-House MISC SURGERY DIGIT AMP 2 0 0 2
ENTROPION 1 0 0 1
ENTROPION OU 1 0 0 1
ENTROPION RE 1 0 0 1
ENUC 3 0 0 3
ENUC OD 1 0 0 1
ENUC. 1 0 0 1
ENUCLATION 1 0 0 1
ENUCLEATION 24 1 0 25
ENUCLEATION 3 0 0 3
ENUCLEATION 4 0 0 4
ENUCLEATION 1 0 0 1
EXPLORE 1 0 0 1
FHO 2 1 0 3
FOXTAIL REMO 0 1 0 1
FRACTURE JAW 1 0 0 1
GI EXPLORATO 1 0 0 1
HERNIA REPAIR 1 0 0 1
INCISION REPA 1 0 0 1
ING HERNIA RE 0 1 0 1
JAW REPAIR 1 0 0 1
LAC REPAIR 1 0 0 1
LACERATION 1 0 0 1
LEG AMP 2 0 0 2
LHL AMP 1 0 0 1
LIMB AMP 2 0 0 2
LIP AVULSION 1 0 0 1
LIP REPAIR 1 0 0 1
LPL AMP 4 0 0 4
LPL AMPUTATIO 1 0 0 1
LTL AMP 2 0 0 2
LTL AMPUTATIO 1 0 0 1
MAMMARY MAS 0 1 0 1
MAND FRACTU 1 0 0 1
CAT DOG OTHER Total
In-House MISC SURGERY MASS REMOVA 1 4 0 5
MASS REMOVA 1 0 0 1
OD ENTROPION 1 0 0 1
OD ENUCLEATI 0 1 0 1
OD REPAIR 1 0 0 1
OS ENUCLEATI 2 0 0 2
OS REPAIR 0 1 0 1
OVH DEHISCHE 1 0 0 1
PALATE REPAIR 1 0 0 1
POLYP CHECK 1 0 0 1
POLYP REMOVA 1 0 0 1
RECT PRLPSE R 0 1 0 1
RECTAL PROLA 1 0 0 1
RP AMPUTATIO 1 0 0 1
RPL AMP 1 0 0 1
RPL AMPUTATIO 2 0 0 2
RTL AMP 1 0 0 1
RTL AMPUTATIO 1 0 0 1
TAIL AMP 3 0 0 3
TAIL AMPUTATI 5 0 0 5
UMB HERNIA R 0 2 0 2
WOUND REPAIR 5 0 0 5
Total 126 27 1 154
OVH 1,107 197 10 1,314
IN HEAT 0 7 0 7
LACTATING 1 1 0 2
OFF-SITE 0 0 1 1
OVH 0 1 0 1
PREGNANT 47 7 2 56
PYOMETRA 0 1 0 1
R OVARY MASS 0 1 0 1
Total 1,155 215 13 1,383
Total 2,415 465 27 2,907
Offsite - EPCSC OVH 0 0 2 2
CAT DOG OTHER Total
Offsite - EPCSC OVH Total 0 0 2 2
Total 0 0 2 2
Offsite - HSSV CASTRATION 27 17 0 44
LEFT 0 1 0 1
Total 27 18 0 45
MISC SURGERY R FHO 1 0 0 1
Total 1 0 0 1
OVH 46 15 0 61
Total 46 15 0 61
Total 74 33 0 107
Offsite - NINE LIVES CASTRATION 9 0 0 9
Total 9 0 0 9
OVH 7 0 0 7
Total 7 0 0 7
Total 16 0 0 16
Offsite - OTHER CASTRATION 0 0 5 5
Total 0 0 5 5
OVH 0 1 6 7
Total 0 1 6 7
Total 0 1 11 12
Offsite - SNIPBUS CASTRATION 0 26 0 26
Total 0 26 0 26
MISC SURGERY ENTROPION OU 0 1 0 1
WOUND REPAIR 0 1 0 1
Total 0 2 0 2
OVH 0 21 0 21
IN HEAT 0 1 0 1
Total 0 22 0 22
Total 0 50 0 50
TNR CASTRATION 180 0 0 180
Total 180 0 0 180
MISC SURGERY CRYPTORCHID 1 0 0 1
INGUINAL CRYP 1 0 0 1
Total 2 0 0 2
CAT DOG OTHER Total
TNR OVH 209 0 0 209
LACTATING 1 0 0 1
POST PARTUM 1 0 0 1
PREGNANT 6 0 0 6
Total 217 0 0 217
Total 399 0 0 399
Total 2,905 549 40 3,494
www.chameleonbeach.com 5