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Animal Care and Management at the National Zoo: Interim Report (2004)

Chapter: 1 INTRODUCTION AND BACKGROUND

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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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Suggested Citation:"1 INTRODUCTION AND BACKGROUND." National Research Council. 2004. Animal Care and Management at the National Zoo: Interim Report. Washington, DC: The National Academies Press. doi: 10.17226/10932.
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1 Introduction and Background To appreciate the scope of the study it is worthwhile to consider briefly the particular history of the National Zoo, its budget, the range of its operations, and its main missions. The National Zoo was created by an Act of Congress in 1889 for “the advancement of science and recreation of the people” (NZP History, 2003). In 1890 the zoo became part of the Smithsonian Institution (NZP History, 2003). It is one of 16 museums in the Smithsonian complex, from which it receives the majority of its budget. In fiscal year 2003 the federal appropriation to the National Zoo was approximately $23 million out of a total base budget of $43.5 million (see Table 1-1), which also includes business income, grants, gifts, and support from Friends of the National Zoo (FONZ) (NZP Budgets, September 24, 2003). In addition, the National Zoo received $18.75 million for capital improvement from the Congress in 2003, and it is slated for continued capital support through 2006. Unlike most other zoos receiving substantial public funding, the National Zoo does not charge admission for its estimated two million annual visitors. Despite its quasi-government status, the National Zoo is a complex business operation, which depends on private as well as federal support for its operations. Direct Federal support through the Congress, plus its location in the nation’s capital and accessibility to the many visitors of Washington, D.C., endow the National Zoo with a special aura and prominence. Some would argue that the National Zoo is the nation’s zoo, and that its well-being should be a matter of national and not just local concern. The operating and capital improvement budgets for the National Zoo come from a combination of sources: the Smithsonian Institution, the Smithsonian Institution Trust, and FONZ. From 1999 to 2003, the budget for salaries and expenses increased approximately 17 percent (see Table 1-1); funds for capital improvements increased from $4.4 million to $18.75 million (see Table 1-2). In fiscal year 2004 it is anticipated that the personnel budget will decrease because National Zoo facilities staff are being transferred to the Smithsonian Office of Facilities Engineering and Operations (NZP Budgets, September 24, 2003). A 1992 accreditation report by the American Aquarium and Zoo Association (AZA, 1992) noted that the National Zoo had sufficient financial support at the time to maintain the zoo, but the zoo needed a plan to support program development and capital improvements. The National Zoo consists of two campuses. The original site, on 166 acres of Rock Creek Park in northwest Washington, D.C., is open to the public 364 days of the year and houses most of the present collection of approximately 420 species and over 2,500 animals. The second site is the Conservation and Research Center (CRC) on 3,200 acres in Front Royal, Virginia, approximately 65 miles from Washington; the latter is open to the public only on special “open” days, when the CRC showcases its science. The CRC serves as a refuge for vanishing wildlife and as a laboratory for propagating a few rare species and for conservation biology. It is also 9

10 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT TABLE 1-1 National Zoological Park Operating Budget ($ millions) National Zoological Park Operating Budget 1999 2000 2001 2002 2003 2004 (est)a SI Federal Salaries and Expenses Facilities, staff and support 19.6 20.5 21.0 21.9 23.0 18.3 SI Trust Business income, gifts, grants 4.5 5.4 6.0 6.7 7.4 12.7 Subtotal 24.1 25.9 27.0 28.6 30.4 36.9 FONZ Support to NZP Programs 2.3 3.8 3.6 4.2 4.7 5.0 FONZ Operations 6.0 6.0 7.4 8.3 8.4 8.8 Total 32.4 35.7 38.0 41.1 43.5 50.7 a In fiscal year 2004, facilities staff reprogrammed to Office of Facilities Engineering and Operations, including $5.9 million and 95 full- time equivalents. This is included in the fiscal year 2004 totals. SOURCE: NZP Budgets, September 24, 2003. TABLE 1-2 National Zoological Park Capital Budget from the Smithsonian Institution’s Federal Appropriation ($ millions) National Zoological Park Capital Budget 1999 2000 2001 2002 2003 2004 (est.) Maintenance 3.60 5.20 2.80 4.20 3.95 3.94 Minor revitalization 0.80 3.50 0.40 Major revitalization 0.80 0.80 4.80 5.00 11.30 9.00 Construction (Children’s Farm) 4.90 Total 4.40 6.00 12.50 10.00 18.75 13.34 SOURCE: NZP Budgets, September 24, 2003. a classroom for training wildlife biologists from the United States and abroad. These two campuses participate as partners in conducting the three major missions of first-class modern zoos: education, research, and conservation. The National Zoo, like all other zoos, must attract the public through its animal collection. As the American public has become more educated about wildlife, the destruction of habitat, and the accompanying threat to animal species over the last quarter century, it has also learned to be more sensitive to the treatment of animals in the wild and in captivity. Likewise, scrutiny of zoos by the media has become more intense. The public perception of zoos is therefore changing rapidly. No longer can a public zoo be viewed simply as a place of entertainment where exotic animals are viewed in cages. Modern expectation is that the wild animals of the collection be displayed in ecologically “natural” surroundings that are sensitive to their physical and psychological needs (Coe, 2003). The accreditation process for zoos, aquariums, and wildlife parks by the AZA reflects these changing expectations and sets standards for how a world-class zoo should operate. The National Zoo is one of 213 zoo and aquariums accredited by the AZA (AZA, 2003c). During its last AZA inspection, the National Zoo accreditation was extended for one year with a directive to address deficiencies within that timeframe. This accreditation is due to expire in March 2004. The CRC is one of sixteen certified related facilities (AZA, 2003c). The CRC was certified for five years during its last AZA inspection in March 2003. This CRC certification is due to expire in March 2008. PERSONNEL Day-to-day operations of the National Zoo involve employees and volunteers within the organization, professionals from other parts of the Smithsonian, advisory boards, and others outside the National Zoo, including contractors, who primarily work to maintain the National Zoo’s animals and physical plant. The work of the National Zoo includes exhibition, education, research, and recreation. The National Zoo organizational structure (NZP, NZP Organizational Structure, November 20, 2003; see Figure 1-1) is characterized by a hierarchical distribution of management authority and responsibility. At the apex of the structure is the zoo

INTRODUCTION AND BACKGROUND 11 director, who interfaces with three advisory boards: (1) the Friends of the National Zoo, (2) the National Zoological Park Advisory Board, and (3) the CRC Foundation. The director is supported by one deputy director. The National Zoo has eight departments, which essentially operate independently. Departments are led by assistant directors who report to the deputy director and the director of the zoo. The Animal Programs Department (NZP, Animal Programs Organization Chart, November 20, 2003; see Figure 1-2) has primary responsibility over the day-to-day care and management of the animal collections at the Rock Creek Park facility. In the Animal Programs Department assistant curators report to associate curators (who in turn report to the general curator) and are generally individuals who have worked in the National Zoo for many years. The CRC (NZP, CRC Organizational Chart, November 20, 2003; see Figure 1-3) has primary responsibility over the day-to-day care and management of the animal collections at the facility in Front Royal, Virginia. The Animal Health Department includes veterinary and nutrition staff (see Figure 1-4). The Pathology Department has primary responsibility for examining animal deaths, and at the present time administers the pest management program (see Figure 1-5). The other four departments are Public Affairs and Communications, Administration and Technology, Exhibits and Outreach, and NZP Police. The National Zoo employs both federal staff and outside contractors. The total number of government full-time equivalents (FTEs) decreased from about 350 in 1993 to 290 in 2002 (NZP, National Zoo Work Years September 24, 2003). A decrease in the number of permanent staff has been partially offset by gains in temporary employees, although total FTEs have decreased overall during this time. Of note, in 1996 a large proportion of curator staff left the National Zoo during a federal employee buyout program. The percentage attrition in administrative staff was comparable or higher than among non-administrative staff. While the number of employees at the National Zoo has decreased significantly during the past decade, the number of animals under the care of these employees has also decreased significantly (detailed in the Animal Care and Management chapter). Overall loss of staff has been offset to some extent by recruitment of keeper staff, whose numbers increased by six during this 10-year timeframe (NZP, Staff Gains and Losses FY 1993-2000, September 24, 2003). NATIONAL ZOO GENERAL MEMORANDA AND BEST PRACTICES The National Zoo has an extensive set of General Memoranda (see Appendix A) that details standard operating procedures for employees. Most of the General Memoranda have been revised or are new since April 1, 2003. Additionally, in July 2003 the General Memoranda were summarized into Best Practices for most departments (NZP , Best Practices, 2003). These Best Practices were distributed to all staff, and will be distributed to FONZ employees and new zoo employees. Many departments and units at the National Zoo have written protocols (NZP Submission, September 24, 2003). The Animal Programs Department’s Best Practice Manual serves as a guideline for keepers (NZP, Department of Animal Programs – Best Practices, 2003). Each animal area also has its own protocols for animal care, and are maintained centrally by the general curator. Best Practices were developed by the National Zoological Park (NZP Submission, September 24, 2003) from their General Memoranda (NZP, General Memoranda, August 8, 2003) for 10 departments and units at the zoo. Each Best Practice manual contains summaries of the General Memoranda identified as core to the institution (General Memoranda #1-15). Additionally, other General Memoranda deemed necessary for successful operation were summarized for each department or unit individually; thus each of the 10 departments or units has unique Best Practices. Best Practices have been developed for the following departments or units at the National Zoo: • Office of the Director • Office of Communications and Public Affairs • Department of Animal Programs • Department of Conservation and Research • Department of Administration and Technology • Department of Exhibits and Outreach • National Zoological Park Police • Department of Animal Health • Department of Pathology • Office of Facilities Engineering and Operations

12 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT Lucy H. Spelman, Director Friends of the National Zoo 12 Smithsonian National Zoological Park James M. Schroeder 350000 Acting Executive Director NZP Advisory Board CRC Foundation Franchon Smithson Mary R. Tanner, Deputy Director Don Cady Smithsonian National Zoological Park Chair 351000 Public Affairs & Animal Programs Conservation & Administration and Exhibits and Outreach Animal Health Dept Communications Dept Research Center Technology Dept Lynn Dolnick 351030 351020 352000 353000 354000 Associate Director Suzan Murray Open William Xanten Vacant Alexander Beim Head, DAH Associate Director General Curator A i t Di t Animal Collections Budget Division Animal Nutr Div Public Affairs Office Scott Derrickson Sharlena Slade Terrilynn Horticulture Division Cornetto352043 351020 Registrar’s 353010 354010 Chuck Fillah Office 355010 Mandy Murphy Conservation Personnel Office Acting Dan Weinwurm 352010 Biology Jon Ballou 353030 354020 Exhibits Division Lynn Dolnick, Acting Animal Care & Exhibitions Info Technology 355020 Reproductive Division J. Grisham 352041 E. Bronikowski Science Dave Wildt Associate Curator Associate Curator Paul Shoop 353040 Pathology Dept 352030 T. Barthel V. Rico Tabitha Viner Assistant Curator Assistant Curator Head, DOP Cheetahs/Elephants Amazonia/Beaver V. IPM Office B. Reser P. Tomassoni Suzy Alberts Assistant Curator Assistant Curator J. Ballou, Head F. Dallmeier, Head Lions/Tigers Birds Behavior, Ecology & Biodiversity Moni toring & Population Biology Assesment OFEO L. Stevens A. Peters Zone Manager Assistant Curator Assistant Curator R. Rudran, Head R. Greenberg, Head Kelvin Lawson Primates/Pandas Invertebrates Training and Migratory Bird Education Center NZP Police Department 351040 B. King Acting Project Exec Michael Pickett Assistant Curator M. Davenport M. Roberts, Head O. Oftedal, Head Tom Myers Police Chief Sm. Mammals./Kids F. Assistant Curator Science Outreach Nutrition Reptiles FIGURE 1-1 Organizational chart for the Smithsonian Institution’s National Zoological Park. SOURCE: NZP Organizational Chart (received November 20, 2003). ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT

A n i a l P ro g ra m s D e p t m 352000 8 5 e m p l ye e s o W ila m A . X a n te n li G e n e ra l C u ra to r A dm i i n strati S ta ff ve R eg istrar’ O ffi s ce A n n etta M cR a e, M a n a g em e n t A n alyst A n i a l C a re & E xh i i n s m b to 35 20 41 M an d y M u rp h y, A cti g R e g i n strar L aV o n n e C a n n o n , O ff c e A ssi n t i sta 35 20 00 35 20 10 Jack G ri a m sh E l h an ts ep C h e etah s A m azo n i a B e av er V a ll y e E d B ro n i ow ski k A ssoci te C u rator a M a rie G a l a y low W ayn e M in e r l E dw i S m i n th L i d a M o o re n A ssoci te C u rator a E ri J ew el n l K ath le e n V o lz C h risti a S c ott n Ki Sm i m th T on y B arth e l D e b ora h F lyn n S h a n n o n H u n ter V alery G u g l el o i m C h risti e S om ers n A ssi n t C u rator sta S e a n R o yals C raig S a ffo e Ju sti G ra ve s n S u sa n n e M o u n t V i c en t R i o n c C h e e ta h s/E l p h a n ts e Jo h n T a ylo r Jam es L ile li D a n iel M ickle R ecru i t A ssi n t C u ra to r sta D e b ora h F l n km an i D e n n is D a vis A m azo n ia/B e a v e r V . L i B e ltz sa i B e ln d a R es e r i I v erteb rates n A ssi n t C u rator sta L io n s/T i ers g T am sen G ra y A l n P ete rs a M i a e l M ile r ch l O1INTRODUCTION AND BACKGROUND L i n s/T i e rs o g M a rie M a g n u so n M i dy B abi n tz A ssi n t C u ra to r sta T rac e y B arn e s Jam es S te ve n s 2 R ecru its In ve rte b rate s Je a n n e M i o r n L i a S teve n s s R ep til s e A ssi n t C u rator sta P ri a te s/P an d as m B ela D em ete r M i a e l D a ve n p o rt ch P ri ate s/P a n d as m M ela n ie B o n d L a u rie P e rry S e a n H e n d erso n A ssi n t C u ra to r sta R o b ert S h u m a ke B ri M cA n d rew s an R o g er R o ssc o e R e p tiles D ian n e M u rn a n e N i e M e e se col M o n i H o la n d ka l B ren d a M o rg a n A lson M i i ze 1 R ecru i t D o u g la s D o n a ld 1 R ecru i t P au l T om asso n i A ssi n t C u ra to r sta Bi s rd Bi s rd Je ffre y S p i kn al c l P am el P re sle y a B .K i g n S m . M am m a l i s F arm s/K d S ara H al a g e r l D e b ra T a l ott b A ssi n t C u rator sta D a vi K e ssler d A n g ela M a rlow G w e n d ol C o o p e r yn K ath le e n B ra d e r S m . M am m a l i s F arm s/K d R e b ecc a S m i son th E ri S m i c th R i rd o P i to ca n F ran k C u si an o m M elb a B row n M a ria M o ye rs R e g i ald G a yd e n n 2 R ecru i ts 1 S m . R ecru it 4 K i s F . R ec ru i d ts FIGURE 1-2 Organizational chart for Animal Programs Department. SOURCE: NZP Animal Programs Department Organizational Chart (received November 20, 2003). 13 1

CRC Organizational Chart August 2003 14 Conservation and Research Center Associate Director Vacant (1 FTE) Admin. Laura Walker (1 FTE) Animal & Support Department Conservation Biology Dept. Reproductive Sciences Dept. Administration Division Assistant Director Acting Head Sr. Scientist and Head Margaret Faulkner (1 FTE) Scott Derrickson (FTE) Jon Ballou (1 FTE) David Wildt (1 FTE) Secretary/Office Manager Division of Behavior, Ecology, Project Assistant Repro Bio Tech Veterinary Division reallocated to and Population Biology 1 FTE 1 FTE Staff Head hire MAB Head as FTE Head 3 FTE (& 1 FTE lost) Mitchell Bush (1 FTE) (Dallmeier) Jonathan Ballou 1 Trust Staff Gamete Biology Division Staff 3 FTE (& 1 lost) Staff 1 FTE 4 Trust 2 FTE 3 Trust Animal Division Endocrinology Division Curator Division of Biodiversity Training & Education Division Nutrition Division Staff Linwood Williamson (FTE) Monitoring & Assessment Head Head 2 FTE Head Rudy Rudran (1 FTE) Olav Offedal (1 FTE) 3 Trust Francisco Dallmeier (1 FTE) Mammals Supervisor Staff Staff Staff 1 FTE 2 FTE 1 Trust 1 FTE 4 Trust 3 Trust Keeper staff Migratory Birds Center Science OutreachDivision 10 FTE Head Head FTE = Federal position Russell Greenberg (1 FTE) Miles Roberts (1 FTE) Bird Supervisor Trust = Soft money (non-stable funding) 1 FTE Staff Staff These two categories do not cover students, postdocs & 6 FTE 0 FTE (2 lost) 1 Trust associates on stipends; these categories fluctuate more Keeper Staff rapidly over time 5 FTE Maintenance Division Total FTE & Trust – 86 (66 FTE; 20 Trust) Head Associate Director office – 2 (FTE) Noah Rutledge (FTE) Animal & Support – 35 (FTE) Conservation Biology – 31 (18 FTE; 13 Trust) Supply Officer 1 FTE Reproductive Science – 13 (7 FTE; 7 Trust) Administrative – 5 (4 FTE; 1 Trust) Staff ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT 12 FTE 2 FIGURE 1-3 Organizational chart for the Conservation and Research Center. SOURCE: NZP Conservation and Research Center Organizational Chart (received November 20, 2003).

INTRODUCTION AND BACKGROUND 15 Department of Animal Health Suzan Murray, DVM Head Veterinary Medical Officer 1 FTE Hospital Administration Staff Division of Animal Nutrition Patti Young, Administrator Terilynn Cornetto, Nutritionist (T) Lidya Montes, Mgt. Support Assistant David Polete, Commissary Mgr. Matthew Young 2 FTE Ralph Graham Tyrone Savoy Sherry Hargrave (Military Leave) Zachary Jones (T) 7 FTE Animal Medical Care Veterinarians Biological Science Techs Sharon Deem Hospital Animal Keepers Jennifer Kodak Laura Elder Stephen Schulze Carlos Sanchez (T -Robinson Fellow) Monika Holland 2 FTE Ellen Bronson (T-Resident) Hillary Thornton (T) Heidi Zurawka (T) 3 FTE 2 FTE 2 FONZ FTE = Federal Position FONZ = Funded by FONZ T = Temporary Appointment FIGURE 1-4 Organizational chart for the Department of Animal Health. SOURCE: NZP Animal Health Department Organizational Chart (received February 11, 2004).

16 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT Department of Pathology 7 FTE Tabitha Viner, DVM Acting Supervisor Pathology Administration Staff Integrated Pest Management Office Claire Burridge, Administrative Asst. (T) Suzy Alberts Angelic Jemerson, Financial Administrator 1 FTE 2 FTE Veterinary Pathology Staff IPM Support Staff Prince Seabron 1 FTE Clinical Pathology Laboratory Pathology Resident Ann Bratthauer Kitty Enqvist (T) One Vacancy FTE = Federal Position FONZ = Funded by FONZ 1 FONZ 2 FTE T = Temporary Appointment FIGURE 1-5 Organizational chart for the Department of Pathology. SOURCE: NZP Pathology Department Organizational Chart (received February 11, 2004). THE ANIMAL COLLECTION The National Zoo’s animal collection currently consists of approximately 2,600 animals representing just over 400 species (NZP, Status of the Collection Report, 2002). The collection has undergone dramatic changes in the past 10 years. From 1993 to 2002 the size of the animal collection has decreased 54 percent (see Figure 1-6). This decrease is due to several factors, including a decrease in the number of animals acquired by the zoo annually, as well as an increase in removal of animals from the collection. As shown in Figure 1-7, the number of animals acquired annually by the zoo was fairly stable from 1993 through 1999, but starting in 2000, there was decrease in the number of animals acquired by the zoo annually, with a 67 percent decrease in annual acquisitions from 1999 to 2002. Even though annual acquisitions of animals remained relatively stable throughout the 1990s, the size of the animal collection continued to decline. This decline occurred because the number of animals that were being removed from the collection, either through death or relocation to other institutions (see Figure 1-8), was greater than the number of animals being acquired each year (animals born at the National Zoo or acquired from other institutions). In particular a large number of animals were removed from the collection during 1995-1997. This was partly because of a deliberate reduction in the number of mammals held at the CRC, but it was also because of a large number of animal deaths in those years (due to an increase in the number of fish, amphibian, and invertebrate animal deaths). The CRC deliberately reduced the number of mammalian species in its inventory by about 40 percent during this timeframe through relocation of their animals to other institutions. This decision to concentrate on only approximately 10 species with a high research return provided greater focus to the CRC’s research effort.

INTRODUCTION AND BACKGROUND 17 Size of the National Zoo Animal Collection 7000 6000 5000 Number of Animals 4000 3000 2000 1000 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Year FIGURE 1-6 Annual status of the National Zoo animal collection. The annual counts for each year are a tabulation of individually counted animals, as well as estimates for groups of animals (such as fish, bats, and frogs), that are not counted individually. SOURCE: Tabulated from NZP, Status of the Collection Reports, 1993-2002. Animal Acquisitions by the National Zoo 1993-2002 1200 Born/hatched 1000 Other acquisition Number of Animals 800 600 400 200 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Year FIGURE 1-7 Annual animal acquisitions by the National Zoo. Acquisitions include animals born at the National Zoo or acquired from other institutions. SOURCE: Tabulated from NZP, Status of the Collection Reports, 1993-2002.

18 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT Animals Removed from the National Zoo Collection 1993-2002 1600 1400 Died Other disposition 1200 Number of Animals 1000 800 600 400 200 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Year FIGURE 1-8. Number of animals removed from the National Zoo collection annually. Animals are removed from the collection either by death or relocation of the animal to another institution. SOURCE: Tabulated from NZP, Status of the Collection Reports, 1993-2002. Annual Mortality at the National Zoo 1993 -2002 1993-2002 (by species) group) 16 Fish, Amphib , Invert Mammals 14 Birds Reptiles Annual Mortality Rate (%) 12 10 8 6 4 2 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Year FIGURE 1-9. Annual mortality rate at the National Zoo, by animal group. The annual mortality rate is calculated as a percentage of the animal collection that dies each calendar year. Mortality rates were calculated for fish, amphibians, and invertebrates (fish, amphib, invert) as a group; mammals; birds; and reptiles. SOURCE: Tabulated from NZP, Status of the Collection Reports, 1993-2002.

INTRODUCTION AND BACKGROUND 19 Annual mortality rates are one method of assessing fluctuation in a zoo collection. This rate is determined by calculating the percentage of the total collection that dies each year, usually using the data from an annual animal inventory. To evaluate the National Zoo’s annual mortality rate (see Figure 1-9) in the context of the larger zoo community, the committee sought to data from other zoos in the United States. The committee has obtained mortality data from two zoos at this time. The collection size of these two zoos currently range from just under 2,000 specimens to just over 3,700, representing approximately 240 and 750 species, respectively. Both zoo’s mortality rates have remained relatively stable or declined over the past 10 years, averaging 6.8 percent (ranging from 4.7 to 9.8 percent) and 10.6 percent (ranging from 8 to 12 percent ) (Denver Zoological Gardens, 2003; North Carolina Zoological Park, 2004) annually. The National Zoo’s mortality rate during the same period averaged 10.5 percent (ranging from 6.3 to 15.9 percent). The fluctuation in the National Zoo’s mortality rate is in part due to biological variation, changing nature of the animal collection (species represented and animal numbers within individual species), and aging of the animal collection. Readers should be aware that the mortality rates at a zoo, whose collection is usually made up of animals with life spans much shorter than those of humans, depend greatly upon the length of lifespan and robustness of the species, the ratio of short-lived to long-lived animals in a collection, as well as the age and health of individual animals. The committee has requested data from numerous institutions and anticipates having additional data for analysis of annual mortality rates in the final report. THE NATIONAL ZOO AS PART OF THE LARGER ZOOLOGICAL COMMUNITY To review the National Zoo as part of the larger zoo community, data from AZA-accredited zoos (AZA, 2003b) were analyzed for vertebrate animal collection size, total staff number, and annual budget. For data consistency, institutions were excluded from the committee’s analysis when the institution was an aquarium or had greater than 70 percent of its vertebrate collection as fish or when no staff or budget data was available. This yielded 156 AZA-accredited institutions, including the National Zoo, for comparison. For the data from 156 institutions reviewed, budgets ranged from approximately $60,000 to $89 million annually, with an average of $6.6 million (AZA, 2003b). The National Zoo reported a budget of $34 million (AZA, 2003b), somewhat lower than the operating budget (excluding FONZ operations) provided to the committee by the National Zoo (see Table 1-1). The National Zoo’s budget is larger than 96 percent of the AZA-accredited zoos (see Figure 1-10). Staff size ranged from 6 to 1,390 (average of 108) for the 156 institutions (AZA, 2003b). The National Zoo staff is larger than 94 percent of the AZA-accredited zoos (Figure 1-11). The vertebrate animal collection size of the 156 AZA-accredited institutions ranged from 20 animals (6 species) to 12,907 animals (824 species) (AZA, 2003b). The National Zoo vertebrate animal collection size is larger than 89 percent of the other institutions with 2278 specimens (see Figure 1-12). Including invertebrates, the National Zoo collection is approximately 2,500 animals (similar to that discussed earlier). The National Zoo had a vertebrate-animal-to-staff-number ratio of 7.8:1 in its collection (see Figure 1-13), less animals per staff member than 72 percent of the AZA-accredited institutions. This ratio includes all staff (animal care, animal health, research, administrative, service, etc,) reported by each institution; approximately 50 percent of the National Zoo staff is involved directly in animal care and management (Animal Programs, Animal Health, and Pathology departments, and the Animal and Support Department at CRC). Table 1-3 presents 10 AZA-accredited zoos with 2,000 to 3,000 vertebrate animals in their collection, including the National Zoo. Table 1-4 presents 10 AZA-accredited zoos with $20 to $46 million annual budgets, including the National Zoo. Guidelines and Standard Practices for Zoos Animal care and management at zoos has changed dramatically in the past several decades, guided by scientific peer-reviewed literature and other literature (regulatory, accreditation, and professional standards and data available in proceedings). Specific regulatory standards have been established by the Animal Welfare Act (enforced by the USDA Animal and Plant Health Inspection Service) and the Public Health Service Policy on the Humane Care and Use of Laboratory Animals. Standards have been developed and are obligatory for accreditation by the American Zoo and Aquarium Association. National Research Council reports serve as the scientific basis for policy and regulations pertaining to animal nutrition (Animal Nutrition Series) and to the care and use of animals used in research (Institute for Laboratory Animal Welfare publications) as well as standards utilized in industry, research, and academe. Additional standards and guidelines have been developed by such professional organizations as the American Association of Zoo Veterinarians, Zoological Registrars Association, American Veterinary Medical Association, and the Nutrition Advisory Group of the AZA. Many of these same organizations have annual

20 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT proceedings that contain new and revised opinions on animal care and management. Some data on zoo animal care and management are available in the scientific peer-reviewed literature. The committee has reviewed much grey and scientific literature and has judiciously used these various sources to formulate its findings. 40 National Zoo $34,000,000 30 I sti ti n s (#) n tu o 20 10 0 0. 1. 2. 4. 16 > < 8. 5 0 0 0 32 0 0. .0 -1 -2 -4 -8 5 -1 .0 -3 .0 .0 .0 6. 2. 0 0 M ilo n s ($) li FIGURE 1-10 Annual budget for AZA- accredited institutions reported in 2003. SOURCE: Tabulated from the 2004 AZA Membership Directory (AZA, 2003b). 40 30 National Zoo I sti ti n s (#) 292 n tu o 20 10 0 9 17 65 > 12 25 < 33 -1 51 9 -3 9 7 -1 -6 6 2 -2 -5 2 28 4 56 12 T o talS taff (#) FIGURE 1-11 Total number of staff for AZA-accredited institutions reported in 2003. SOURCE: Tabulated from the 2004 AZA Membership Directory (AZA, 2003b).

INTRODUCTION AND BACKGROUND 21 40 National Zoo 2,278 30 Institutions (#) 20 10 0 < 16 32 10 20 40 80 > 10 64 01 01 1 1 1 1 1 -2 -4 -8 -1 00 -3 -6 00 00 00 60 20 40 0 0 0 Collection Inventory (#) FIGURE 1-12 Vertebrate collection inventory for AZA- accredited institutions reported in 2003. SOURCE: Tabulated from The 2004 AZA Membership Directory (AZA, 2003b). 40 National Zoo 7.8 30 Institutions (#) 20 10 0 4- 6- 12 16 25 >4 < 8- 6 8 4 12 -1 -2 -4 0 6 5 0 Vertebrate Collection Per Staff (#) FIGURE 1-13 Number of vertebrate animals per staff for AZA- accredited institutions reported in 2003. SOURCE: Tabulated from the 2004 AZA Membership Directory (AZA, 2003b).

22 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT TABLE 1-3 Annual Budget and Staff Number for 10AZA-accredited Zoos with 2,000 to 3,000 Vertebrate Animals in their Collection (Including the National Zoo). Vertebrate Invertebrate Total Annual Zoo Location Collection Collection Staff Budget ($) Milwaukee County Zoological Gardens Milwaukee, WI 2,024 90 294 19,053,680 Baltimore Zoo Baltimore, MD 2,037 52 283 11,600,000 Minnesota Zoological Garden Apple Valley, MN 2,060 1,053 240 15,782,351 Louisville Zoological Garden Louisville, KY 2,202 62 152 9,336,400 Smithsonian National Zoological Park Washington, DC 2,278 214 292 34,000,000 Sedgwick County Zoo Wichita, KS 2,279 384 130 6,600,000 Detroit Zoological Park Royal Oak, MI 2,320 996 245 20,525,680 Cincinnati Zoo & Botanical Garden Cincinnati, OH 2,324 45 230 19,385,000 Brookfield Zoo Brookfield, IL 2,412 2,862 470 35,100,000 Wildlife World Zoo Litchfield Park, AZ 2,627 100 35 3,500,000 SOURCE: The 2004 AZA Membership Directory (AZA, 2003b). TABLE 1-4 Animal Collection Size and Staff Number for Ten AZA-accredited Zoos with $20 Million to $46 Million Annual Budget (Including the National Zoo). Vertebrate Invertebrate Total Annual Zoo Location Collection Collection Staff Budget ($) Woodland Park Zoological Gardens Seattle, WA 1,005 51 223 20,235,258 Detroit Zoological Park Royal Oak, MI 2,320 996 245 20,525,680 The Calgary Zoo Calgary, Alberta 870 6 199 20,976,000 The Philadelphia Zoo Philadelphia, PA 1,530 57 250 22,801,000 Museum of Science Boston, MA 234 4 289 30,732,000 Smithsonian National Zoological Park Washington, DC 2,278 214 292 34,000,000 Brookfield Zoo Brookfield, IL 2,412 2,862 470 35,100,000 Saint Louis Zoological Garden Saint Louis, MO 3,009 3,217 401 39,288,372 San Diego Wild Animal Park Escondido, CA 3,382 0 650 40,253,000 Bronx Zoo Bronx, NY 4,370 179 578 45,168,506 SOURCE: The 2004 AZA Membership Directory (AZA, 2003b).

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This interim report assesses issues related to animal management, husbandry, health, and care at the Smithsonian Institution's National Zoological Park. The report finds that there are shortcomings in care and management that are threatening the well-being of the animal collection and identifies the "most pressing" issues that should be addressed.

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