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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 $18.75 million (see Table 1-2). In fiscal year 2004 it is anticipated
that the personnel budget will decrease because National Zoo facilities staff are being transferred to the
Smithsonian Office of Facilities Engineering and Operations (NZP Budgets, September 24, 2003). A 1992
accreditation report by the American Aquarium and Zoo Association (AZA, 1992) noted that the National Zoo
had sufficient financial support at the time to maintain the zoo, but the zoo needed a plan to support program
development and capital improvements.
The National Zoo consists of two campuses. The original site, on 166 acres of Rock Creek Park in northwest
Washington, D.C., is open to the public 364 days of the year and houses most of the present collection of
approximately 420 species and over 2,500 animals. The second site is the Conservation and Research Center
(CRC) on 3,200 acres in Front Royal, Virginia, approximately 65 miles from Washington; the latter is open to
the public only on special "open" days, when the CRC showcases its science. The CRC serves as a refuge for
vanishing wildlife and as a laboratory for propagating a few rare species and for conservation biology. It is also
9
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10 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT
TABLE 1-1 National Zoological Park Operating Budget
($ 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
aIn 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
OCR for page 11
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
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12 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT
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OCR for page 13
O1INTRODUCTION AND BACKGROUND 13
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OCR for page 14
14 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: INTERIM REPORT
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OCR for page 15
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
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Tyrone Savoy
Sherry Hargrave (Military Leave)
Zachary Jones (T)
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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).
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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.
OCR for page 17
INTRODUCTION AND BACKGROUND 17
Size of the National Zoo Animal Collection
7000
6000
5000
sla
mi 4000
An
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3000
umbeN
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
als 800
imnAfore 600
mb
Nu
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.
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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
sl
imanA 1000
ofreb 800
m
Nu
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 19933-2002002 2
-
((bby species)group)
16
Fish, Amphib , Invert
Mammals
14 Birds
) Reptiles
%(
e 12
Rat
rtalityo 10
M
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6
4
2
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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.
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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
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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
$34,000,000
30
)
(#
onsit 20
tuit
nsI
10
0
0. 5 0 0 0 0 32
5 -1. -2 -4. -8. -16. .0
.0
0 0 0 -32
0 .0
M illio n s ($)
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
(# 292
s
onit 20
tuit
nsI
10
0
9 -16 512
32 -64 -128 -256 -512
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).
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INTRODUCTION AND BACKGROUND 21
40
National Zoo
2,278
30
)
(#
snoit 20
ituts
In
10
0
<
101 101 201 401 801 1601 3201 >
640
-200 -400 -800 -160 - - 0
0 3200 6400
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
)
(#snoit 20
ituts
In
10
0
< 12- 16- 25-
4 4-6 6-8 8-12 16 25 40 >40
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).
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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).
Representative terms from entire chapter:
animal care
