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Animal Care and Management at the National Zoo: Final Report (2005)

Chapter: Appendix A – National Zoo Strategic Plan

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Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
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Appendix A
SMITHSONIAN NATIONAL ZOOLOGICAL PARK STRATEGIC PLAN

SMITHSONIAN NATIONAL ZOOLOGICAL PARK STRATEGIC PLAN

May 28, 2004

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Table of Contents

   

 INTRODUCTION

 

3

   

 COMPONENTS OF THE PLAN

 

6

   

 MISSION

 

7

   

 CORE VALUES

 

7

   

 TEN-YEAR VISION

 

8

   

 GOALS AND PERFORMANCE MEASURES

 

 

   

 Ten-Year Vision

 

9

   

 Animal Management

 

10

   

 Science

 

12

   

 Education

 

14

   

 Public Impact

 

16

   

 Financial Strength

 

18

   

 Staff and Organization

 

20

   

 Facilities

 

22

   

 STRATEGIES

 

24

 

 

APPENDICES

 

 

   

A. Strategic Planning Process

 

25

   

B. Timeline for Strategic Planning

 

27

   

C. Input and Feedback Sessions

 

30

   

 REFERENCES

 

41

   

 GLOSSARY

 

44

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Introduction

The first bold vision

A bold vision led to the founding of the Smithsonian’s National Zoological Park in 1889 in Washington, DC. The Zoo was to be “a home and a city of refuge for the vanishing races of the continent,” and its mission “the advancement of science and the instruction and recreation of the people.” Beginning with a few bison, a pair of borrowed elephants, and a few keepers, the Zoo grew to be a beautiful 167-acre urban park designed by Fredrick Law Olmsted, along with a 3,200-acre research center in rural Virginia, and dozens of field sites around the world.

The national collection of animals now includes nearly 2,500 individuals of 400 species, many that are quickly “vanishing” from the wild. Hundreds of staff care for the animals, exhibits and grounds, educate the public, and study animals and their habitats. The Zoo has the distinction of being the only zoo in this country that represents a partnership between the federal government and the private sector. Its membership and support organization, Friends of the National Zoo (FONZ), has more than 30,000 family members and 1,000 volunteers, and generates funds for Zoo programs. The Zoo has been internationally recognized for its exhibits and animal collections as well as for its science, conservation, and education programs.

Despite its long tradition and impressive history, the Zoo faces considerable challenges as it enters the 21st century. For the most part, its facilities are old. Financial investment has been insufficient for several decades, and operating budgets are lean. As a result, the number of staff and animals declined for many years. The Zoo’s science and conservation activities are reflected in just a handful of exhibits. While changes are underway to reverse these trends and rejuvenate the organization, the Zoo needs direction. Staff and supporters recognize that now is the time to develop a comprehensive, forward-looking strategic plan.

A vision for the “nation’s zoo”

In the broadest sense, the strategic plan for the Zoo hinges on two questions: What does it mean to be the “nation’s zoo?” And, what are the key elements of a “great” zoo? The strategic plan also builds upon the original vision: The Zoo’s founders understood that threatened species

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

needed a place of refuge. This need is even more urgent today: Animals and their habitats are disappearing while scientists continue to gather necessary information to conserve biodiversity. The problem is global, and the list of endangered species is growing.

To be the “nation’s zoo” means setting and meeting the highest standards for animal care and exhibition, zoo-based education and research programs, national and international professional training programs, and field-based research and conservation activities. The Zoo’s animals are national treasures - like the Hope Diamond and the Star-Spangled Banner – and yet they are not one-of-a-kind objects. They serve as ambassadors for their species in the wild. Thus, the stewardship responsibility of the Zoo extends beyond its front gates. Staff reach out to the whole world, working to inspire and teach others to discover and understand animals.

The National Zoo is considered by many to be among the great zoos of the world. Great zoos motivate people to care about animals and to take action to help them, rather than harm them. They collaborate with each other, and with non-governmental organizations involved in wildlife management, science and conservation all over the world. The Zoo is highly respected for its scientific discoveries, multidisciplinary research programs, and commitment to training the next generation of zoo and conservation professionals.

Great zoos create exhibits that provide animals with modern homes, inspire and educate visitors. They provide naturalistic habitats that encourage natural behavior and breeding, and allow visitors the opportunity to see animals they might never see in the wild. Great exhibits also serve as laboratories, where long-term studies of animal health, reproductive biology and behavior yield results that help their management and conservation. Many of the National Zoo’s newer exhibits – Amazonia, Think Tank, Golden Lion Tamarins, Giant Panda Conservation Habitat, and the emerging Asia Trail – are excellent examples.

Zoos have the potential to shape public opinion regarding the need to protect wildlife. If not for zoos, many people would never experience wild animals first-hand or develop the personal bonds that touch hearts and inspire minds. Just as all zoos strive to be great stewards of the animal world, the nation’s zoo must lead by example.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

The planning process

After months of careful preparation, strategic planning began in December 2003 with the formation of a 12-member planning team. The team members, nominated by their peers, represented the wide range of functions, tenures, and demographics of the Zoo’s large and diverse staff. During the next five months, the team crafted the strategic plan that follows.

The planning team did not work in a vacuum; it received extensive feedback from both internal staff and external stakeholders, including the public and members of the professional zoo, animal science and conservation communities. As a result, this plan belongs to the whole Zoo and its various stakeholders. (For details about the strategic planning process, see the Appendices and References.)

This strategic plan is designed to firmly establish the National Zoological Park in its pre-eminent role as the nation’s zoo and an international leader in zoo-based science and conservation. It outlines a challenging journey that will require a sustained effort on the part of many. And it includes performance measures designed to drive change and track the Zoo’s accomplishments. The nation’s zoo begins its second century with a new, bold vision – a vision with a global reach, inspired by the success of the first 100 years and crafted by the Zoo’s dedicated staff and supporters.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Components of the Plan

Strategic Plan: The strategic plan is a roadmap for the future that addresses where the Zoo is going and how it will get there.

Mission: The mission is the Zoo’s reason for being; what would be lost if it did not exist.

Core Values: The core values are the set of beliefs that drive everyday behavior at the Zoo.

Ten-Year Vision: The 10-year vision is what Zoo staff and supporters really want to achieve -an exciting, compelling, and attainable future state.

One- and Five-Year Goals: The one- and five-year goals are a description of results to be achieved at the Zoo by a particular point in time.

Strategies: The strategies are the basic approach to achieving the Zoo’s goals. Rather than develop strategies for every goal, the plan includes a small set of strategies, each of which addresses multiple goals; the limited number of strategies is intended to keep the strategic plan tightly focused.

Performance Measures: The performance measures are the indicators used to determine if progress is being made toward the Zoo’s vision; these are the benchmarks that will be used during the first year of implementation of the plan. At the end of one year, the measures will be assessed based upon the starting point and the degree to which they drive change and reflect accomplishments. As unit plans are developed during implementation, each will include additional performance measures to determine progress within the unit toward the vision.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Mission

We are the nation’s zoo, providing leadership in conservation science. We connect people with wildlife through exceptional animal exhibits, explore solutions through science-based programs, build partnerships worldwide, and share our discoveries. We educate and inspire diverse communities so they become part of this commitment to celebrate, study, and protect animals and their habitats.

Core Values

UNITY

We are one Zoo. Our various organizations and departments work in unity toward a common vision.

CONSERVATION

We are environmentally responsible. Our actions, practices, and programs contribute to conservation.

STAFF

We invest in our staff. We value diversity and provide the resources, training, and skills needed to excel in our jobs. Every role is clearly defined and respected.

COMMUNICATION

We communicate effectively. We ensure that the voices of our staff are heard and information is shared throughout all levels of the Zoo.

EXCELLENCE

We are professionals. We set the highest standard in caring for our animals and providing service to our visitors, communities, colleagues, and collaborators. We take responsibility for our actions.

FUN

We make being at the Zoo fun. Our positive attitudes contribute to an enjoyable experience for everyone.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Ten-Year Vision

It takes people to save wildlife. We inspire, train, and empower each generation to care for animals and conserve wildlife. Our impact is global.

IN 10 YEARS:

As visitors enter our urban oasis, they will be inspired by state-of-the-art, innovative animal exhibits that reflect our commitment to animal care, science, and public engagement. Exhibits will connect visitors with the natural world and immerse them in our real-life stories of wildlife conservation. Our outstanding volunteer, education, and international outreach programs will enable people to learn more and take a personal role in the future of wildlife.

Our professional internships and training programs will be sought-after by highly motivated individuals, locally and internationally. Our apprentice programs will attract people from diverse backgrounds to learn the professions of a modern zoo. The National Zoo’s facility in Front Royal, Virginia will be fully utilized as a center of excellence in science-based conservation. We will be renowned for developing leaders in the fields of zoo management, veterinary care, conservation science, and education.

The National Zoo will be known for its long-term commitment to capacity building and training. We will share science-based tools and information, empowering local communities to conserve habitats and animals.

Our staff will be respected as leaders and mentors in zoo and conservation sciences nationally and internationally.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Ten-Year Vision

It takes people to save wildlife. We inspire, train, and empower each generation to care for animals and conserve wildlife. Our impact is global.

Performance Measures: Vision

  1. Number of exhibits (new and renewed) based on agreed-upon standards for animal care, scientific accuracy, interpretation and exhibitry.

  2. Number of training programs offered by Zoo staff covering topics related to zoo-related management, conservation and wildlife issues at various levels (K-12, undergraduate, graduate, professional).

  3. Number of certificates awarded to staff and others trained at the Zoo or by Zoo staff in zoo-related management, veterinary care, conservation science and education through internships, apprenticeships, fellowships, residencies.

  4. Percentage of staff serving in professional leadership positions or receiving recognition from professional organizations.

  5. Number of presentations and publications that connect and inform the general public and the professional community about Zoo animals and science.

  6. Number of sites (states/countries/communities) where there is a continued Zoo presence.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Goal Category#1: Animal Management

ONE-YEAR GOALS

  1. We have prepared our existing animal data to transition our databases to the new Zoological Information Management System.

  2. Cross-departmental interactions for animal management are standard practice and are effective. Roles, responsibilities and decision-making processes are clear.

  3. Our collection and exhibit planning process has been established as one of our core management tools, guiding decision making on species acquisitions and animal movements/relocations. This process is criteria-driven, cross-departmental, expeditious, and transparent.

FIVE-YEAR GOALS

  1. We use comprehensive, integrated electronic record-keeping systems.

  2. Our animal collection is a dynamic expression of our conservation, science, animal management, and education priorities.

  3. Our animals thrive in environments that are consistently well maintained and renewed through effective use of resources and animal management practices.

  4. Our staff are valued as experts and innovators in the practices of animal health sciences, husbandry, and management.

  5. We have expanded our training programs in animal management in two ways: 1) by formalizing staff development, and 2) by increasing internships, apprenticeships, and residencies. These programs attract professionals from around the globe and cultivate future leaders.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×
  1. We have capitalized on our Front Royal land and facilities to expand our collaborations in animal management and conservation with other organizations.

Performance Measures: Animal Management

  1. Number of staff participating in Species Survival Plans (SSPs), Taxon and Veterinary Advisory Groups (TAGs, VAGs) and other related national/international organizations.

  2. Percentage of scheduled preventive medicine procedures accomplished monthly.

  3. Number of sick/injured animals NOT receiving curatorial and veterinary attention within 24 hours of problem reported.

  4. Percentage of decisions about animal moves and species acquisition made based upon collection plan that reflects integration of science, education, exhibit and facility priorities.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Goal Category #2: Science

ONE-YEAR GOAL

  1. We have established science priorities for the National Zoo that build on our core scientific strengths in conservation biology and animal management. Our collection, exhibit, and education planning reflect these priorities.

FIVE-YEAR GOALS

  1. The Zoo is a leader in integrating zoo-based and field-based research programs to study and conserve species and biodiversity.

  2. We have established the Center for Conservation Biology at the Zoo’s Front Royal facility, a Smithsonian-wide multidisciplinary program focusing on the study of extinction-prone species.

  3. We build strategic partnerships to advance Zoo and Smithsonian priorities in science and conservation and are a resource for federal agencies, zoos, universities, and conservation organizations.

  4. Our science and conservation activities are reflected in our collection, exhibits and education programs.

  5. We have strengthened our national and international training programs for zoo and conservation professionals by unifying, expanding and promoting them.

  6. We have expanded our long-term commitment to capacity building and training in countries in which we conduct research. We share science-based tools and information, empowering local communities to conserve habitats and animals.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Performance Measures: Science

  1. Percentage of scientific staff serving as adjunct faculty, on graduate committees and sponsors of fellows.

  2. Number of active partnerships with other AZA institutions, government agencies, universities that meet agreed-upon standards.

  3. Number of projects that integrate zoo-based with field-based research.

  4. Number of research programs that are multidisciplinary, partnership-based, and focus on extinction-prone species.

  5. Number of peer-reviewed technical publications.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Goal Category #3: Education

ONE-YEAR GOAL

  1. We have organized our multiple education programs to ensure they are driven by clear priorities and are well coordinated, with leadership at the senior management level.

FIVE-YEAR GOALS

  1. Our education program is built on the integration of the Zoo’s work in animal management, science, and conservation.

  2. Our formal and informal education initiatives are based on, and contribute to, current education practices and standards to effectively reach our audiences.

  3. All departments contribute to the Zoo’s education efforts and events with time, content and participation; education staff provide all departments with resources to support these efforts.

  4. Our interpretive programs have been expanded Zoo-wide and serve as models for engaging the public.

  5. Our professional training programs have been expanded to include mentorships, apprenticeships, and internships in the professions of a modern zoo.

  6. We have built strategic partnerships in education with other Smithsonian units.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Performance Measures: Education

  1. Number of people reached through formal and informal education programs.

  2. Number of educational programs based upon education research theory and evaluated using best practices.

  3. Percentage of exhibits with active interpreter programs.

  4. Number of educational programs underway in collaboration with other SI units.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Goal Category #4: Public Impact

ONE-YEAR GOALS

  1. We have created a distinctive visual identity through consistency in the appearance of our graphics, materials, interpretive elements, and Web site.

  2. Feasibility study and business plans have been completed to decide whether to open portions of the Front Royal facility to the public.

FIVE-YEAR GOALS

  1. The National Zoo is recognized as one of the finest zoos in the country, both by the public and our professional peers.

  2. Our collection, exhibits, and education programs reflect our science and conservation activities.

  3. Our actions, practices, and programs contribute to conservation, and this is evident to our audiences.

  4. Our exhibits and landscaping connect visitors to wildlife, tell compelling stories about our science and conservation, and inspire visitors to care for and conserve wildlife.

  5. All graphics, materials, Web site, and interpretive elements are accurate and well maintained.

  6. The Zoo offers excellent visitor services that make visitors feel welcome, comfortable and cared for. All staff provide outstanding customer service.

  7. We have significantly expanded our impact by increasing overall attendance and reaching new audiences.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Performance Measures: Public Impact

  1. Number of visitors per month.

  2. Percentage increase in currently underserved and new audiences to the Zoo and its public programs.

  3. Number of Web pages new or updated monthly that reflect current programs.

  4. Number of news stories that cover science, exhibit, education and animal care successes.

  5. Percentage of Zoo signage that is in good condition and up to date.

  6. Number of complaints (unsolicited and from visitor surveys) about visitor amenities and customer service.

  7. Number of unsolicited complaints about Zoo cleanliness, overall aesthetics, and customer service.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Goal Category #5: Financial Strength

FIVE-YEAR GOALS

  1. Our federal appropriations, revenue-generating activities, and external support are sufficient to fund the Zoo’s vision.

  2. We have a strong partnership with the SI leadership, providing them with materials and rationale that support the financial requirements of the nation’s only federal zoo.

  3. We identify funding priorities through Zoo-wide planning, taking advantage of our unique settings and strengths as a zoo.

  4. We set and meet ambitious development goals that ensure stability and provide resources for future growth. Our coordinated boards support these efforts and play a major role in securing resources for our priorities.

  5. Our revenue-generating activities are based on best business practices, allowing us to maximize income from these activities.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Performance Measures: Financial Strength

  1. Funds received from development activities for priority projects.

  2. Net income received from FONZ concession activities.

  3. FONZ profit margin targets met.

  4. Number of successful funding proposals for staff and programs through other organizations and partnerships.

  5. Number of master plan projects supported by the five-year facilities capital budget.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Goal Category #6: Staff and Organization

ONE-YEAR GOALS

  1. All staff know the core values, and there are mechanisms to establish their practice.

  2. Human resource practices are clear, efficient, and take advantage of current technologies and best practices of the government and private industry.

FIVE-YEAR GOALS

  1. All managers are effective leaders who guide the Zoo toward its vision.

  2. All staff practice our core values. Management models and reinforces them.

  3. All staff are well trained and have the resources to grow within their current position. All staff have the opportunity to participate in professional development activities, including attendance at conferences and involvement with professional organizations.

  4. Our efficient administrative procedures, and those who manage them, support staff in managing human resources and budgets.

  5. We increase staff diversity through expanded recruitment practices nationwide, involvement in our local community, and targeted outreach programs. Staff actively participates in these programs Zoo-wide.

  6. Our organizational structures, management systems and processes are aligned and encourage staff to work cooperatively across departments toward common goals and priorities.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Performance Measures: Staff and Organization

  1. Percentage of performance ratings completed on time.

  2. Percentage of staff meeting or exceeding the performance standard for practicing core values.

  3. Percentage of supervisors (including managers) trained in administrative procedures, managing human resources and budgets.

  4. Percentage of staff who have completed their professional development plan each year.

  5. Number of equal employment opportunity (EEO) informal and formal complaints and union grievances filed.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Goal Category #7: Facilities

FIVE-YEAR GOALS

  1. Our master plan guides development of renewed facilities at Rock Creek and Front Royal. The plan is based on sound land use practices, addresses our infrastructure needs, and allows for flexibility in future growth.

  2. All renewed facilities incorporate environmentally sound, state-of-the-art design principles, materials, and technologies.

  3. The Zoo’s physical structures and landscape are well maintained and visually appealing. All maintenance tasks are identified, prioritized, scheduled, and completed in a timely fashion.

  4. Our shops and operations support the unique requests related to Zoo functions.

  5. The Zoo evaluates and utilizes environmentally sound practices in Zoo operations.

  6. The Zoo has significantly increased the quality and quantity of visitor amenities (e.g., restrooms, shaded sitting areas, water fountains, recycling and trash collection points, information stations and concessions).

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Performance Measures: Facilities

  1. Number of visitor amenity improvements underway or completed.

  2. Percentage of work orders completed each month.

  3. Number of revitalized buildings or projects that meet agreed-upon standards based on best environmental practices.

  4. Number of significant finds (problems) identified by RCM (Reliability Centered Maintenance).

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Strategies

STRATEGY # 1: MASTER PLANNING

Develop and complete a visionary master plan that capitalizes on the uniqueness of the Zoo’s land and locations, and provides flexibility for future programs and exhibits. It is the physical expression of the Strategic Plan.

STRATEGY #2: ORGANIZATIONAL DESIGN

Examine and adjust as necessary the Zoo’s organizational design to align its diverse functions, improve coordination, minimize redundancy, and enhance collaboration. Clearly articulate roles and responsibilities, and establish decision-making authority across units.

STRATEGY # 3: INTEGRATED FINANCIAL PLANNING

Develop a consolidated financial planning process for the Zoo. Use this process to manage our federal and non-federal funds and address financial needs.

STRATEGY # 4: LEADERSHIP AND MANAGEMENT

Assess and enhance the leadership and management skills of Zoo leaders, managers, and supervisors to increase their effectiveness.

STRATEGY # 5: CORE VALUES

Immediately implement a program that will promote the Zoo-wide practice of core values.

STRATEGY # 6: VISIBILITY

Implement a comprehensive plan to maximize visibility of the Zoo’s successes and expertise to local, national and international audiences.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Appendix A: Strategic Planning Process

GENERAL APPROACH

There are many approaches to strategic planning, and each has its benefits and limitations. Zoo staff selected a process that allowed them to capitalize on the remarkable talent and commitment of staff and supporters, and the unique nature of the organization among zoos (federal government-private sector partnership). The process was intended to be comprehensive, staff-built, and inclusive of internal and external stakeholders. Staff selected a plan structure that followed the direction of the Smithsonian Institution’s strategic plan, and was easily understood. The strategic planning process was informed by the work of John Kotter, Peter Senge, Jim Collins, and Gary Hamel (see References).

COMPONENTS OF THE PROCESS

Staff-nominated strategic planning team

All Zoo staff were invited to nominate individuals from all levels and all functions across the organizations described above to participate on a strategic planning team. The nomination process resulted in a strategic planning team of 12 individuals representing a wide array of functions, tenure, and demographics. This team worked from December 2003 through May 2004 to conduct site visits, collect stakeholder input/feedback, and write the strategic plan.

Multiple rounds of input from Zoo staff and stakeholders

Hundreds of Zoo staff met several times to work in cross-departmental groups, giving input on the strategic plan as the team developed a draft. These sessions provided the strategic planning team with rich guidance as they worked on the strategic plan. Each session was facilitated using a system of wireless computers so that staff could input their ideas anonymously, and read all of the input as it was generated. The input from these sessions was regularly posted on the Zoo’s intranet for staff to review. The sessions also gave staff an opportunity to meet new colleagues and gain new perspectives on the opportunities and challenges facing the organization.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Several external stakeholder input sessions were also held, both in person and Web-based. The input provided at each stakeholder meeting was compiled and given to the Strategic Planning Team. External stakeholders included members of the following: all three Zoo boards (Zoo Advisory Board, FONZ Board, and CRC Foundation Board), the professional community (other zoos and AZA institutions, scientists, and conservation organizations), FONZ and FONZ volunteers, the local communities in Washington, D.C., and Front Royal, Virginia.

Multiple rounds of feedback from Zoo staff

Feedback sessions for staff were also held multiple times using the wireless computer system. Elements of the plan in draft form were circulated to all staff prior to these sessions. During feedback rounds, the strategic planning team asked staff three questions, and incorporated the responses into their work. These were: What do you like? (Those aspects that are at least an 8 on a scale of 1-10, where 10 is the equivalent of “wow”). What needs more work? (The direction is good but it needs to go farther). What do you not like? (Here is why).

Working partnership between senior management and strategic planning team

As the strategic planning team finalized each portion of the strategic plan based on feedback, they held working sessions with the senior management team to complete the plan. Each group enjoyed the benefits of the expertise and perspective of the other group and was able to make decisions using consensus throughout the process.

NEXT STEPS: IMPLEMENTING THE PLAN

Implementation of the Strategic Plan begins immediately. The strategies will be deployed and necessary staff teams created. By the end of 2004, each “unit” within the Zoo will complete unit strategic plans and performance measures, based on the goals and strategies outlined in the overarching Plan. These unit plans will guide staff performance plans, encourage cross-unit activities, and support the newly identified Core Values.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Appendix B: Timeline for Strategic Planning

October 2003

Oct 2 - 3: Senior management team (“Core Team”) retreat to develop strategic planning assumptions and expectations.

Oct 16-17: Strategic planning process and Core Team’s expectations and assumptions introduced to staff. Staff to provide comments via e-mail.

Oct 23: Staff input received via email on expectations and assumptions.

November 2003

Nov 3, 4, 12, 13: Staff input on Mission, Core Values, Ten-Year Vision and nominations for strategic planning team.

Nov 20: Strategic Planning Team selected.

December 2003

Dec 16 - 17: First meeting of Strategic Planning Team.

January 2004

Jan 6-8: Strategic Planning Team tours Rock Creek and CRC facilities

Jan 22-23: Strategic Planning Team site visit to New York Wildlife Conservation Society.

February 2004

Feb 3,4,7: Input from Zoo Advisory, FONZ and CRCF boards, FONZ members and volunteers, local community members (Rock Creek and CRC), professional community.

Feb 5: Strategic Planning Team announces their communication plan for staff.

Feb 9-11: Strategic Planning Team meeting at CRC.

Feb 17-18: Strategic Planning Team meets with Core Team to discuss draft Mission, Core Values, Ten-Year Vision.

Feb 20: Strategic Planning Team presents draft Mission, Core Values, Ten-Year Vision to staff.

Feb 23-25: Staff feedback on draft Mission, Core Values and Ten-Year Vision.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

March 2004

Mar 2-3: Strategic Planning Team meets to review feedback, finalize Mission, Core Values and Ten-Year Vision.

Mar 8-10: Strategic Planning Team meets with Core Team to agree on final Mission, Core Values and Ten-Year Vision.

Mar 12: Strategic Planning and Core Teams present final Mission, Core Values and Ten-Year Vision to Dr. Evans (Under Secretary for Science, Smithsonian Institution); approved.

Mar 16: Final Mission, Core Values and Ten-Year Vision presented to staff.

Mar 17-22: Staff input on Goals, Strategies, and Performance Measures.

Mar 28-30: Strategic Planning Team drafts Goals, Strategies and Performance measures.

April 2004

Apr 6, 7, 15: Strategic Planning Team meets to draft Goals, Strategies and Performance Measures.

Apr 16: Strategic Planning Team presents draft Goals, Strategies and Performance Measures to Core Team.

Apr 20-21: Core Team meets to discuss draft Goals, Strategies and Performance Measures; Performance Measures placed on hold until completion of Goals and Strategies.

Apr 21: Strategic Planning Team meets with Core Team to discuss Goals and Strategies.

Apr 22: Draft Goals and Strategies presented to staff.

Apr 23-27: Staff feedback on Goals and Strategies.

Apr 28-30: Strategic Planning Team finalizes Goals and Strategies.

May 2004

May 5: Strategic Planning Team presents finalized Plan (Mission, Core Values, Ten-year Vision, Goals and Strategies) to Core Team; Plan sent to USS Evans.

May 6: Strategic Planning Team meets with Core Team and USS Evans to agree on final Plan; approved.

May 14: Final Mission, Core Values, Ten-year Vision, Goals and Strategies (without Performance Measures) distributed to staff via e-mail and posted on ZooNet.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

May 19: Core Team drafts Performance Measures based upon initial Strategic Planning Team draft from April 16.

May 21: Strategic Planning Implementation Team formed with representatives from Core Team (3) and Strategic Planning Team (2) plus staff from various units and levels; first meeting planned for June 8.

May 21: Core Team distributes draft Performance Measures to staff, Strategic Planning Team and USS Evans for feedback

May 26: Core Team and Strategic Planning Team review feedback and agree on final Performance Measures.

May 27: USS Evans approves Performance Measures and Introduction.

May 28: Plan completed; distributed to all staff via e-mail and ZooNet; prepared for posting on public Web site.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Appendix C: Input and Feedback Sessions

STRATEGIC PLANNING PROCESS INTRODUCTION TO STAFF (OCT 16, 17 2003)

Introduction
  • Strategic Planning process introduced to staff

  • Core Team’s expectations and assumptions about the plan presented

  • Structure of plan outlined

  • Working group roles outlined (Core team, coordinating team, strategic planning team, staff responsibilities)

Input Questions via e-mail to staff:
  1. What do you like or would you add to the draft Assumptions about the Zoo's Strategic Planning process that were discussed at last week's meeting?

  2. What do you like or would you add to the draft Expectations of the Zoo's Strategic Planning process that were discussed at last week's meeting?

  3. What do you like about how the Roles of those who will be involved in the Zoo's Strategic Planning process are defined? These include the roles of the Core Team, Strategic Planning Team, Zoo staff, Coordinating Team, stakeholders, etc. What questions do you have about these roles? Is there anything missing in the role definitions?

  4. What do you like about the Strategic Planning Schedule that was shown at last week's meeting? What haven't we thought of that could get in the way? What changes/additions does the schedule need?

  5. What kinds of communications will work best for you as we begin the Strategic Planning process to ensure you are kept informed?

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

NZP STAFF INPUT SESSION #1: MISSION, TEN-YEAR VISION, CORE VALUES (NOV 3, 4, 12, 13, 2003)

Introduction
  • Review overall strategic planning timeline

  • Review purpose of meeting and agenda

  • Outline ground rules and assumptions

  • Be specific

  • Share airtime – listen for fresh understanding

  • Ask open-ended questions (not ‘yes’ or ‘no’) to increase understanding

  • Input themes (we all agree), patterns, and differences – no right answers or forced agreement

  • Switch typists at computer

  • Enjoy the conversation

Input Question (discuss and input ideas into computer):

  • Here is how we’ll know this effort is real and will make a positive difference, such that we will have confidence and invest in it.

NZP’s Mission

Present current mission

Input Questions:

  • What do you particularly like about the mission?

  • What else (if anything) is needed to express the National Zoo’s unique value?

  • Tip: What would be lost if the National Zoo didn’t exist?

NZP’s Values

Each person thinks of three events that were really telling about ‘how things really work around here’ (positive and negative) (Hurricane Isabel, sick animal, decision to do a new exhibit), then discuss the values evident in these situations.

Small group conversations (with structure) (40 min.)

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Input Questions:

  • What are the Zoo’s current values?

  • What new values need to be added? (Define each value and give an example)

NZP’s 10-Year Vision

Set context for visioning activity

Small group discussions and input

Assuming successful implementation of the mission and values, and that you could fund it, what do you want to achieve in ten years? (Here are some conversation starters):

  • What would you physically see?

  • What are people saying and doing?

  • What’s our impact beyond the Zoo?

  • How is staff behaving?

  • What if you were 10 times bolder? What seems impossible now, but if were possible, it’s the future you want to see?

Input Question:

  • What are two to three of your best ideas, based on the conversation?

Nominating the Strategic Planning Team

Distribute nominating form

Qualities to think about when nominating staff for the Strategic Planning Team:

  • Creative

  • Forward-thinking

  • Have the ability to work well with others

  • Able to represent the whole organization, rather than individual units.

Closing

Individual groupware input: Meeting evaluation (what worked, improvements for next time)

NUMBER OF SESSIONS HELD: 4

TOTAL NUMBER OF ATTENDEES: 350

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

EXTERNAL STAKEHOLDER INPUT SESSION: ZOO ADVISORY, FONZ AND CRC FOUNDATION BOARDS (FEB 3, 2004)

Purpose:

  • To provide an opportunity for stakeholders (i.e., those who impact, or are impacted by, the functioning of the National Zoo) to give input to the Zoo’s strategic planning process

  • To ensure that the Zoo’s Strategic Planning Team develops a plan based on the best thinking of all of the stakeholders, both internal and external

  • To provide an opportunity for the Zoo’s stakeholders to meet together, to get to know each other better, to learn from each other, and to positively influence each other’s contribution to the Zoo

Welcome

Welcome; introduction of Strategic Planning Team

Introduction of each board by chairs of each board (Zoo Advisory, FONZ, CRCF)

Introduce NZP Strategic Planning

Provide key points on strategic planning and approach NZP is taking

Discuss expectations, agenda, roles, etc.

Mission/role of the National Zoo

Present current mission

Small group discussion about questions

  • What do you particularly like about the mission?

  • What else (if anything) is needed to express the National Zoo’s unique value?

  • What would be lost if the National Zoo didn’t exist?

  • What does it mean to be ‘national’?

Input two-three best ideas in computers

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×
Long-term vision of the National Zoo

Set context for visioning activity

Assumption: funding will come if a compelling future is defined

  • What can you imagine NZP being in 10 years?

  • What would you physically see or hear about?

  • What positive impact, achievements, stature would be attributed to NZP?

  • In the world of conservation?

  • In the zoo world?

  • In your world?

  • What if you were ten times bolder? What seems impossible now, but if were possible, it’s the future you want to see?

Input two to three best ideas in computers

Your relationship with the National Zoo
  • Ten years from now, what role will you have played in NZP’s success?

  • How did you participate and contribute?

  • What do you hope the other boards here today will contribute to NZP’s success?

Moving forward

Next steps in the strategic planning process

Group discussion:

Your role in the remainder of the process

What’s the best way to communicate with you?

NUMBER OF SESSIONS HELD: 1

TOTAL NUMBER OF ATTENDEES: 30

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

EXTERNAL STAKEHOLDER INPUT SESSION: VOLUNTEERS/FONZ MEMBERS/LOCAL COMMUNITY (ROCK CREEK AND FRONT ROYAL; FEB 3-7, 2004)

Purpose:
  • To provide an opportunity for stakeholders (i.e., those who impact, or are impacted by, the functioning of the National Zoo) to give input to the Zoo’s strategic planning process

  • To ensure that the Strategic Planning Team develops a plan based on the best thinking of all of the Zoo’s stakeholders, both internal and external

  • To provide an opportunity for the Zoo’s stakeholders to meet together, to get to know each other better, to learn from each other, and to positively influence each other’s contribution to the Zoo

Introduction to NZP Strategic Planning

Provide key points on strategic planning and approach the Zoo is taking

Discuss expectations, agenda, roles, etc.

Mission/role of the National Zoo

Present current mission

Small group discussion about questions and input in computers

  • What do you particularly like about the mission?

  • What else (if anything) is needed to express the National Zoo’s unique value?

  • What would be lost if the National Zoo didn’t exist?

  • What does it mean to be ‘national’?

Summarize two to three best ideas and input them in computers

Long term vision of the National Zoo

Set context for visioning activity

Small group discussion about questions

  • What can you imagine NZP being in ten years?

  • What would you physically see or hear about?

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×
  • What positive impact, achievements, stature would be attributed to NZP?

  • In the world of conservation?

  • In the zoo world?

  • In your world?

  • What if you were ten times bolder? What seems impossible now, but if were possible, it’s the future you want to see?

Summarize two-three best ideas and input them in computers

NUMBER OF SESSIONS HELD: 3

TOTAL NUMBER OF ATTENDEES: 135

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

EXTERNAL STAKEHOLDER INPUT SESSION: AZA AND SCIENTIFIC COMMUNITY WEB-BASED SURVEY (FEB 6-8, 2004)

Comments solicited by email using a dedicated list-serve:

Mission
  • What do you particularly like about the National Zoo's mission?

  • What else (if anything) is needed to express the National Zoo's unique value?

  • What does it mean to be 'national'?

  • What would be lost if the National Zoo didn't exist?

Ten-Year Vision
  • What can you imagine NZP being in ten years?

  • What would you physically see or hear about?

  • What positive impact, achievements, stature would be attributed to the National Zoo (in the world of conservation; in the zoo world; in your world)?

  • What would be a “ten-times bolder” vision than your answer to the previous question? What seems impossible now, but if it were possible, it’s the future you want to see for the National Zoo?

  • How could a bold future for the National Zoo positively support you in your goals?

NUMBER OF SESSIONS HELD: 1 OVER 4 DAYS

TOTAL NUMBER OF ATTENDEES: 40

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

NZP STAFF FEEDBACK #1 ON DRAFT MISSION, CORE VALUES, VISION STATEMENT (FEB 23-25, 2004)

For each component of the draft Mission, Core Values and Ten-Year Vision:

Please rate the component on a scale of 1 to 10 where 1 = "Don't like it at all"; 10 = "Wow!"

  • What do you really like? (Please do not change.)

  • What needs more work? (We like the direction you're going, but please go further.)

  • What do you not like? (Here is why.)

  • (For the Core Team: Showstoppers – is there anything that the core team can not live with?)

NUMBER OF SESSIONS HELD: 3

TOTAL NUMBER OF ATTENDEES: 100

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

NZP STAFF INPUT SESSION #2: FIVE YEAR GOALS, STRATEGIES, PERFORMANCE MEASURES (MAR 17-19 2004)

Identify goal categories

Input question: To get ‘half way there’, what are the four to six general categories we need to succeed in over the next five years?

Describe strengths and weaknesses for each category

Input Question: what are our current strengths and weaknesses in each of these categories?

Performance Measures

Mini tutorial on performance measures (5-7 min.)

Input Question: What are at least two to three ways meaningful ways you could measure progress and/or success in each of your categories?

Closing

Input Question: How can we immediately implement our values? (Individuals, units, system-wide)

NUMBER OF SESSIONS HELD: 5

TOTAL NUMBER OF ATTENDEES: 110

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

NZP STAFF FEEDBACK ON GOALS AND STRATEGIES (APR 23-27, 2004)

For each Strategy and Goal:

Please rate the component on a scale of 1 to 10 where 1 = "Don't like it at all"; 10 = "Wow!"

  • What do you really like? (Please do not change.)

  • What needs more work? (We like the direction you're going, but please go further.)

  • What do you not like? (Here is why.)

  • (For the Core Team: Showstoppers – is there anything that the core team can not live with?)

NUMBER OF SESSIONS HELD: 4

TOTAL NUMBER OF ATTENDEES: 90

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

References

PUBLICATIONS

Collins, Jim. 1999. Turning Goals into Results: The Power of Catalytic Mechanisms. Harvard Business Review, July – August: 70-82.


Diebold, Ed. 2004. Why we must have Collection Plans? The Impact of Collection Planning on AZA Institutions. Included as part of the AZA Development Program, Institutional Collection Planning.


Hamel, Gary. 1996. Strategy as Revolution. Harvard Business Review, July – August: 69-82.

Hutchins, Michael. 2001. Zoo and aquarium animal management and conservation: current trends and future challenges. Zoo Challenger, November.

Hutchins, M. and B. Smith. 2001. Characteristics of a world-class zoo or aquarium in the 21st century. Zoo Challenges, Past, Present, and Future. January.


Kaplan, Robert S. and David P. Norton. 1996. Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, January – February.

Kaplan, Robert S. and David P. Norton. 1993. Putting the Balanced Scorecard to Work. Harvard Business Review, September – October.

Kaplan, Robert S. and David P. Norton. 1992. The Balanced Scorecard – Measures that Drive Performance. Harvard Business Review, January-February.


Miller, Brian; William Conway, Richard P. Reading, Chris Wemmer, David Wildt, Devra Kleiman, Steven Monfort, Alan Rabinowitz, Beth Armstrong, and Micheal Hutchins. 2004. Evaluating the Conservation Mission of Zoos, Aquariums, Botanical Gardens and Natural History Museums. Conservation Biology, 18(1): 86-93.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Odum, R. Andrew. 2004. Conveying the Message. Included as part of the AZA Development Program, Institutional Collection Planning.


Senge, Peter M. 1990. The Leader’s New Work: Building Learning Organizations. Sloan Management Review, 32(1):7-23.

REPORTS

American Zoo and Aquarium Association (AZA). 2002. Final Report of the Visiting Committee to the Accreditation Commission (CRC), December 2002.

American Zoo and Aquarium Association (AZA). 2003. Report of the Visiting Committee to the Accreditation Commission (Rock Creek), January 2003.


National Academy of Public Administration (NAPA). 2002. Scientific Research at the Smithsonian Institution.

National Research Council. 2004. Animal Care and Management at the National Zoo. (Interim Report)

National Research Council. 2003. Funding Smithsonian Scientific Research.

National Zoological Park (NZP) Science Advisory Group meeting minutes. June 12-13, 2003; July 31 – August 1, 2003; and October 30-31, 2003.


Smithsonian Institution Science Commission Report, December 2002.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

OTHER STRATEGIC PLANS REVIEWED:

National Audubon Society

Conservation International

Fujifilm USA

Nature Conservancy

National Aeronautics and Space Administration

San Diego Zoological Society

Wildlife Conservation Society

Smithsonian Education Strategic Plan, 2004

Smithsonian Institution Strategic Plan, March 2003

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Glossary of Terms


Animal Health Sciences

– Functions and areas of the Zoo addressing animal health and health assessments including veterinary medicine, pathology and nutrition.

Animal Management

– All functions and areas of the Zoo focusing on animal well-being. Includes husbandry, enrichment, veterinary medicine, pathology, nutrition, reproductive sciences, behavior and small population management.


Boards

– The Zoo Advisory board, Friends of the National Zoo board, and Conservation and Research Center Foundation board.


Capacity building

– To increase the technical and professional skills of people in the U.S. and abroad through a broad range of training activities and through sharing science-based tools and scientific knowledge.

Conservation Science

– Natural and social science disciplines that advance species and biodiversity conservation through basic and applied research, training, and education. At the Zoo, conservation science includes all programs based on captive and free-ranging animals and their habitats.

Cross-departmental

– Activities that reach across all of the Zoo’s departments, units and functions.

Core Team

- The Zoo’s senior management team.


Development

– Income generating activities focusing on individual donors, corporate donors and gifts. (See also, Fund Raising.)

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Extinction prone

– Species that face greater risk of disappearing because of characteristics that make them more susceptible to changes in the environment. These may include species that are only found in a few places, have a large body size, have small populations, are at the top of the food chain levels, or have poor abilities to spread and colonize new areas.


Field-based

– Research and science programs that are oriented to studying and conserving animals in their natural habitats and that take place in these habitats, rather than in a lab or zoo setting (also called in situ research).

FONZ

– Friends of the National Zoo.

Fund raising

– Development activities that focus on generating support from private foundations and private or corporate donors. (See also Development.)


Individual Development Plan (IDP)

– Training plans, updated annually, developed to encourage professional growth and improve job-related skills of individual employees.


Managers

– Staff who supervise both people and programs.

Master plan

The planning process and document that describes future development of land, facilities and infrastructure at the Zoo; this is the physical expression of its strategic plan.


Organization design

– Comprehensive term for all of the elements that make up an organization, including: mission, values, vision, goals, strategies, work processes, structure, systems, people, skills, and culture.

Organization redesign

– The process of analyzing and revising the formal structure of an organization.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Research

- Acquisition of new knowledge. Basic and applied investigations or experimentations aimed at the discovery or interpretation of facts. In the case of the Zoo, facts about the biology and conservation of species and their habitats.

Revenue-generating activities

– All business and membership activities that raise money for the organization: concessions, memberships, camps, parking, gift shops, and special events. Funds generated are typically unrestricted as to purpose.


Science

-- Science at the Zoo encompasses all activities/programs focusing on the knowledge about the biology of animals in captivity or the wild, based on basic and applied research that deals with observing and testing facts about the biology and conservation of animals and their habitats.

Smithsonian Center for Conservation Biology

– A proposed Smithsonian-wide science initiative, based at the Zoo’s Front Royal facility, which will address research issues on extinction-prone species.

Strategic Planning Team

- A team of 12 Zoo staff nominated by their peers to draft the strategic plan based upon multiple rounds of input and feedback with internal and external stakeholders.

Supervisors

– Staff who oversee people.


ZIMS

– Zoological Information Management System – a data management system in development by the International Species Information System (ISIS) for the broad zoological community.

Zoo

Facilities, staff and functions of Smithsonian’s National Zoological Park, Office of Facilities, Engineering and Operations and Friends of the National Zoo in Washington, D.C. (Rock Creek and the National Mall), and Front Royal, Virginia.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
×

Zoo-based

– Research and science programs that take place in a lab or zoo setting, rather than in animal habitats (also called ex situ research).

Zoo-wide

– All of the various organizations, departments/units and functions of the Zoo.

Suggested Citation:"Appendix A – National Zoo Strategic Plan." National Research Council. 2005. Animal Care and Management at the National Zoo: Final Report. Washington, DC: The National Academies Press. doi: 10.17226/11212.
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