Animal Care and Management at the National Zoo Final Report (2005) / Chapter Skim
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Appendix A – National Zoo Strategic Plan
Appendix A – National Zoo Strategic Plan
Pages 109-155
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Appendix A SMITHSONIAN NATIONAL ZOOLOGICAL PARK STRATEGIC PLAN SMITHSONIAN NATIONAL ZOOLOGICAL PARK STRATEGIC PLAN May 28, 2004 109
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Timeline for Strategic Planning ............................................................................27 C Input and Feedback Sessions..................................................................................30 REFERENCES.................................................................................................................41 GLOSSARY .....................................................................................................................44
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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)
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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.
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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.
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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.
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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.
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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.
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Number of exhibits (new and renewed) based on agreed-upon standards for animal care, scientific accuracy, interpretation and exhibitry.
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2. Our animal collection is a dynamic expression of our conservation, science, animal management, and education priorities.
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Performance Measures: Animal Management 1. Number of staff participating in Species Survival Plans (SSPs)
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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.
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APPENDIX A 121 Performance Measures: Science 1. Percentage of scientific staff serving as adjunct faculty, on graduate committees and sponsors of fellows.
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FIVE-YEAR GOALS 1. Our education program is built on the integration of the Zoo's work in animal management, science, and conservation.
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APPENDIX A 123 Performance Measures: Education 1. Number of people reached through formal and informal education programs.
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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.
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4. Number of news stories that cover science, exhibit, education and animal care successes.
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126 ANIMAL CARE AND MANAGEMENT AT THE NATIONAL ZOO: FINAL REPORT 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.
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5. Number of master plan projects supported by the five-year facilities capital budget.
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2. All staff practice our core values.
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2. Percentage of staff meeting or exceeding the performance standard for practicing core values.
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2. All renewed facilities incorporate environmentally sound, state-of-the-art design principles, materials, and technologies.
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APPENDIX A 131 Performance Measures: Facilities 1. Number of visitor amenity improvements underway or completed.
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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.
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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.
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, 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.
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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.
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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)
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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.
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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?
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o 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)
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(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?
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to give input to the Zoo's strategic planning process o 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 o 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.
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Input two to three best ideas in computers Your relationship with the National Zoo o Ten years from now, what role will you have played in NZP's success? o How did you participate and contribute?
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to give input to the Zoo's strategic planning process o 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 o 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 o What do you particularly like about the mission?
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o In the zoo world? o In your world?
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o What positive impact, achievements, stature would be attributed to the National Zoo (in the world of conservation; in the zoo world; in your world)
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(Here is why.) o (For the Core Team: Showstoppers is there anything that the core team can not live with?
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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.)
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(Here is why.) o (For the Core Team: Showstoppers is there anything that the core team can not live with?
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2001. Zoo and aquarium animal management and conservation: current trends and future challenges.
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2004. Animal Care and Management at the National Zoo.
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APPENDIX A 151 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
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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.
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. FONZ Friends of the National Zoo.
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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.
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APPENDIX A 155 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)
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