Animal Care and Management at the National Zoo Final Report (2005) / Chapter Skim
Currently Skimming:
3 Communication, Knowledge Management, and Human-Resources Management
3 Communication, Knowledge Management, and Human-Resources Management
Pages 25-40
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 25... ...
At the bottom of the hierarchy are staff that have day-to-day hands-on responsibility for the various tasks that determine the effectiveness of those above them. Concerns regarding the hierarchy for the care and welfare of animals prompted the committee to give special attention to the Animal Programs Department, which is run by a management team consisting of the general curator, two associate curators, and eight assistant curators.
|
From page 26... ...
In the committee's opinion, firm action by the leadership of the zoo and the Smithsonian Institution to address the concerns raised by the Alexander report most likely would have averted some of the decade-long decline at the zoo. For this final report, the committee focused on management in the Department of Animal Programs because this department has primary responsibility for the day-to-day care and management of the animal collections at the zoo.
|
From page 27... ...
For example: · The newly hired associate curators now communicate with staff down the line during daily visits to their respective units. · Regularly scheduled meetings with structured discussions have been established, which bring together all members of the curatorial staff.
|
From page 28... ...
Knowledge is essential for providing high-quality animal care and management; therefore, zoos, like any other organization, must take steps to manage their institutional knowledge. Current State of Knowledge Management Previous reports and data collected during the committee's review revealed three primary areas of knowledge-management problems at the zoo: knowledge-sharing, generation of new knowledge, and retaining and
|
From page 29... ...
As discussed in further detail later in this chapter, the zoo has a long history of deficiencies in continuing education, which have limited the amount of new knowledge flowing into the zoo over the last 10 years. Recognizing the lack of continuing education, the associate curators have taken steps to provide more educational opportunities to staff in the Department of Animal Programs in the last year.
|
From page 30... ...
· In the past, the zoo has lacked the ability and commitment to capture, archive, and retain existing institutional knowledge. Recent efforts to update and standardize policies and procedures should help retain valuable institutional knowledge; additional efforts could complement this initialwork.
|
From page 31... ...
. In fact, as the size of the collection decreased after 2000 to less than 50% of its 1993 size, the zoo actually added six keepers to the Animal Programs staff (NZP Staff Gain/Loss Statement 1993-2003, September 24, 2003)
|
From page 32... ...
For example, the performance plan for assistant curators lists supervision as a noncritical job responsibility (NZP, Performance Plan, Assistant Curator) , although this is an important element of their job.
|
From page 33... ...
Although the specific mechanisms may vary, it is essential for an organization to manage its intellectual capital. The Department of Animal Programs at the zoo -- which includes keepers, assistant curators, associate curators, and the general curator -- has the most direct and frequent contact with zoo animals, so specific training with their charges is of the utmost importance.
|
From page 34... ...
· Behavioral-enrichment procedures. Using a written document, such as an IZS animal husbandry protocol, to guide an informal training process provides standardization of training, allows for regular skills assessment, and provides a clear performance expectation.
|
From page 35... ...
The 2003 AZA accreditation report also mentions the problem of insufficient keeper training: There is no formal keeper training program. Overall, there is a severe lack of training/professional development in the area of animal husbandry, both at the keeper and assistant curator level.
|
From page 36... ...
. The manual lists the administrative, compliance, and animal-management training courses that each employee is required to attend: Core Training Requirements Supervisor Requirements Prevention of Sexual Harassment Equal Employment Opportunity for Supervisors Safety Orientation Basic Supervisory Training Computer Security Awareness Training Safety Training for Supervisors Animal Programs Staff Requirements Proper handling and use of Smithsonian Institution travel Cards Travel Manager PeopleSoft FarSight AZA Management School (curators)
|
From page 37... ...
bRequired Training includes training classes outlined in the NZP Best Practices Manual (2003)
|
From page 38... ...
In 2003, the zoo determined that all assistant curators in the Department of Animal Programs should receive management training through the AZA Management School (NZP, Department of Animal Programs - Best Practices, 2003) ; by the end of 2004, three of the eight assistant curators will have taken this course.
|
From page 39... ...
· In 2003, the zoo determined that all assistant curators in animal programs should receive management training through the AZA Management School; by the end of 2004, three of eight assistant curators will have taken this course. There is no documentation that additional training is offered to improve leadership and management skills of assistant curators at the zoo.
|
From page 40... ...
Senior management must ensure comprehensive training of animal care staff, so the staff understands that these other programs require their active support to function and benefit the animal collection and improve their own work environment. Standardized training in the general principles of animal husbandry, welfare, and behavior at both the Rock Creek Park and CRC facilities will also benefit the animal collection by widening the knowledge base at the zoo; allowing keepers to assist in other areas, creating more flexibility in coordinating human resources; and providing harmonized management of animals that move between the two facilities.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.