Zoos and Botanical Gardens Business Guide
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We documented 3 challenges in Zoos and Botanical Gardens. Now get the actionable solutions — vendor recommendations, process fixes, and cost-saving strategies that actually work.
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All 3 Documented Cases
Costly misalignment between local collection decisions and SSP genetic recommendations
$50,000–$250,000+ over a few‑year planning cycle for a medium zoo, when accounting for wasted enclosure space, husbandry and veterinary costs for surplus or non‑recommended animals, and transport costs for corrective transfers; these amounts can be extrapolated from the capital and operating costs associated with managing large mammals and primates that SSPs typically prioritize.[1][4][5]SSP programs are designed to manage participating zoos’ animals as a single metapopulation and to control breeding to avoid inbreeding and genetic erosion.[1][4][5] When individual zoos ignore or delay SSP breeding and transfer recommendations—such as breeding over‑represented animals locally, failing to receive or send recommended animals, or investing in non‑priority species—resources are sunk into animals that do not advance regional conservation goals, crowd limited space, and can later require costly transfers or phase‑outs.
Federal penalties and license actions for illegal or non‑compliant animal acquisition
$10,000–$100,000+ per enforcement action in fines, plus lost operating revenue during suspensions (where facilities are partially or fully closed to the public), based on typical AWA/ESA civil penalty ranges and license actions described in federal enforcement summaries.Zoos and animal exhibitors that acquire or transfer animals without proper permits or in violation of the Animal Welfare Act (AWA), Endangered Species Act (ESA), or CITES face recurring USDA and DOJ enforcement actions, including civil penalties, license suspensions, and revocations. These cases often involve inadequate acquisition records, unlawful import/export, and housing animals without required authorizations, all of which directly threaten a zoo’s eligibility for AZA accreditation and continued participation in Species Survival Plans (SSPs).
Over-retention of shared admission and membership revenues by GLAZA
$millions annually (avg $15.9M GLAZA revenue, disputed sharing)The Greater Los Angeles Zoo Association (GLAZA) manages membership programs and visitor amenities generating revenues from admission fees and related sources, but conflicting agreements led to potential over-retention of millions in shared revenues due from GLAZA to the City Zoo Department. Controller audits in 2002, 2005, and 2009 identified subpar fundraising performance and unresolved issues with revenue sharing from membership (37% of GLAZA revenue) and concessions tied to admissions. This resulted in unclear apportionment of Zoo Trust Enterprise Fund (ZETF) contributions, where Zoo Department receipts primarily from admission fees are mixed with GLAZA allocations.