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ATLANTA-FULTON COUNTY ZOO INC Organization Name provided in the GuideStar Exchange* as of 02/20/2015: ATLANTA-FULTON COUNTY ZOO INC

Organization Name as listed in the IRS Business Master File as of 03/10/2015: ATLANTA-FULTON COUNTY ZOO INC

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AKA  Zoo Atlanta
Atlanta, GA
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
This organization is a Gold-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit and Charting Impact Report are available
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Basic Organization Information

ATLANTA-FULTON COUNTY ZOO INC Organization Name provided in the GuideStar Exchange* as of 02/20/2015: ATLANTA-FULTON COUNTY ZOO INC

Organization Name as listed in the IRS Business Master File as of 03/10/2015: ATLANTA-FULTON COUNTY ZOO INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Zoo Atlanta
Physical Address: Atlanta, GA 30315 1440
EIN: 58-1655184
Web URL: www.zooatlanta.org 
NTEE Category: D Animal related
D50 Zoo, Zoological Society
D Animal related
D31 Protection of Endangered Species
A Arts, Culture, and Humanities
A20 Arts, Cultural Organizations - Multipurpose
Year Founded: 1889 
Ruling Year: 1986 


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Mission Statement

Zoo Atlanta’s mission is to inspire the citizens of Atlanta and Georgia and all visitors to the Zoo to value wildlife on Earth and to help safeguard existing species through conservation. It does this by 1) providing an informative, educational and engaging experience; 2) being respectful and responsible stewards of the animals and the physical and financial assets entrusted to it and 3) engaging in related conservation activities and research.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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February 2015)

Fiscal Year Starting: January 1, 2013
Fiscal Year Ending: December 31, 2013

Total Revenue $23,042,059
Total Expenses $20,836,700

Revenue & Expenses

(GuideStar Exchange,
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February 2015)

Fiscal Year Starting: January 1, 2013
Fiscal Year Ending: December 31, 2013

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

(GuideStar Exchange,
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February 2015)

Mr. Raymond B. King

Term:

Since June 2010

Profile:

Raymond King has served as President and CEO of Zoo Atlanta since June 2010. Prior to joining Zoo Atlanta, he enjoyed a 22-year career with SunTrust Banks, Inc., most recently as Senior Vice President for Community Affairs in Atlanta. In that role, he oversaw numerous civic and philanthropic activities, including grant-making, public relations and employee volunteerism. King also brings significant nonprofit leadership experience to his role at the Zoo, having chaired six nonprofit boards. His civic activities have included Fernbank Museum of Natural History (Board Chair and Chair of $8 million capital campaign); Regional Business Coalition (Board Chair); Georgia Chamber of Commerce (Board); Georgia Corporation for Economic Development/Georgia Allies (Board); Committee for a Better Atlanta (Board Chair); Metro Atlanta Chamber of Commerce (Board); Metro Atlanta Arts & Culture Coalition (Board Chair); and Children’s HealthCare of Atlanta (Capital Campaign). King was the recipient of the 2009 United Way Chairman’s Award in recognition of his community leadership. Additional honors include the “Watch List” of “25 Atlantans Making a Difference” by Atlanta Business magazine (2007); a “Notable Georgian” in Georgia Trend’s listing of Most Influential Georgians (2006); “Lexus Leader of the Arts” (2005); Georgia Trend’s “Top 40 Under 40” (2004); Atlanta Business Chronicle’s “Top 50 Under 40” (2004); and the Charles R. Yates Award for Outstanding Volunteer Service at the Woodruff Arts Center (2003). A native of Atlanta, Raymond is a 1987 alumnus of the Georgia Institute of Technology, where he graduated with Honors with a Bachelor of Science degree in Management. He and his wife, Robin Lord King, have one daughter, Courtney.

Board Chair (GuideStar Exchange,
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February 2015)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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February 2015)

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Board Leadership Practices (GuideStar Exchange,
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February 2015)
?

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Yes
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Yes
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Yes
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Yes
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Yes

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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Organizational Demographics (GuideStar Exchange,
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February 2015)
?

This section is not a requirement for any of the Exchange participation levels - Bronze, Silver, or Gold. Instead, it is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff.

Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

Self-Identified Gender Identity of Board & Staff ?

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Female 33% 58% 69% 0% 0%
Male 67% 42% 31% 0% 0%
Transgender?/Unspecified non-conforming 0% 0% 0% 0% 0%
Individuals decline to state 0% 0% 0% 0% 100%

Self-Identified Race/Ethnicity of Board & Staff

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Asian/Asian American 5% 1% 1% 0% 0%
Black/African American 29% 21% 48% 0% 0%
Hispanic/Latino/Latina 5% 2% 3% 0% 0%
Native American/American Indian/Alaska Native/Native Hawaiian 0% 0% 0% 0% 0%
White 62% 77% 44% 0% 0%
Multi-racial or multi-ethnic (2+ races/ethnicities) 0% 0% 5% 0% 0%
Individuals decline to state 0% 0% 0% 0% 100%

Self-Identified Sexual Orientation of Board & Staff

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Lesbian, gay, bisexual 0% 0% 0% 0% 0%
Individuals decline to state 100% 100% 100% 0% 100%

Self-Identified Disability of Board & Staff

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Persons with a disability? 0% 0% 0% 0% 0%
Individuals decline to state 100% 100% 100% 0% 100%

Strategies to Address Diversity

‡We track retention of staff, board, and volunteers across demographic categories
‡We track income levels of staff, senior staff, and board across demographic categories
We track the diversity of vendors (e.g., consultants, professional service firms)
We have a diversity committee in place
We have a diversity manager in place
We have a diversity plan

People information was last updated by the nonprofit in February 2015

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Programs

Program: The Animal Collection and Success with Endangered Species (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Zoological Parks & Aquariums
Population Served:
None
None
None

Program Description:

One of the most notable aspects of 2013 was the number of high-profile animal births at Zoo Atlanta. These included endangered reptile species; orangutan and gorilla babies in the primate collection; twin giant panda cubs; four African lion cubs and the first ever Eastern black rhino calf born at Zoo Atlanta. These new additions to the collection presented a historic opportunity for visitors to enjoy the largest array of youngsters the Zoo has seen in many years. More significantly, these charismatic animals serve as ambassadors for their counterparts in the wild.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Amphibians and Reptiles (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Zoological Parks & Aquariums
Population Served:
None
None
None

Program Description:

In 2013, 65 reptiles representing 13 species were born at Zoo Atlanta. Twenty-six of those individuals were vulnerable, endangered or critically endangered species. Zoo Atlanta is a world leader in breeding several species of critically endangered box turtles, including the McCord’s box turtle, Pan’s box turtle and flowered box turtle. There were also numerous new species added to the collection in 2013. They include the Jamaican boa, African rock python, Mexican horned viper, Louisiana pine snake, Parker’s snake turtle, giant day gecko, blue headed anole, emerald green monitor, Meller’s giant chameleon, bearded dragon and green basilisk.

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Program: Birds (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Zoological Parks & Aquariums
Population Served:
None
None
None

Program Description:

In 2013, 97 birds representing 17 species hatched at Zoo Atlanta. Nine of those species were bred as part of the managed Association of Zoos and Aquariums populations. Zoo Atlanta continued to maintain the only producing pair of milky eagle owls in the U.S. The Zoo successfully bred wreathed hornbills and toco toucans, which are two species bred in only a few other institutions in the country. A pair of endangered hooded vultures as well as king vultures and Venezuelan troupials were new additions to the bird collection in 2013.

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Program: Mammals (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Zoological Parks & Aquariums
Population Served:
None
None
None

Program Description:

There were 57 mammals representing 10 species born at Zoo Atlanta in 2013. Of those animals, 16 were vulnerable, endangered or critically endangered species. In addition to the high-profile mammal births, the Zoo also had two litters of endangered golden lion tamarins and one Schmidt’s guenon born in 2013. Three male reticulated giraffes were added to the collection in November. A bachelor herd was formed with the Zoo’s resident male, as none of the giraffes are recommended for breeding in the Species Survival Plan for giraffe.

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Program: The Visitor Experience and Public Events (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Zoological Parks & Aquariums
Population Served:
None
None
None

Program Description:

In 2013, Zoo Atlanta attracted more than 852,900 guests, despite it being the fifth wettest year on record for Atlanta. As the third highest attendance year recorded since the pandas arrived in 2000, Zoo Atlanta closed the year 11% ahead of plan. Total paid attendance ended the year 8% ahead of plan, and member visits were 13% ahead of plan. Part of the attendance success came from the Zoo’s established signature events such as Boo at the Zoo, Brew at the Zoo and Jazzoo as well as expanded accessibility initiatives. Zoo Atlanta will continue to expand its reputation for offering special events for people of all ages.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

The Zoo’s fall signature event is Boo at the Zoo that is held on the last two weekends of October. This popular event provides families with a safe and fun alternative to traditional Halloween activities while incorporating a unique zoo experience. The Zoo also expanded public events in the evenings with activities designed to draw the young professional crowd. This includes a series called Wild on the Rocks and Atlanta’s wildest beer and wine festival called Brew at the Zoo. Jazzoo has become a very successful event that draws over 1,500 guests. The event features 30 popular restaurants that offer culinary delights, 20 bars and four music stages located throughout the Zoo’s grounds that showcase a variety of different music genres. These are just a few examples of the many public events available to offer new and exciting ways to get involved and support the mission of the Zoo. To help fulfill the core goals of Zoo Atlanta’s Strategic Plan, the Zoo continued to provide programs that provide free or reduced cost admissions, especially to underrepresented populations. Family Free Days allows residents or employees of the City of Atlanta and/or Fulton County free admission with proof of residency and/or employment. Fiesta de la Familia and Asian Heritage Day are two other events that serve specific audiences within the community.

Program: Community Access Programs (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Zoological Parks & Aquariums
Population Served:
None
None
None

Program Description:

It is the belief of Zoo staff, Board of Directors and supporters that Zoo Atlanta is a community resource that should be available for the enjoyment and benefit of the entire community. Furthermore, it is the Zoo’s duty to inspire responsible citizen actions through the visitor experience. Being accessible to all citizens is an integral part of Zoo Atlanta’s guiding principles, and the Zoo maintains the following four key programs and partnerships to ensure everyone has the opportunity to enjoy the Zoo. During the 2012-2013 school year, the Sponsored Admissions Program provided admission and self-guided tours at no cost for 8,218 students representing 78 underserved schools in the greater Atlanta area. The Zoo ACCESS Program distributed free Zoo admission tickets to 1,596 low-income Georgians through partnerships with local government agencies and community organizations. In 2013, Zoo Atlanta worked closely with VSA arts of Georgia to provide admission at no cost for 4,620 disadvantaged and disabled individuals in Georgia. Through a partnership with the Georgia Public Library Service, Zoo Atlanta offered free admission for a family of four through the Family Library Pass Program, which served 63,141 individuals representing 138 counties in Georgia in 2013.

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Program: Volunteers (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Zoological Parks & Aquariums
Population Served:
None
None
None

Program Description:

In 2013, volunteers contributed over 58,900 hours to Zoo Atlanta, which is valued at over $1,143,000 and is the equivalent of 26 full-time employees. The volunteer program saw a 20% increase in volunteer time compared to the previous year. Additionally, the Family Volunteer Program returned in 2013 with 10 participating families.

Program Long-Term Success:

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Impact Summary from the Nonprofit Additional Information
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Zoo Atlanta seeks to make a meaningful, demonstrable impact on conservation of endangered species and preservation of biodiversity; become Georgia’s leader in using a living collection to enhance formal and lifelong science education; and contribute to the cultural life of the community by expanding and diversifying a global collection of wildlife.
For more in-depth information about this organization's impact, view their Charting Impact Report.
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