Detroit Zoological Society
Celebrating and Saving Wildlife and Wild Places
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Animal Care
The Detroit Zoological Society continues its mission of celebrating and saving wildlife by demonstrating leadership in animal care, wildlife conservation and animal welfare. The Detroit Zoo is an active participant in animal conservation through breeding programs for threatened and endangered species as well as local field programs the Zoo leads and international field programs the Zoo supports. These programs are the work of dedicated Detroit Zoo staff working with partners from state and federal governments, universities, conservation organizations and other accredited zoos. The Detroit Zoological Society's Center for Zoo Animal Welfare is a resource center for captive animal welfare knowledge, research and best practices; a convener and forum for exotic animal welfare science, practice and policy discussions; and a center conducting research and training, and recognizing advances in exotic animal welfare.
Education
EDUCATION: The Detroit Zoological Society continues to provide a broad audience with outstanding and unique educational opportunities that lead to the appreciation and stewardship of nature. Humane education, environmental literacy, responsible resource management, conservation, science literacy and stewardship are fundamental components of education programming. Programs utilize a variety of instructional strategies - including inquiry-based learning, storytelling, interactive technology and citizen science - to match the various learning styles of the community. Regional school district partnerships enhance humane education and life science experiences in the classroom through onsite programs, teacher training and curriculum support.
Conservation
The Detroit Zoological Society continues to demonstrate organizational excellence consistent with a commitment to outstanding service, progressive resource management and environment leadership. The Detroit Zoological Society maintains grounds of 125 acres and 78 different buildings where staff members and volunteers are committed to lessening their environmental impact on the Earth. The Detroit Zoological Society has developed a unique, green roadmap called the Greenprint. This comprehensive strategic plan guides our operations and is the plan by which we refine and improve our facilities and daily practices, develop new policies and programs and improve green literacy in our community.
Guest Engagement
GUEST ENGAGEMENT: The Detroit Zoological Society continues to inspire the community with engaging, meaningful and memorable experiences. In 2015 the Detroit Zoo welcomed more than 1.4 million visitors. In addition to animal experiences, other attractions at the Zoo include the 4-D Theater, the Simulator Ride, Giraffe Encounter, Tauber Family Railroad, Science On a Sphere, and the Carousel. Visitors can also participate in Zoo-sponsored events including Greenfest, Sunset at the Zoo, Meet Your Best Friend at the Zoo, Run Wild and Zoo Boo.
Where we work
Awards
2015 Best-Managed Nonprofit 2015
Crain's Detroit Business
Affiliations & memberships
American Association of Museums - Member 2006
External reviews

Photos
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
1.DEMONSTRATE LEADERSHIP IN WILDLIFE CONSERVATION AND ANIMAL WELFARE
2.PROVIDE A BROAD AUDIENCE WITH OUTSTANDING AND UNIQUE EDUCATIONAL OPPORTUNITIES THAT LEAD TO THE APPRECIATION AND STEWARDSHIP OF NATURE
3.INSPIRE OUR COMMUNITY WITH ENGAGING, MEANINGFUL AND MEMORABLE EXPERIENCES
4.PROVIDE INNOVATIVE ZOOLOGICAL FACILITIES THAT CONTRIBUTE TO THE REGION'S ECONOMIC VITALITY
5.DEMONSTRATE ORGANIZATIONAL EXCELLENCE CONSISTENT WITH A COMMITMENT TO OUTSTANDING SERVICE, PROGRESSIVE RESOURCE MANAGEMENT AND ENVIRONMENTAL LEADERSHIP
What are the organization's key strategies for making this happen?
The initiatives and actions in the 2013 operating plan are areas of special staff focus for 2013. They reinforce and complement ongoing mission-related core activities and functions (e.g., animal care and welfare, guest services, facilities maintenance, fundraising, conservation and education programs). As always, we strive every year to improve and strengthen all of our fundamental operations – it is not the intent of this document to capture ongoing fundamentals – only what's special for the coming year. All work supports the Detroit Zoological Society's purpose and mission, directly connects to the 2013 budget and furthers the DZS strategic plan, including the Physical Master Plan. Initiatives are grouped primarily by mission elements that they support. These plans cascade to all management team members for implementation. Though detailed and extensive, this is not an exhaustive listing of all efforts and the order is not intended to designate priority. Unforeseen opportunities and/or challenges may arise leading to some changes.
What are the organization's capabilities for doing this?
Detroit Zoological Society
• Non-profit organization that operates Detroit Zoo and Belle Isle Nature Zoo
• 205 full- and part-time employees
• 53,000 member households
• 1,156 volunteers
• $29.8 million budget
• Statement of Purpose: “Celebrating & Saving Wildlife"
Detroit Zoo
• One of the largest paid family attractions in Michigan
• More than 1.2 million visitors annually
• 125 acres with many naturalistic and immersive animal habitats
• Major exhibits include Arctic Ring of Life, Australian Outback Adventure, Butterfly Garden, Great Apes of Harambee, National Amphibian Conservation Center, Penguinarium
• Home to more than 4,500 animals of 269 species
• Economic impact of $60-80 million
• Accredited by the Association of Zoos & Aquariums
• Open daily 9 a.m. to 5 p.m. April through Labor Day (until 8 p.m. on Wednesdays in July and August), 10 a.m. to 5 p.m. day after Labor Day through October and 10 a.m. to 4 p.m. November through March (closed Thanksgiving, Christmas and New Year's Day)
• Admission is $14 for adults 15 to 61, $12 for senior citizens 62 and older, and $9 for children ages 2 to 14; children under 2 are free
Belle Isle Nature Zoo
• Situated on approximately 10 acres of Michigan's forested wetland
• Focuses on Michigan wildlife, flora and fauna
• Offers family nature programs and education programs for school and community groups
• Open Wednesday through Sunday 10 a.m. to 5 p.m. April through October and 10 a.m. to 4 p.m. November through March (closed Monday and Tuesday as well as on Thanksgiving, Christmas and New Year's Day); admission is free
What have they accomplished so far and what's next?
Progress in 2012:
Record One Day Attendance of 19,234
Attendance over one million for the 7th consecutive year (1,272,574)
Membership at 51,000 households (record peak at 59,951)
Facebook - #4 in hte country - 142,000 fans
Meet Your Best Friend at the Zoo - over 400 pet adoptions
Volunteers contributed 102,489 hours
Clean USDA inspection report
GREENPRINT PROGRESS - Completed 25% of $2.0 million Energy Efficiency Improvement Plan Project, FEC LEED certification underway, DTE assisted in the assembly of over 200 Waste/Recycling Bins
Implemented ZooMORE ticket packages. Increased Rides and Attractions by 26%
Wildlike Photographer of the Year
Lezotte/Kalter Wildlife Rescue Fund Established
EDUCATION - Expanded outreach (all 3rd graders) to Utica Schools, Sucessful Summer Safari Theater Camp, Began outreach partnership with Beaumount Hospital.
HUMANE EDUCATION - Hosting 2013 Association of Professional Humane Educators - National Humane Education Conference, Alternative Dissection in the H.E. Lab, 246 educators went through the H.E. for professional development, New Mural in the H.E. lab, Partnership with Mosaic Youth Theater, Sowing seeds workshop, ACCESS youth summer camp.
AWARDS/ACHIEVMENTS - Noyce Leadership program, "Michigan's Finest Meeting Site", IAAPA Brass Ring Award for Vitamin Z marketing campaign, AZA award for the conservation of Grevy Zebras, AZA award for the conservation of the Puerto Rican crested toad.
CONSERVATION PROGRESS - Conservation Master Plan Workshop, First rearing of Common Terns on Belle Isle in more than 50 years, Blanding Turtles "head-starting" returning 12 hatchlings back to their native habitat, Planted forty-two large trees.
COMMUNITY SERVICE - Over 14,000 lbs of cloths donated to the Salvation Army, American Red Cross Blood Drives - DZS ticket incentive with WCSX radio resulted in record of 1,300 units of blood, Gleaner's Community Food Bank - 9,000 lbs of food collected, Holiday gift donations to children in need - 3 carloads of items delivered to Big Family of Michigan for distribution to children in Michigan's foster care, Electronic Waste Recycling - 103,000 lbs collected, Free tickets distributed to over 1,500 non-profits, Day at the Zoo - over 2,000 underserved youth at the Zoo,
Education Outreach programs to over 8,500 students unable to access the Zoo, Just ZOO It - All DZS staff participated in four days of community service at the Friends of the Rouge, Habitat for Humanitty, Ideal Group, and Belle Isle Nature Center.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from the people we serve
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Detroit Zoological Society
Board of directorsas of 10/14/2022
Mr. Anthony Earley
Matthew S Ahearn
St. Clair Shores City Council
Larry Alexander
Detroit Metro Convention and Visitors Bureau
N. Charles Anderson
Detroit Urban League
Alisha Bell
Wayne County
Madeleine H Berman
Civic Leader
Thomas C. Buhl
Legacy Wealth Managemetn
Shery L Cotton
Meridian Health Plan of Michigan, Inc.
Mary Kay Crain
Crain Communications
Matthew P Cullen
Rock Ventures, LLC
David E. Duprey
Comerica Bank
Matthew B. Elliott
Bank of America
Charles Ellis
Greater Grace Temple
John Erb
Edgemere Enterprises
Burton D. Farbman
The Farbman Group
Marjorie M. Furman (Fisher)
Dept. of Near Eastern Studies UofM
Cynthia Ford
Civic Leader
Linda Gillum
Oakland University
Allan D. Gilmour
Ford Motor Company
Ruth R Glancy
Civic Leader
Jeff Hauswirth
J Hauswirth Group
Marina A. Houghton
Wolinski & Company, C.P.A., P.C.
Hassan Jaber
ACCESS
Hiram Jackson
Real Times, Inc.
George G. Johnson
George Johnson & Company
Alan Kalter
Retired Executive
Tom Lewand
Detroit Lions, Inc./ Ford Field
Denise J Lewis
Honigman, Miller, Schwartz and Cohn
Victor Martin
Radisson Hotel Bloomfield Hills
Richard B Platt
Specialty Auto Parts, U.S.A., Inc.
Stephen R Polk
R.L. Polk & Co.
Marian M Roberge
The Roberge Group
James Rosenthal
National Lumber Company
Rick Ruffner
Avanti Press, Inc.
Lloyd A Semple
University of Detroit Mercy Law School
Shirley R. Stancato
New Detroit, Inc.
John G. Sznewajs
Masco Corporation
Joel D. Tauber
Tauber Enterprises
Sean Werdlow
Siebert Branford Shank & Co., LLC
Jeffrey K Willemain
Deloitte
William M. Wolfson
Wayne County
Marvin Daitch
Daitch Realty Company
Jennifer Fischer
Civic Leader
Shawn Patterson
DTE Energy Company
Paul Huxley
Strategic Staffing Solutions
Daniel Little
University of Michigan
Virinder Moudgil
Lawrence Technological University
Julie A Nicholson
52-3 District Court
Bob Riney
Henery Ford Health System
Anmar Sarafa
Steward Capital Management
Lawrence Scott
O'Reilly Rancilio, P.C.
Grace Shore
Macomb County Chamber
Andre Spivey
City of Detroit
James E Tate
City of Detroit
Beth Daly
University of Windsor
Karen Dumas
Images & Ideas, Inc.
Doreen Hermelin
Civic Leader
Kelle Ilitch
Civic Leader
Alan Kaufman
Kaufman Financial Group
Bonnie Larson
Civic Leader
Dawn Lee-Cotton
Wayne County
Terry Harvill
ITC Holdings, Inc.
Isaiah McKinnon
City of Detroit
Stuart Robbins
Retired Executive
Melissa Roy
Advancing Macomb
Gail Warden
Henry Ford Health System
William Conway
Henry Ford Health System
Lisa Lis
Civic Leader
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
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
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 12/02/2021GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.