This case serves to illustrate how a nonprofit institution can respond to technological, economic, and social changes. Although the Akron Zoological Park made it through recent turbulent and difficult times, to keep the zoo open and financially solvent, the CEO believes she needs to develop new programs and add new facilities to the institution. Yet, she must balance the costs of this approach with the flows of operating revenues. In addition, the employees and board members are concerned with the zoo’s future viability, prosperity, and perspective.
The mission of the Akron Zoological Park is to manage its resources for the recreation and education of the people of Akron and surrounding communities and to promote the conservation of wildlife. To be successful, the Akron Zoological Park must maintain its image as a quality place where its visitors desire to spend their time. The zoo CEO is currently searching for a course of action to follow. What would you recommend?