Over-retention of shared admission and membership revenues by GLAZA

$1.2M-$2.1M annually in deferred animal care spending; potential animal welfare violations and regulatory fines; staff turnover costs (animal care specialists leave due to inadequate budgets); lawsuit liability if animal deaths occur due to underfunding; public relations damage if animal neglect allegations surface • $1.5M-$3.2M annually in lost visitor revenue from exhibit closures and reduced hours; school group cancellations ($400K+); reputational damage affecting season pass sales; delayed educational programs affecting community partnerships; capital project deferrals accumulate • $1.7M+ annually in fragmented conservation funding (GLAZA funds separate orgs vs. Zoo operations); reduced conservation impact due to organizational confusion; lost grant opportunities ($400K+) due to unclear funding governance; reputational damage if conservation commitments unfulfilled

Animal Care Director receives 'provisional' budget allocation from Finance Controller (often revised mid-year due to GLAZA revenue disputes); maintains manual list of deferred maintenance projects; communicates staffing limitations verbally to team; uses email to track 'budget wish list' knowing most won't be funded • Conservation Program Manager receives inconsistent conservation budget allocations; manually tracks which conservation grants GLAZA has 'independently' funded vs. Zoo-funded ($1.7M in separate conservation orgs); applies for external grants to offset budget gaps; maintains email documentation of funding disputes with GLAZA; uses WhatsApp to coordinate with Animal Care on shared conservation priorities • Development Officer uses partial historical revenue data from GLAZA (often 12-18 months delayed); manually estimates membership revenue contribution; creates custom Excel models for donor prospect research; relies on anecdotal reports from Membership Director about actual revenue allocation