2018-2021 Strategic plan Zoos Fighting Extinction to secure a future rich in wildlife

Conservation Reach Impact Minister for Energy, Kate Vinot, Chair, Zoos Victoria Dr Jenny Gray, CEO, Zoos Victoria Environment and Climate Change, the Hon. Lily D’Ambrosio “Our zoos foster care and “Now, more than ever before, our conservation by connecting commitment is unwaveringly strong “Native wildlife are unique and people with wildlife and our to ensure that “no Victorian terrestrial, precious – and it’s important that commercial activities allow us to vertebrate species will go extinct on Victorians get involved in conserving make meaningful investments our watch.” It’s a rare privilege to and caring for our wildlife. Our zoos to protect our most vulnerable work with such amazing people in our play a vital role in achieving this goal.” species and fight extinction.” joined mission to fight extinction.” Vision Mission As a world leading zoo-based As a world leading zoo-based conservation organisation, we conservation organisation we will will fight extinction to secure a fight wildlife extinction through: future rich in wildlife. • Innovative, scientifically • Strong commercial sound breeding and recovery approaches that secure our programs to support critically financial sustainability; and endangered species; • Profound zoo-based experiences • Amplifying our voice as a that connect people with wildlife trusted champion for wildlife and enrich our world. conservation;

ANIMALS CONSERVATION

1 Ensure that our efforts to care for 1 Complete the implementation of and conserve wildlife are justified, Wildlife Conservation Masterplan 1.0. humane and effective. 2 Develop and implement Wildlife 2 Advance staff skills and capacity Conservation Masterplan 2.0. to provide optimum care. 3 Amplify our voice to profile Zoos 3 Ensure that the animals within our Victoria’s role in fighting extinction. care, and the species represented, 4 Continue to lighten our ecological are sustained and meet the footprint through environmental current and future needs of our sustainability initiatives. conservation mission. 5 Diversify and deepen partnerships 4 Deliver profound wildlife experiences, that achieve conservation outcomes. where visitor presentations will have 6 Expand our influence and reach impactful conservation messages. by strengthening the visibility of 5 Amplify our trusted voice to our conservation work onsite at benefit wildlife. all three properties and through the development of a ZBCO consultancy arm.

ANIMAL PERFORMANCE CONSERVATION PERFORMANCE MEASURES MEASURES • % of animals assessed as positive • Wildlife Conservation - or neutral in animal welfare survey. % of species increase in situ. • Life Science Standard Rounds – • Wildlife Conservation - teams implemented. % of species increase ex situ. • Zero Waste to landfill - diversion rate from landfill. • Volunteers. • Measure of Impact of messaging. Unique Conservation Positioning Impact – a marked effect or influence.

1. Celebrate and encourage a love for wildlife. Zoos Victoria will increase impact through Science based programs to prevent targeted campaigns, engagement with critical 2. extinction both through captive breeding stakeholders and deepening relationships with and through habitat interventions. visitors, members and donors. 3. Campaigns for community behaviour change.

Reach – The number of people who watch or listen. Operational excellence

Zoos Victoria will expand our reach onsite and Zoos Victoria is a LEAN organisation built on online. We aim to secure 3 million visitors per the core principles of respect for people and annum to our three great zoos, sharing a love continuous improvement. Over the next 3 years for wildlife and how we can stop extinction. we will continue on the LEAN journey with a strong focus on animal welfare, structured problem solving, the standardisation of routines and critical activities and maintaining facilities and equipment as fit for purpose.

VISITORS OUR PEOPLE FINANCIAL SUSTAINABILITY

1 Develop and implement a series of 1 Leadership programme that focuses 1 Secure capital investment for WORZ. public programs which engage the on ensuring a positive team culture. 2 Address need for long term, secured Victorian community and visitors and 2 Talent Lifecycle approach that Government financial support. increase visitation to 3 million visitors. incorporates measurable learning 3 Commercialise Intellectual Property. 2 Education for Conservation - and development, reward and 4 Utilisation of assets – fill capacity Strengthen the offering by aligning recognition, succession planning and throughout the year. with public programs, visitation unique development opportunities. 5 Improve the ZV investment process. attractions, best practice pedagogy 3 Cultural inclusion and diversity 6 Strengthen financial processes, and community conservation is reflected in our workplace. programs. financial education and therefore 4 Focus on the behaviours that reflect decision making. 3 Renewed property brands and the values of Zoos Victoria. 7 Risk management and compliance. reputation. 5 Workforce planning and management. 4 Actively celebrate and accommodate 6 Staff facilities upgrade. the seasons to weather proof the 7 Health, safety and well being. visitor experience. 8 Standards & LEAN. 5 Visitor focused. To strengthen the value placed on our visitors, 9 Review Policies and Procedures. by understanding their needs and prioritising their experiences. 6 Strengthen relationships to recognise our loyal supporters, from members to sponsors, using the relationship model. 7 Digital engagement and reach.

VISITOR PERFORMANCE PEOPLE PERFORMANCE FINANCIAL SUSTAINABILITY MEASURES MEASURES PERFORMANCE MEASURES • Total visitation. • Leadership Measure according to • Secure capital investment for WORZ. • Paid visitation. Pulse Survey or People Matters Survey. • Revenue. • Visits per member. • Employee Engagement Index • Expenditure. • Membership Renewal Rate. according to Pulse Survey or People • Net. Matters Survey. • % of Victorian Schools are Fighting • Cash Holdings. • Workplace Safety according Extinction Schools. • $ revenue per total visitor. to Pulse Survey. • Utilisation - Average of top 10 days • Wages as % Revenue. over last 3 years. • Capacity is 7,057,650. “Must See” Public Programs

2018/19 MZ National Geographic Wildlife Photo Exhibit; Wiggles Corroboree Frog Disco, Zoo Lights, Dino Zoo WORZ Sunset Safari, Wild Nights, Wild & Curious, Open Range Dinosaurs HS Wine and Wildlife, Hop Fest, Iconic Australia, Mega Fauna ZV Stopping Extinction – Dino Mania 2019/20

MZ National Geographic Wildlife Exhibit; Zoo Lights, Wild Lego WORZ Sunset Safari, Wild Nights, Wild & Curious, Safari Walk HS Wine and Wildlife, Hop Fest, Iconic Australia ZV Zoo after dark 2020/21 MZ Zoo Lights, Dino Zoo, Frogs WORZ Sunset Safari, Wild & Curious, Open Range Dinosaurs HS Hop Fest, Iconic Australia, Mega Fauna, Wine and Wildlife ZV Stopping Extinction – Dino Mania

BUDGET (MILL) $‘000 2018/19 % 2019/20 2020/21 Revenue - Operations $78.6 78% $89.7 $95.5 Revenue - Government $22.6 22% $15.0 $15.5 Expenditure - Operations $98.2 92% $101.2 $104.0 Expenditure – Capital* $8.5 8% $5.0 $4.3 CAPITAL PROGRAM 2018/19 (000) 2019/20 (000) 2020/21 (000) New $5,561 $4,999 $4,337 Government $1,000 Conservation $694 Work in progress $1,146 Total $8,491

Note: Zoos Victoria has submitted a capital bid to develop including the move of the elephants from Zoo. A mini capital campaign will target approximately $5 million including the Vet hospitals art and Healesville Sanctuary.

LEGISLATIVE FRAMEWORK GOVERNANCE AND STRUCTURE The Zoological Parks & Gardens Board operates under the Zoological Parks and Board Gardens Act 1995 and has responsibility for the Royal Melbourne Zoological Chief Executive Officer Garden, (MZ) Healesville Sanctuary (HS) and Werribee Open Range Zoo (WORZ). Senior Executive Team The Act, in brief, mandates the organisation to: Director of Wildlife Conservation • Conserve, protect, manage and improve the Zoos and their assets; Director of Digital Engagement • Promote and increase public enjoyment of the Zoos and their assets; Director of Business Development • Increase public knowledge/awareness of the Zoos through exhibition, publications, educational programs, advisory services Director of Human Resources and other activities; Chief Financial Officer • Carry out and promote zoological research and conservation of Director of Melbourne Zoo wildlife and its natural habitats; Director of Healesville Sanctuary • Provide consultancy and advice services to public on zoological matters. Director of Werribee Open Range Zoo Design: Gozer Studio (gozer.com.au); Cover Illustration: Tessa Lancashire; Interior Illustrations: Dover Animals Dover Illustrations: Interior Lancashire; Tessa Illustration: Cover (gozer.com.au); Studio Gozer Design: Impact and Reach

Financial Animals Conservation Visitors People Animal Action Area Sustainability 2018 - 2021

ANIMAL GOAL: ANIMAL OBJECTIVES: ANIMAL PERFORMANCE MEASURES

1 To ensure that all animals within our care live in predominantly positive • % of animals assessed as positive or We will strive to ensure welfare states. neutral in animal welfare survey. the animals within 2 To ensure that the animals within our care support our conservation • Life Science Standard Rounds – our care are thriving, mission and are sustainably managed. teams implemented. 3 To build a strong alignment between visitor, experience and life sciences contribute to our areas of the organisation so that they work together to deliver profound conservation mission, wildlife experiences that showcase animal care and conservation. 4 To position Zoos Victoria as a trusted voice for animal welfare and a enhance our visitor’s respected authority for the conservation and wellbeing of wildlife.

experience. ANIMAL STRATEGIC RISKS:

1 Erosion of Social Licence linked to changed perceptions of permissible animal use. 2 Significant animal deaths which are deemed to be accidental or lack of care will erode trust in leadership.

2018/19 2019/20 2020/21

Ensure that our efforts to care • Launch and implement the Zoos Victoria Code • Launch and implement the Zoos Victoria • Implement the Zoos Victoria Animal Welfare 1. for and conserve wildlife are of Ethics and Animal Welfare 2.0. Animal Welfare Master Plan/Prospectus Master Plan/Prospectus (2019-24). (2019-24). justified, humane and effective. • Develop the Zoos Victoria Animal Welfare • Establish Zoos Victoria as our regions eminent Master Plan/Prospectus (2019-24). • Demonstrate advanced standards of animal animal welfare practitioners. care across the three properties. • Commence fundraising to progress our WORZ • Secure funding for ongoing animal welfare elephant transition. interventions. • Develop a clear vision, with supporting infrastructure on the future of elephant care across Zoos Victoria.

Advance staff skills and capacity • Consolidate the staff training plan to ensure • Deliver standard work for all animal • Implement annual animal welfare surveys and 2. to provide optimum care. that our life science workforce keeps abreast care rounds. ensure recommendations are met. of emerging approaches grounded by animal • Optimise standard rounds. • Enhance our zoo-keepers’ capacity to welfare science. • Deliver Animal Training Program for Life understand the time-budgets of our animals • Deliver standard work for all animal care Sciences Staff. across 24 hours of the day, through enhanced rounds. technology and monitoring. • Implement annual animal welfare surveys • Secure animal training expertise and and ensure recommendations are met. • Facilitate and support staff fellowships, expand training program based on positive internships and research projects into animal • Enhance our organisation’s understanding of, reinforcement. welfare and care. and capacity to cater for the nutritional and • Conduct annual animal welfare surveys and behavioural needs of our animals. ensure recommendations are met. • Run a follow-up animal welfare workshop • Facilitate and support staff fellowships and for ZV staff. Facilitate and support staff research projects into animal welfare and care. fellowships, internships and research projects into animal welfare and care.

Ensure that the animals within our • Develop a 20 year species plan that provides • Commence implementation of 20 year • Address any legislative challenges and policy 3. care, and the species represented, a framework for decisions on the choice of species plan. engagement that may be required to enable. species in our care. Australasian Zoos to better serve wildlife in are sustained and meet the • Increase our capacity to rescue and • Conduct annual species selection tool review. rehabilitate animals that require the future. current and future needs of our zoo‑based care. conservation mission.

Deliver profound wildlife • Utilise the Connect-Understand-Act framework • Expand animal training and care events on • Expand animal training and care events on 4. experiences, where visitor when delivering animal encounters. display and/or within visitor sight to provide display and/or within visitor sight to provide enhanced zoo-based experiences. enhanced zoo-based experiences. presentations will have impactful • Set clear standards for visitor-animal interactions that are based on leading animal • Introduce new animal welfare-based visitor • Further develop animal exhibits to better conservation messages. welfare science. engagement opportunities. showcase enrichment and care. • Identify animal training and care events that • Develop ongoing communication to visitors • Demonstrate via research that our visitor can occur on display and/or within visitor sight about advancements in animal welfare. experience not only inspire conservation to provide enhanced zoo-based experiences. action, but also improves human health and well being.

Amplify our trusted voice to • Carry out and promote conservation and • Provide consultancy and advice services on • Expand advisory work on advancing animal 5. benefit wildlife. animal welfare research to progress our wildlife conservation and animal welfare. welfare standards. zoo‑based conservation mission. • Assess the feasibility of making the • Run community engagement events with • Ensure that facility upgrades, and the design Melbourne Zoo and Werribee Open Range general public about advancements in zoo of new facilities provide visitors with insight Zoo hospitals visible to visitors in the future. animal welfare. into our best practice animal training and care. • Enhance our capacity to respond to public • Work with Victorian government to ensure • Deliver our humane education program enquiries pertaining to the welfare and our state legislation supports compassionate with RSPCA. conservation needs of wildlife. conservation principles. • Work collaboratively with other zoos in advancing welfare standards across the industry. ANIMAL GOAL: We will strive to ensure the animals within our care are thriving, contribute to our conservation mission, enhance our visitor’s experience.

Eastern Barred Bandicoot Impact and Reach

Financial Animals Conservation Visitors People Conservation Action Area Sustainability 2018 - 2021

CONSERVATION GOAL: CONSERVATION OBJECTIVES: CONSERVATION PERFORMANCE MEASURES 1 To have a robust portfolio of conservation programs that secure We will strengthen the healthy insurance populations of threatened species. • Wildlife Conservation - % of species increase in situ. conservation efforts of 2 To recover threatened species in the wild. • Wildlife Conservation 3 To build the capacity of the Victorian community to fight wildlife extinction. Zoos Victoria to serve - % of species increase ex situ. 4 Increase our influence locally, regionally and globally to ensure that • Zero Waste to landfill the recovery needs of our efforts to fight extinction drive social and environmental gains. - diversion rate from landfill. our fighting extinction 5 Our conservation programme is grounded by science and valued by • Volunteers. our stakeholders and partners. priority species, locally 6 To run successful education programs and conservation campaigns and globally, including that reduce human driven threats to wildlife. 7 To ensure staff and volunteers are clear, confident and committed invertebrate species. to our conservation programs. 8 To retain carbon-neutral certification and further reduce our ecological footprint.

CONSERVATION STRATEGIC RISKS:

1 Species loss due to threats beyond our control – both the Orange-bellied Parrot and the lowland Leadbeater’s Possum continue to deteriorate in the wild. 2 Reputation damage or loss of social licence is a risk to the effectiveness of our programs.

2018/19 2019/20 2020/21

Complete the implementation of • Finalise and celebrate recovery of Victorian 1. Wildlife Conservation Masterplan 1.0. Eastern Barred Bandicoot. • Successfully deliver and celebrate Safe Cats, Safe Wildlife Campaign.

Develop and implement Wildlife • Provide a clear vision for the recovery of our • Continue to innovate and incorporate • Expand our fighting extinction portfolio 2. Conservation Masterplan 2.0. fighting extinction priority species. technological solutions that advance to include prioritised threatened Victorian • Integrate threatened species (biological) and threatened species recovery. invertebrates. community conservation (social) programs, • Ensure a compelling and robust threatened • Roll-out Zoos Victoria’s school reader to provide a holistic conservation approach. species program is identified as Zoos Victoria’s program. • Provide strong recognition of indigenous lighthouse project to promote the value of zoo • Finalise proof of concept research for culture and context. based conservation intervention. Fighting Extinction Dog Program and • Deepen our international conservation impact commence application. whilst maintaining a strong focus on Victorian • Launch Zoos Victoria’s lighthouse threatened species. conservation campaign – Wildlife Friendly Coffee.

Amplify our voice to profile • Develop visitor-driving public programs linked • Deepen the impact of our Education programs • Deliver superb onsite digital experiences 3. Zoos Victoria’s role in fighting to conservation campaigns. through the development of Education for to promote conservation courses. Conservation 2.0. extinction. • Use Digital Newsroom to create significantly • Assess feasibility of hosting and more content which promotes Zoos Victoria • Provide greater opportunities for our commercialising ZV digital content. as a trusted voice of wildlife and expands community to engage in citizen science our reach. programs. • Leverage TV Show to provide an avenue for our conservation voice to reach a targeted mass audience.

Continue to lighten our ecological • Retain Zoos Victoria’s independently certified • Transition Zoos Victoria’s Environmental • Complete Zoos Victoria’s transition to zero 4. footprint through environmental carbon neutral status. management System to the ISo14001:2015 waste to landfill. standard. sustainability initiatives. • Invest in renewable energy and resource • Implement Zoos Victoria’s Sustainability efficiency interventions (to a minimum of • Transition Zoos Victoria away from single Prospectus. $200K per annum). use plastic waste. • Progress transition towards Zero Waste to • Complete high-level electricity monitoring Landfill by 2021. (in-coming and renewable energy production). • Sustainability Prospectus 2019-24 completed.

Diversify and deepen partnerships • Focus on zoos and aquariums, Victorian • Strengthen private sector and farming • Expand the ZV Hall of Fame awards to 5. that achieve conservation government agencies, federal government relationships. recognise the efforts of others in Fighting agencies. Extinction. outcomes. • Gala Ball to engage people of influence. • Expand the ZV Hall of Fame awards to • Proactive engagement with people of • Expand our reach and impact through recognise the efforts of others in Fighting influence. Victoria’s private land conservation networks. Extinction. • Expand government relationships across • Leverage engagement of When Balloons Fly tourism and education. supporter organisations for conservation gain. • Deliver ZV Volunteer Relationship Plan.

Expand our influence and reach • Deliver staff and volunteer CUA training. • Provide training to boost capacity of • Promote Zoos Victoria’s Zoo-based 6. by strengthening the visibility of • Establish Zoos Victoria’s consultancy arm. organisations seeking assistance to progress Conservation model to other zoos and aquaria. Zoos Victoria’s mission. our conservation work onsite at • Ensure commercialisation and protection of • Offer consulting services and training to local Zoos Victoria’s IP. • Expand Zoos Victoria’s sister zoo program, and international partners. all three properties and through prioritising support for our neighbours within • Evaluate the biological and social impact of • Scope the feasibility of a visitor-engaging the development of a ZBCO the Oceania region. our conservation programs. onsite science and technology centre at consultancy arm. • Publish research to share our CUA community Melbourne Zoo. • Standardise our zoo-based technical papers engagement and its success in influencing for broader publication. wildlife sensitive behaviours. • Expand CUA commercialised training opportunity internationally to expand influence and impact. CONSERVATION GOAL: We will strengthen the conservation efforts of Zoos Victoria to serve the recovery needs of our fighting extinction priority species, locally and globally, including invertebrate species.

Guthega Skink Impact and Reach

Financial Animals Conservation Visitors People Visitor Action Area Sustainability 2018 - 2021

VISITOR GOAL: VISITOR OBJECTIVES: VISITOR PERFORMANCE MEASURES

1 To showcase animals in our care and use the unique habitats and landscapes of • Total visitation. We will provide profound Victoria’s zoos to offer profound experiences that connect people with wildlife • Paid visitation. experiences that inspire and facilitate conservation action. • Visits per member. communities to engage 2 To provide students with educational opportunities that connect them with • Membership renewal rate. wildlife and the importance of conservation, and empower them to take action • Utilisation - Average of top 10 days with Zoos Victoria and for conservation. (Education for Conservation) over last 3 years. take actions that benefit 3 To enable the Zoos Victoria team to actively facilitate the delivery of engaging • Capacity is 7,057,650. experiences for visitors. • % of Victorian Schools are Fighting wildlife conservation. 4 To measure, demonstrate and acknowledge visitors’ contribution in delivering Extinction Schools. conservation actions and sustainability outcomes. We will expand onsite 5 To provide safe, engaging, enjoyable, meaningful and valued venues for all reach to 3 million visitors. Victorians and visitors to Victoria. 6 To engage with the broader community to support wildlife conservation success.

VISITOR STRATEGIC RISKS: 1 Changed perceptions on Zoos impacts on social licence, reducing visitation. Particularly a risk with young parents. 2 Value alignment – the plan relies on an increased visitation, which could be impacted by a range of external influences such as weather, competition from other private and public institutions, tourism demands etc.

2018/19 2019/20 2020/21

Develop and implement a series MZ National Geographic Wildlife Photo Exhibit; Night Lights, MZ National Geographic Wildlife Photo MZ Night Lights, Dino Zoo, Frogs. 1. of public programs which engage Wiggles Corroboree Frog Disco, Dinosaur Zoo. Exhibit; Night Lights, Wild Lego. WORZ Sunset Safari, Open Range the Victorian community and WORZ Sunset Safari, Zoo Tales, Wild and Curious, WORZ Sunset Safari , Wild Nights, Dinosaurs, Wild & Curious. Open Range Dinosaurs. Wild & Curious, Safari Walk. visitors and increase visitation HS Wine and Wildlife, Hop Fest, Iconic HS Wine and Wildlife, Hop Fest, Iconic Australia, Mega Fauna. HS Wine and Wildlife, Hop Fest, Australia, Mega Fauna. to 3 million visitors. ZV Stopping Extinction – Dino Mania. Iconic Australia. ZV Stopping Extinction – Dino Mania. ZV Zoo after dark.

Education for Conservation 2.0. • Trial STEAM program for middle years. • Ensure a new program offer is • Ensure a new program offer is 2. Strengthen the offering • Expand Fighting Extinction Schools Program. promoted within the marketplace promoted within the marketplace annually. annually. by aligning with public programs, • Complete technology integration EfC 2.0 trials. visitation attractions, best • WORZ – Recruit a STEAM specialist and developing programs practice pedagogy and community accordingly. conservation programs. • Working closely with Wyndham Tech which is a specialist STEAM innovation hub.

Renewed property brands • Refreshed advertising to strengthen our brand positioning for each • Secure funding to relocate the • WORZ expansion to accommodate 3. and reputation. of the properties. elephants to WORZ. elephants – predators, waterhole • Finalise the HS Master Plan by September 2018. • Commence WORZ expansion and elephant final design. • WORZ Capital Development plan. Pro-actively recruit people from to accommodate elephants – • Commence concept design for African cultural background. commencing with Bison ridge, elephant replacement at MZ. cheetah lawns and safari station. • Develop a Zoos Victoria cultural inclusivity plan to ensure that • Develop new Digital Engagement our visitor offering is culturally inclusive and sensitive to the • Rollout brand guidelines as Strategy. needs of the cultures whose indigenous species we interpret. standard for all visitor touch points, including digital. • Launch ZV TV show and digital newsroom.

Actively celebrate and • Expand summer and winter experiences and infrastructure to • Expand on shade and shelter for 4. accommodate the seasons ensure visitor comfort. visitors across all three properties. to weather proof the visitor • Messaging and infrastructure to reduce impact of bad weather on visitation. experience. • Seasonal activity to drive visitation by using communications and imagery that embrace the seasons. • Welfare – celebrate animal’s ability to adapt to the seasons.

Visitor focused. To strengthen • Implement and measure standards for visitor experience. • Market research to inform • Improve transport options to 5. the value placed on our visitors, • Members first / members only / members always. improvement plans. our properties (eg shuttle buses for Healesville). by understanding their needs and • Develop an adaptive system that allows for the easy delivery • Capture and incorporate visitor and trial of new, innovative ideas. feedback to improve our offering. • New digital channels for visitor prioritising their experiences. feedback, including onsite automated • Focus on accessibility for all Victorians. • Single view of customer to deliver personalised content through the interactives and AI technology. most effective channel.

Strengthen relationships to • Extend the tenure of members in our membership program. • Strengthen our programs for 6. recognise our loyal supporters, • Strengthen our programs for volunteers, animal adopters, volunteers, animal adopters, bequestors, major donors. from members to sponsors, bequestors, major donors and sponsors. • Gala Ball. using the relationship model. • Recognise and steward animal adopters. • Implement engagement program for bequestors. • Improve value for volunteers.

Digital Engagement and Reach. • Coordinated Digital Content across ZV with Centralised public • Implement “Digital Leap” at • Optimise “Digital Leap” at 7. screen hardware management. Melbourne Zoo. Melbourne Zoo. • Scope and design “Digital Leap” at Melbourne Zoo. A program • Using MZ as a “test bed” for new to dramatically, and continually, increase public facing digital technology. experiences that showcase animal via digital pathways: including: • Explore the use of mobile phone augmented and virtual reality; content streamed to large screens; technologies to gain better market holograms and smartphones. insights (e.g. heat mapping). • Develop new website to drive visitation and as a platform for • Implement integrated onsite digital integrated onsite digital experiences. experiences with new website. • Using MZ as a “test bed” for new technology • Beacon project for blind people. VISITOR GOAL: We will provide profound experiences that inspire communities to engage with Zoos Victoria and take actions that benefit wildlife conservation. We will expand onsite reach to 3 million visitors.

Orange-bellied Parrot Impact and Reach

Financial Animals Conservation Visitors People Our People Action Area Sustainability 2018 - 2021

PEOPLE GOAL: PEOPLE OBJECTIVES: PEOPLE PERFORMANCE MEASURES We care for Zoos Victoria 1 For staff and volunteers to go home happy, safe and well today and every day. • Leadership Measure according 2 Our staff will have a clear understanding of the organisations’ priorities as they to Pulse Survey or People staff and volunteers by evolve and the role their team plays in achieving these objectives. Matters Survey. • Employee Engagement Index 3 Every Zoos Victoria team member works to clear performance targets, providing support and according to Pulse Survey or accountabilities and receives regular feedback including recognition People Matters Survey. services in line with our or assistance where performance is lacking. • Workplace Safety according to 4 Create a respectful, “speak up”, resilient and high performing culture. values to enable each Pulse Survey. 5 To ensure our vision and values are fully embraced and demonstrated by individual to stay safe, our staff and volunteers. contribute to our vision 6 To continuously improve our work processes by making problems visible. 7 To invest in the professional and personal development of staff and volunteers and realise their potential. so that their job satisfaction and capability are enhanced. 8 To embed a continuous improvement culture through LEAN methodology to ensure efficiency and effectiveness in every element of our operations.

PEOPLE STRATEGIC RISKS:

1 The boldness of the plan requires additional skills and capacity. There is a strategic risk that Zoos Victoria is unable to recruit and retain the right capabilities to deliver this plan. 2 Structural challenges have been identified and need to be addressed. The review of the structure should identify problems with the current structure and allow changes. 3 Creating a culture of accountability and performance management.

2018/19 2019/20 2020/21

Leadership programme that • Staff align their activities to agreed team • Standardised work for all sections. • Implement the ZV leadership programme. 1. focuses on ensuring a positive objectives and standards. • Clarify decision making and responsibilities will team culture. • Leader standard work. be clear and aligned to the RACI model. • Provide a project management training.

Talent Lifecycle approach that • Develop a talent lifecycle strategic plan which Implement the ZV talent lifecycle plan. Implement the ZV talent lifecycle plan. 2. incorporates measurable learning includes recruitment and selection, reward and • Recruitment and Selection initiatives. • Succession Planning recognition, learning and development and • Reward and Recognition initiatives. • Expand Learning and development opportunities and development, reward and succession planning. recognition, succession planning • Learning and development framework. and unique development opportunities.

Cultural inclusion and diversity • Review and refresh the inclusion and diversity Implement the inclusion and diversity • Implement the diversity plan. plan setting targets and activities to expand plan focussing on 3. is reflected in our workplace. Target diversity in our workforce based on our • Culturally and linguistically diverse backgrounds • Aboriginal and Torres Strait Islander peoples priority groups. (CALD). (ATSI) • People with a Disability (PWD). • Gender • Gay, Lesbian, Bisexual, Transgender and Intersex people (GLBTI).

Focus on the behaviours • Organisational workplace behaviours are agreed. • Workplace behaviour standards are set and • Workplace behaviour standards are set 4. that reflect the values of • Education and training provided to all managers monitored in each team. and monitored in each team – initiatives implemented where required. Zoos Victoria. on setting workplace behaviour standards. • Performance management process renewed and training provided.

Workforce planning and • Review the ZV Organisation Structure – • Implement new workforce management system. • Develop and implement workforce efficiency 5. management. including roles and responsibilities. targets. • Develop a strategic approach to workforce • Develop innovative workforce initiatives. planning and management including reviewing • Explore options for standardised flexible workforce tools and systems including payroll solutions that enable a more agile workforce. and rostering. • Implement a Zoos Victoria wide skill- • New EBAs negotiated and implemented. share program to boost staff capacity and enable continuity.

6. Staff facilities upgrade. • Implement staff facilities upgrade plan. • Implement staff facilities upgrade plan. • Implement staff facilities upgrade plan.

Health, safety and well being. • Consolidate Safety Circle program. • Raise the effectiveness of leaders to lead and • Lift Work Health and Safety maturity from 7. • Develop and implement a Health and maintain positive safety cultures. ‘mixed’ reliability to ‘high reliability’ at all sites. Wellbeing Strategy.

Standards & LEAN. • Standard rounds – life science. • Standard rounds – visitor experience. • Standard rounds – operations. 8. • Standard leader work. • Complete Standard rounds – life science. • Roll out Standard leader work. • Develop and deliver LEAN training for non‑management staff.

Review Policies and Procedures. • Ensure all policies and procedures and 9. compliance systems are established, reviewed regularly and updated as required. PEOPLE GOAL: We care for Zoos Victoria staff and volunteers by providing support and services in line with our values to enable each individual to stay safe, contribute to our vision and realise their potential.

Snow Leopard Impact and Reach

Financial Animals Conservation Visitors People Financial Sustainability Sustainability Action Area 2018 - 2021

FINANCIAL SUSTAINABILITY GOAL: FINANCIAL SUSTAINABILITY OBJECTIVES: FINANCIAL SUSTAINABILITY PERFORMANCE MEASURES 1 To maximise revenue and control expenditure, while driving financial We will ensure the long- accountability in all areas of our business. • Secure capital investment for WORZ term financial sustainability 2 To ensure the integrity and viability of our assets in the short and long term. • Revenue of all our operations to be 3 To have innovative, commercial products that are aligned to our core business • Expenditure and that will provide new revenue streams of substantial and recurrent funds. • Net able to maintain, operate 4 To have a successful fundraising program that delivers a significant financial • Cash Holdings and improve the value contribution to the organisation to enable and accelerate investment in • $ revenue per total visitor conservation work and capital asset development. • Wages as % Revenue of assets and to make a 5 To have an extensive and transparent legal compliance and risk management meaningful, measurable framework. 6 To make a positive contribution to the Victorian economy by growing turnover, and successful investment employment, investment, tourism and reputation.

in conservation. FINANCIAL STRATEGIC RISKS:

1 Changes to Government policy or strategy can impact of the funding model.

2018/19 2019/20 2020/21

Secure capital investment for WORZ. • Advance planning and business case. • Submit a bid in the 21/22 Budget Cycle. • Scope the replacement of elephants at 1. • Position WORZ development with decision • Scope alternate capital funding models. Melbourne Zoo and engage decision makers. makers/Election Cycle/2019/20 Budget Cycle.

Address need for long term, secured • Develop a long term secure funding strategy/ 2. Government financial support. model with DELWP, moving beyond ad hoc funding requests to meet recurrent expenditure needs.

Commercialise Intellectual Property • Scope and test the feasibility of establishing • Implement ZV consulting and training institute. • Consolidate and grow ZV consulting and 3. ZV consulting and training institute. training institute.

Utilisation – fill capacity to achieve • Night Activations – • Night Activations – • Night Activations – 4. 35% occupancy. Wild Nights, Zoo Lights, Sunset Safari. Wild Nights, Zoo Lights, Sunset Safari. Wild Nights, Zoo Lights, Sunset Safari. • Off Peak Activations • Off Peak Activations • Off Peak Activations • Festivals and food • Festivals and food • Festivals and food • Develop and implement a seasonal retail strategy. 5. Improve the ZV investment process. • Business planning and 3 year project program.

Strengthen financial processes, • Strengthen the procurement and tender process. • Improve record keeping. • Deliver financial skills training and decision 6. financial education and therefore • Improve Fixed Asset management and reporting. • Introduce and utilise more real time financial making capability across ZV. decision making. • Expand functionality and capability of Great performance indicators and information. • Continue rollout, operation and utilisation Plains, Workplace, Hardcat within ZV. Implement Asset AMAF standards and of Asset AMAF standardsand funding associated funding, to deliver ongoing asset requirements. • Improve financial reporting standards and repairs and maintenance, asset renewal and provide greater access to financial information. refurbishment, and new assets funding.

Risk management and compliance. • Update procedures, ensuring in line with Govt • Continue ad hoc audit programs with VAGO • Continue ad hoc audit programs with VAGO 7. requirements. and Pitchers. and Pitchers. • Utilise internal audit resources to provide insight • Improve operational benefits from Internal and for key areas of business improvement. External audit work. • Increase risk awareness across all aspects of ZV operations. FINANCIAL SUSTAINABILITY GOAL: We will ensure the long-term financial sustainability of all our operations to be able to maintain, operate and improve the value of assets and to make a meaningful, measurable and successful investment in conservation.

Southern White Rhinoceros