ZOOS VICTORIA STRATEGIC PLAN 2009-2029
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2009-2029 ZOOS VICTORIA STRATEGIC PLAN MAKING THE TRANSFORMATION TO A ZOO-BASED CONSERVATION ORGANISATION
Contents
Chairman’s foreword 1
An introduction from the CEO 2
Vision and mission 4
Executive summary 6
Transforming to a zoo-based
conservation organisation 9
How zoos have evolved 11
A new direction for Zoos Victoria 12
Zoos Victoria today 16
The case for transformation 18
Our vision to be the world’s
leading zoo-based
conservation organisation 20
Melbourne Zoo 20
Werribee Open Range Zoo 21
Healesville Sanctuary 21
How we will measure our
performance and success 22
The five action areas 25
01 Conservation 26
02 Animals 28
03 Visitors 30
04 People 32
05 Financial sustainability 34
Chairman’s
Foreword
It is a pleasure to introduce the 20-year This Strategic Plan will ensure that the
Strategic Plan for Zoos Victoria. right processes are in place to support
us in meeting these responsibilities, and it
This Strategic Plan is about how we work
will enable us to review and evaluate our
in a physical environment under threat
journey along the way.
from climate change and increasing
global habitat loss. It is also about how This document outlines a 20-year
we acknowledge and meet the changing strategy to develop a new direction for
expectations of our market place. Zoos Victoria – one that will see us make
conservation part of everything we do,
In 2012 Zoos Victoria will celebrate 150
from the animals we care for, to the
years of operation. Much has changed
experiences we offer, and by inspiring
over this time and will continue to change
and empowering people to join us in
over coming decades.
helping save wildlife and natural habitats.
Zoos have an increasingly important role
It is a plan that will help Zoos Victoria
in assisting animals and habitats under
become the world’s leading zoo-based
threat to survive. At Zoos Victoria, we are
conservation organisation, delivering
determined to lead the way in this effort.
valuable, tangible and measurable
Over 146 years of operation, Zoos Victoria
conservation outcomes.
has been able to amass an incredible
depth of knowledge and expertise This Strategic Plan was developed
– expertise that will become increasingly with enormous commitment from Zoos
relevant to the conservation of wild places Victoria staff, the strong leadership of the
and the wildlife that live there. Executive Team and with a Board who
share the passion for being the catalyst
Over the next 20 years we will continue
for change. This strategy will guide the
to see a shift in the public perceptions
efforts of all involved.
of zoos and the ethics behind charging
people to see ‘wild’ animals in captivity.
More and more, people will expect zoos
to be taking a greater responsibility for
conservation outcomes. Andrew Fairley
Chairman
We have imagined what our challenges
Zoos Victoria Board
are going to be over the next 20 years
– in terms of community expectations,
animal availability and biodiversity threats
and issues. We have extraordinary
diverse accountabilities that we, as a
Board and organisation, have to meet
– legislative, social and ethical, but now
also political and ecological.
ZOOS VICTORIA STRATEGIC PLAN 2009-29 
An introduction
from the CEO
The impacts of climate change, At Zoos Victoria we believe we have This strategic plan articulates our vision
unprecedented population growth and reached a tipping point and that the and a robust set of actions to get us
dramatic loss of habitat have signaled organisation is not only ready to embrace there. This transformation won’t take
the rapid rise of the environment as a a much larger and more active role in place overnight. However, much of the
priority in global affairs. conservation, but that we have a social foundation work is already falling into
and environmental obligation to do so. place. Staff are putting up their hands,
Globally, we have been forced to rethink
ready and willing to commit to further
the way we live and how we have The ever-increasing environmental
evolve and hone our conservation effort.
impacted so significantly on the natural challenges compel us to further advance
This enormous momentum on the ground
world. Zoos Victoria sees first hand many our conservation effort. Now is the time
and pull from within the organisation
of these impacts. Some of the animals for Zoos Victoria to take a stand, lead
gives us confidence that we are following
in our collection are of species that have by example, and make conservation
a natural and achievable evolution.
been pushed to the brink of extinction the foundation of everything we do.
because of human activity. With habitat loss and the number of
This is why Zoos Victoria is undergoing
threatened species accelerating,
Nationally and globally, species are a transformation to become a
Zoos Victoria is ready to make a
becoming threatened and habitat is zoo-based conservation organisation.
positive difference to a world under
being lost at an alarming and We will have an even greater focus on
growing threat.
increasingly unpredictable rate. Each broader conservation outcomes, in
year, approximately 13 million hectares particular the long-term security
of natural habitat is lost worldwide. of populations of species and natural
In Victoria alone, more than 30% of habitats. Most importantly, we will
animal species and 44% of plant life specialise in the captive holding and Jenny Gray
are threatened. management of threatened species. Chief Executive Officer
We will influence behaviour changes Zoos Victoria
As the wild places of the world shrink
within communities and in support
and more animals and habitats require
of wild populations and habitats.
management, our knowledge of the
captive management of small populations As an organisation that operates three
is a skill that is becoming increasingly world-class zoos, we are uniquely placed
important. More and more we are to create our own specialist niche, one
playing a key role in captive breeding and that enables us to inspire the millions of
conservation programs for threatened visitors that attend our campuses and the
species – both here and overseas. wider community to take conservation
action and to work with animals that
Over the last 15 years, our three
require assistance to survive.
properties – Healesville Sanctuary,
Melbourne Zoo and Werribee Open The move to a zoo-based conservation
Range Zoo – have placed a higher priority organisation will change the organisation
on conservation outcomes. We haven’t fundamentally. The high profile of the
been alone in this evolution. Over the organisation and the ongoing challenges
same time, the World Association of Zoos that arise from the paradox of holding
and Aquariums (WAZA), has encouraged animals in captivity while promoting
its members to reconsider their purpose conservation will require us to re-evaluate
and to place conservation as the single all our principles, policies and operations,
most important focus for operations. as well as gain full support and alignment
from our stakeholders.
ZOOS VICTORIA STRATEGIC PLAN 2009-29
Mission
Vision &
Our vision
To be the world’s leading zoo-based conservation
organisation.
Our mission
To galvanise communities to commit to the conservation
of wildlife and wild places by connecting people and
wildlife in the following ways:
Opening the door by providing exceptional wildlife
encounters that reach beyond the boundaries of our
campuses;
Leading the way by communicating and demonstrating
the role of conservation and research in all we do;
Catalysing action through inspiring experiences that
motivate participation leading to conservation and
sustainability outcomes.
ZOOS VICTORIA STRATEGIC PLAN 2009-29
Executive
Summary
Our 20-year strategy plots a new direction
for Zoos Victoria that will see us transform into
a zoo-based conservation organisation.
Zoos Victoria will become an important member of the conservation industry and the
full impact of our work will be recognised as an integral part of helping save wildlife
and wild places, both in Victoria and in our priority areas of southern Australia, Papua
New Guinea, South-east Asia and Sub-Saharan Africa.
The strategy to bring about this transformation is underpinned by five action areas,
which have been developed through a process of consultation with Zoos Victoria staff
and stakeholders. The five action areas will focus the organisation at the highest level.
And even though each of our zoos is at a different stage of evolution, and so will have
different levels of growth and activity over the course of the strategy, these five action
areas will ensure that collectively, our work is fully aligned with our vision.
ZOOS VICTORIA STRATEGIC PLAN 2009-29
One strategic direction - 3 Visitors 5 Financial Sustainability
achieved through five We will provide innovative wildlife-based We will ensure the long-term financial
recreation and learning experiences sustainability of all our operations to be
action areas: that inspire and facilitate visitors to able to maintain and improve the value
take conservation actions that make a of assets and make meaningful and
1 Conservation
measurable and positive difference. measurable investment in conservation.
We will focus and strengthen the We will involve visitors and the community It is critical that Zoos Victoria continues
conservation efforts of Zoos Victoria in the important work of protecting the as a financially healthy and strong
to ensure the delivery of tangible environment and threatened species organisation. We will actively seek out
conservation outcomes. – whether it is during a visit to one of additional sources of revenue to grow
Every project, program and operation our zoos, or through an interaction our business. We will do this through
of Zoos Victoria will be aligned to the on our website, or by learning about increasing visitation, developing new and
delivery of conservation outcomes. our accomplishments through the innovative commercial products, and
As such, we will take the core of the media. We acknowledge that we staying open to expanding our services.
World Zoo and Aquarium Conservation have a responsibility to engage with We will promote efficiency of operations
Strategy, ‘integrated conservation,’ communities that experience socio- at all times. We will maintain assets at
to a new level. Conservation will be economic disadvantage, and we will acceptable levels. The Zoos Victoria
the core business of the organisation develop meaningful partnerships and financial model will focus on business
and we will manifest this on two fronts programs to foster social inclusion. unit performance and surpluses
– wildlife conservation and community There is great power in millions of people will be invested to deliver increased
conservation – that work to conserve coming together to learn about wildlife conservation gains. The three zoos will
threatened species, support direct and wild places and to take action to help serve as ‘windows’ to the conservation
conservation activities and harness public save threatened species and habitats. work of the organisation and therefore
action behind our conservation effort. as a source of revenue to support our
We will also protect and celebrate the 4 People conservation actions.
landscapes within our properties that
We will support our staff’s development
have natural and heritage value, both
to ensure they, and the organisation as a
historic and cultural.
whole, can transform Zoos Victoria into
a zoo-based conservation organisation.
2 Animals
Only by investing in and nurturing the
We will establish Zoos Victoria as one very best skills and qualities of our staff
of the leading organisations for creating and partners will we be able to fully
net gains in conservation, by ensuring realise this transformation. Our continued
every species in our collection has engagement and inclusion of our people
conservation relevance. will result in strong leadership, further
We will strive to be a world leader in clarity of roles and responsibilities, and
animal care and wellbeing, and actively meaningful performance plans that align
advocate for the conservation of wildlife. with corporate objectives to which staff
willingly commit, ensuring a climate of
high morale and achievement. We will
seek out and engage with partners who
share our vision and work collaboratively
with them to achieve mutually agreed
conservation outcomes. We will
protect and celebrate areas of cultural
significance, and value and grow our
Indigenous relationships.
ZOOS VICTORIA STRATEGIC PLAN 2009-29 
Our strategy will
+ Be consistent with the requirements of the
Zoological Parks and Gardens Act;
+ Focus the passion of our staff, stakeholders and
visitors on the long-term future of the wildlife and
wild places that we share the world with;
+ Channel the learning and experience of the
organisation into addressing contemporary
environmental problems;
+ Protect and further develop the revenue streams
of our operations; and
+ Enhance the reputation and influence of Zoos Victoria.
Each of these five action areas will Becoming a zoo-based conservation
support the continued function of organisation will take time. Over the
existing operations while also laying the next five years we will pay attention to
groundwork for the transformation of emerging strategic issues, consolidate
the organisation. They are supported by our efforts and review our existing
34 tasks, all of which are set out in this processes to build our capacity to be
strategy. a leading conservation organisation.
We will become an organisation where
In addition to this overarching strategy
conservation outcomes are significant
document, there will be an annual
and tangible and where visitors can
corporate business plan and an
experience amazing and threatened
annual budget, which together will
wildlife, find out about programs working
provide immediate focus and identify
to protect wildlife and their habitats, and
the necessary resources committed
be inspired to join in those efforts.
to the transformation process for that
period. Against this background, the
organisation’s annual report will report
on our progress each year.
ZOOS VICTORIA STRATEGIC PLAN 2009-29Transforming To A Zoo-based Conservation Organisation
How zoos Zoos have been in existence for thousands of years
and are constantly evolving alongside changes to both
have evolved public sentiment and their operating environments.
In a modern world, a progressive zoo has to constantly
evolve – the zoos of 100 years ago would not be
tolerated today.
The traditional zoo is primarily concerned Over the last 15 years, Zoos Victoria has
with the delivery of animal-based positioned itself within the 21st century
recreation and sees itself as a social zoo model, however, Zoos Victoria is
service that delivers family-based convinced it is the right time to evolve the
recreation at a reasonable price as well organisation further – to become a zoo-
as educational programs for schools. based conservation organisation.
The animal collection is influenced to a
The impact of climate change, combined
large extent by availability, public appeal
with unprecedented human population
and the Director’s preference. They are
growth, natural habitat loss and more
either government supported or very
animals becoming threatened, means
commercially orientated private sector
that increasingly zoos will be compelled
operations. Many traditional zoos are still
to focus on broader conservation
found in developing nations where there
outcomes, in particular the long-term
is little pressure from society to do more
security of populations of species and
than entertain and educate the local
natural habitats. This is the driving force
community.
behind the next evolutionary stage
In the developed world zoos have of our organisation – a zoo-based
committed to evolving and have been conservation organisation.
following the ‘21st century zoo’ model.
The core business of a 21st century zoo
is to deliver an animal-based, recreation
destination with conservation as its
main focus. Educational programs,
involvement in conservation projects and
involvement in research projects support
operations. The animal collection reflects
both the consideration of the collection ZV
to conservation outcomes and the 2029
need to create a sustainable collection.
delivery
Capturing animals from the wild is not a
desirable option and only seen as a last zoo-based
resort to conserve a threatened species. conservation
ZV
2009 organisation
21st
century
zoo
traditional
zoo
time
Figure 1 Evolution of zoos
ZOOS VICTORIA STRATEGIC PLAN 2009-29 11A new direction
for Zoos
Victoria
As a zoo-based We will do this by specialising in the An animal collection that is
following: underpinned by conservation
conservation organisation, outcomes
+ working to conserve threatened
Zoos Victoria will focus species; A major change will be that the animal
efforts on two fronts + supporting direct conservation collection will no longer be viewed as
– wildlife conservation activities that have tangible a ‘collection’ but rather as a group
of species that require assistance
and community conservation benefits;
to survive. To that end, a clear and
conservation. + advocating for wild places and wildlife;
defensible argument is required for
and
every species held. For each species we
+ supporting habitat conservation must consider whether it is appropriate
and environmental sustainability by to hold them in captivity at all, and,
engaging with and influencing the if it is appropriate, we will hold them
behaviour and actions of our visitors, in accordance with the following five
communities and stakeholders. categories:
Our conservation work is the investment + Recovery Species - if the species is
undertaken by the organisation into the part of a threatened species recovery
future of wildlife and their habitats. The program.
funding of the operations is a major + Ark species - if there is a real threat of
consideration and we acknowledge that extinction in the wild and the captive
we will continue to be funded through population managed through regional
charging people to see the animals that and international breeding programs
our zoos are working with and through can prevent a species from becoming
government grants. However, the change extinct.
required in the core business will also
open up new opportunities for revenue + Ambassador species - if the animals
generation such as consulting fees and are ambassador species that support
partnerships with corporate entities important conservation messages and
and government agencies and potential have the capacity to harness visitor
acquisitions of other properties. and community action behind our
conservation effort.
Such arrangements will create net
+ Enabling species - if species enable
revenue streams to support important
visitors to make connections with
conservation work. In all cases the
animals and create emotional bonds
commercial undertakings will not
that stimulate learning and positive
compromise the conservation ethics
actions. Special care will be taken to
and values of the organisation.
ensure these animals are suited to this
role and able to adapt to being close
to the public.
+ Research species - if animals
enable the achievement of research
outcomes and knowledge acquisition
that support our conservation efforts
or improvements in the care and
wellbeing of wildlife.
12 ZOOS VICTORIA STRATEGIC PLAN 2009-29The captive care and wellbeing of all Our people and those we work Engaging and inspiring visitors
animals is paramount and clear with will support and align with to take conservation action
programs that support and promote our vision
Today, the power of Zoos Victoria’s
wellbeing are essential. The need to
The culture of a zoo-based conservation three properties to directly engage with
hold animals in captivity must be
organisation is significantly different to that visitors and facilitate their involvement
matched by an uncompromised stance
of other models. A strong set of values in actions that assist conservation is
on their wellbeing.
and principles will hold the organisation underutilised. But being a zoo-based
For Zoos Victoria, the full transformation together and facilitate consistent and conservation organisation provides a
of our collection will be a long-term robust decision-making. perfect platform to transform visitors
process. We are committed to a life long into environmental and conservation
We will develop our staff to cultivate
duty of care to those animals currently activists. Their visits will still be a great
specialist streams of professional
within our care that might not be aligned day out with the family, but visitors will
conservationists and staff will be
with our new vision. They will be retained also be provided with active motivation to
encouraged to be engaged directly in
and continue to receive the best care. engage in conservation actions. Learning
conservation work both on campus
Should any species be relocated their experiences become more active and
and in-situ. Staff will also become
new homes will meet our standards interactive, with tactics that engage all
more multi-skilled and able to respond
of care. ages and visitor profiles. Visitors become
to requirements of increased visitor
friends and partners protecting wildlife.
interaction.
A financial model focused on Learning approaches, which will focus
investment in conservation We will manage our relationships with on behaviour change strategies to deliver
our partners, including our volunteers, measurable conservation outcomes, will
To support this work our financial model
as well as our supporters and the wider be embedded in all visitor experiences.
needs to focus all the organisation’s
community, more comprehensively and
financial activities on delivering an actual
expansively than ever before. In fact, the
investment into conservation, which
repositioned operations to a zoo-based
will come from a retained surplus. Each
conservation organisation will facilitate
business unit will be ‘ring fenced’ and the
the healing of rifts between various
operation classed as either an income
stakeholders and the alignment of all
centre or an expenditure centre.
stakeholders behind our conservation
There will be specific financial strategies outcomes.
therefore to increase income and reduce
expenditure, thus increasing the
investment in conservation. Asset
maintenance and investment in
infrastructure will follow normal
business practice.
The financial model is illustrated as follows:
Net income centre – net expenditure centre = Investment in conservation
ZOOS VICTORIA STRATEGIC PLAN 2009-29 13Traditional Zoo 21st Century Zoo Zoo-based Conservation Organisation
Seen as a social service, delivering family Delivers an animal-based, recreation Has broader focus on conservation
based recreation at a reasonable price destination with conservation as a key outcomes, particularly the long-term
and school based educational programs. focus. Educational programs, involvement security of populations of species and
Either government supported or very in conservation projects and involvement communities in functional ecosystems
commercially orientated private sector in research projects support operations. and natural habitats. Specialises in captive
operations. holding of threatened wildlife species and
focuses on influencing behaviour changes
within communities to support wild
populations and habitats.
Operational excellence is determined by:
+ Number of visitors + Contribution to conservation of + Investment in conservation
+ Number of charismatic animals threatened species + Number of wild species supported/
+ Financial performance + Quality of education programs recovered to return to wild
+ Natural displays + Research contribution + Quality of education programs
+ Number of scholars + High standards of animal care + Research that contributes to
+ Quality of visitor experience conservation aims
+ Quality of exhibits + High standards of animal care
+ Environmental sustainability of + High level of integration of collection
operations with conservation aims
+ Influence on decision makers + Sustainability of the captive population
+ Association with like organisations + Quality of visitor experience and
measurable influence on behaviour
+ Financial sustainability
+ Appropriate exhibits
+ Environmental sustainability of
operations
+ Influence on decision makers
+ Association with like organisations
+ Advocacy on behalf of conservation
Animal collection Animal collection Animal collection influenced by
influenced by: influenced by: clear, defensible argument for
every species held in captivity:
+ Availability + Conservation results in collection + The species is part of a recovery
+ Public appeal – number of linked to conservation outcomes program
charismatic species + Creation of sustainable collections + Real threat of extinction in the wild and
+ Director’s preference + Wild capture not desired except the captive population through regional
threatened species where captive and international breeding programs
breeding is last resort can preserve a species. (Ark species)
+ Species often chosen to engage + Animals are ambassador species that
visitors in conservation can facilitate visitor conservation action
(Ambassador species)
+ Commercial considerations
+ The species enables the achievement
of research outcomes and knowledge
acquisition that supports conservation
and wildlife care efforts
(Recovery species)
+ Suitability and ability to adapt to close
proximity to people and elicit emotional
engagement (Enabling species)
+ Care and wellbeing paramount and
never compromised
+ Lifelong duty of care and any species
relocated will go to new homes that
meet same standard of care
14 ZOOS VICTORIA STRATEGIC PLAN 2009-29Traditional Zoo 21st Century Zoo Zoo-based Conservation Organisation
Financial Model
Income – expenditure = loss Net income centre – net expenditure Net income centre – net expenditure
(subsidised by government) centre = loss (subsidised by government) centre = investment in conservation
+ Income expenditure budgets + Conservation business unit established + Operations funded through
developed organisation as whole to direct conservation funding projects government grants and admissions
+ Business units compete for scarce + Conservation an expense + Other income streams created
resources + A focus on environmental sustainability – eg consultation, corporate and
+ Subsidy fixed so reduction in income encourages zoos to look at their government partnerships
must be offset against expenditure resource use and to become leaders + Net revenue streams support
reduction in sustainable operations conservation work and do not
compromise conservation ethic of
organisation
+ Conservation is an investment
Conservation
+ Conservation is a luxury + Work within region and internationally + Conservation is primary aim of
to manage endangered threatened organisation
species + Conservation is an investment
+ Animal encounters create emotional
bonds with public
+ Participate in recovery programs -
funded by self or government
Visitor Experience – Fun Visitor Experience – Fun and Learn Visitor Experience – Fun, Learn and Act
+ Visitor experience focus on fun delivery + Naturalistic enclosures dominate + Creates opportunities for visitors to
of family day out + Visitor experience often ‘edutainment’ be environmental and conservation
+ Events often unrelated to zoo activities activists
+ Accept people visit zoo for family
+ Learning focuses on the school entertainment + Visitors provided with active motivation
curriculum – biology and animals to engage in conservation actions that
+ Create awareness of environmental are tangible and measurable. Learning
challenges experiences active and interactive
+ Innovative teaching tactics used but with tactics that engage all ages and
still rely on passive learning through profiles of visitors
signage in zoo + Learning hub to support the natural
+ Focus on awareness with some world
behaviour change strategies + Links and pathways to other
+ Conferences focus on conservation organisations as zoo campuses
become shop fronts for our
+ Learning is focused on habitats and conservation efforts
conservation messages
+ Animal interactions create emotional
connection that inspires people to
learn more and to act in positive ways
+ Strong focus on behaviour change
strategies to deliver measurable
conservation outcomes embedded in
all visitor experiences
+ Learning focused on active motivation
about conservation for all visitors
People
+ Tensions exist between management + Staff motivation and development is + Stakeholder relationships are aligned
and staff and different parts of priority to conservation outcomes
organisation + Motivational paradox in the + Has strong set of values and principles
+ Often different factions have different/ organisation - focus on conservation, that hold organisation together and
competing agendas and objectives while keeping animals in cages and facilitate consistent and defendable
charging entry fee to see them decision-making
+ Staff development cultivates
specialist streams of professional
conservationists
+ Staff are more multi-skilled, able to
respond to the changing needs of the
organisational environment
+ Reliance on volunteers and community
engagement strengthens relationship
management
ZOOS VICTORIA STRATEGIC PLAN 2009-29 15Zoos Victoria
today
Who we are Zoos Victoria participates in a suite of
national and international conservation
Zoos Victoria offers experiences at three
programs and wildlife research projects
great zoos: Melbourne Zoo, Healesville
and is one of the State’s largest
Sanctuary, and Werribee Open Range
educators, with more than 160,000
Zoo. Zoos Victoria welcomes more than
students participating in a diverse range
1.6 million visitors annually across the
of education programs each year.
three properties, making it Victoria’s
largest paid tourism attraction. The Zoological Parks and Gardens Board
(known as Zoos Victoria) is the governing
Each of the three zoos offers a unique
body of Victoria’s three zoos. The Board
visitor experience:
is a statutory authority established by the
+ Healesville Sanctuary offers an Zoological Parks & Gardens Act 1995.
amazing opportunity to encounter The Board is responsible to the Victorian
Australia’s unique native wildlife in a Minister for Environment and Climate
bushland habitat; Change. The Board’s role is to protect
+ Werribee Open Range Zoo is a taste of and promote the zoos and their roles in
the African savannah; and conservation, research and education.
The Board, and Zoos Victoria operations,
+ Melbourne Zoo is a window into the
are regulated under the Act.
biodiversity of the world’s wildlife.
The Zoological Parks & Gardens Act 1995
The functions of the Board and zoo operations as set out in the Act, are:
a) to conserve, protect, manage and improve the zoological parks and managed
land and the zoological collections
b) to promote and increase public enjoyment of the zoological collections and
the zoological parks and managed land
c) to increase public knowledge and awareness of the zoological collections and
zoological parks through exhibition of the zoological collections, publications,
educational programs, advisory services and other activities
d) to carry out and promote zoological research, the conservation of wildlife and
its natural habitats and the maintenance of biodiversity
e) to advise the Minister on matters relating to the Board’s functions or powers
or on any other matter referred to it by the Minister
f) to provide consultancy and advice services to the public on zoological matters
g) to provide services and facilities for visitors to the zoological parks and
managed land
h) to carry out any other functions conferred on it by this or any other Act.
16 ZOOS VICTORIA STRATEGIC PLAN 2009-29Our recent achievements Introduced new commercial Put sustainability initiatives in place
experiences There is no doubt that climate change
Through the implementation of our
previous strategy, Zoos Victoria achieved Zoos Victoria has introduced new has added urgency to our efforts, not
important improvements in the following experiences at each of our three only in our nurturing of the world’s
eight main areas of our operations. properties. Overnight camping, precious wildlife, but also in our
special corporate tours, a redeveloped participation in reducing the impact of
Enriched visitor experience Twilights music series at Melbourne human activity on the wider environment.
Zoo, an integrated retail strategy, and A new water recycling plant has
Visitors now have greater interaction with
the Savannah Conference Centre at augmented a range of sustainability
staff in their zoo experiences. Market
Werribee have all contributed to renewed initiatives. Each of the properties
research recognises that visitors are very
commercial success. participates in the Whole-of-Government
satisfied with a range of features they
renewable energy purchasing program
experience.
Developed staff skills and improved and has extensive and comprehensive
organisational culture waste and recycling programs.
Increased visitor numbers
Staff have developed proven skills in
Visitor numbers rose from 1,381,000 in Increased focus on conservation
the management of captive animals,
2001/02 to 1,659,000 in 2007/08. outcomes
conservation of threatened species, zoo
design, project management, education, Zoos Victoria significantly refocused
Broadened community support and
and visitor experience – and many of and expanded its level of support for
partnerships
our staff have contributed this learning conservation. The number of native
Zoos Victoria engages extensively with
and expertise at regional and global threatened species captive breeding
students and the broader community in a
forums. We have also identified talented and recovery programs has increased.
range of conservation and environmental
young leaders who are moving into A stronger focus on selected high-
activities. Friends of the Zoos (FOTZ) and
management roles. value biodiversity conservation projects
community volunteers contribute guide
within our priority international regions
services and assistance to a range of zoo Strengthened financial outcomes has enabled strong partnerships with
projects. Our education activities have
Zoos Victoria’s focus in investment international conservation organisations
been revamped with students actively
and asset management has resulted to be forged and has greatly enhanced
engaged in award winning programs
in the accumulation of a net operating Zoos Victoria’s ability to facilitate their
that deliver meaningful and tangible
contribution reserve and the ability to success.
conservation outcomes.
allocate a minimum of $2 million annually
in recurrent budgets for asset renewal.
ZOOS VICTORIA STRATEGIC PLAN 2009-29 17The case for
transformation
Our previous strategy enabled Zoos A world where habitat loss and
Victoria to become an important and endangered species continue
exciting 21st century zoo. However, today to increase
the organisation is still confronted by a
Perhaps the most compelling case for
number of challenges. And it is these
transformation is the dramatic increase
challenges that now provide a focus for
worldwide of habitat loss and the number
our transformation.
of species becoming threatened with
Over 2008-09 Zoos Victoria undertook a extinction. There is nothing to suggest
series of workshops with staff to identify anything other than a continued increase
a shared view of the world in 20 years. in the number of species under threat in
The observations included: every country.
+ A sharp decline in available animals
Worldwide
with no new wild stock; many large
species extinct in wild; and increased + Each year, approximately 13 million
pressure to work with threatened hectares of natural habitat is lost.
species. + In the last 10 years there has been a
+ An increase in community attitudes significant and sustained increase in
against keeping animals in cages for the numbers of threatened species.
human amusement. + In 2008, the number of species in
+ Greater power of the digital universe, major animal groups that are either
with very different learning styles, Critically Endangered, Endangered or
where children spend majority of time Vulnerable are:
learning online.
+ Even greater environmental concern Animal Group Total number of Critically % increase from 1996/98 to
Endangered, Endangered 2008 – Critically Endangered
to the point where it will become
or Vulnerable - 2008 * and Endangered *
the number one community issue.
Increasingly we will start to see the Mammals 1141 53%
impacts of climate change. Birds 1222 67%
+ The demand for eco-tourism will
Reptiles 423 235%
increase.
Amphibians 1905 4875%
It was also clear that, if unchanged,
Zoos Victoria will suffer a disconnect * IUCN 2008 Red List of Threatened Species.
between values and operations within
the organisation. These observations
are all compelling reasons why Zoos
Victoria should evolve further to deliver a
stronger conservation focus. And while it
is important that Zoos Victoria is able to
meet changing community expectations,
it is also imperative that the organisation
realises and capitalises on its expertise
to meet the challenges of a global
environment under increasing threat.
18 ZOOS VICTORIA STRATEGIC PLAN 2009-29Australia The need to enhance financial Meeting the changing expectation
+ In the last 200 years: sustainability of visitors
- 75% of rainforests and nearly 50% The injection of capital has allowed the The expectation of visitors is changing.
of all forests have been lost construction of new exhibits, which Visitors and education groups are now
in turn has lead to a periodic increase expecting more sophisticated offerings
- 60% of coastal wetlands in southern
in visitation. However, Zoos Victoria is that are more interactive and linked to
and eastern Australia have been lost
constantly faced with financial challenges education and conservation, what is
- More than 99% of south-eastern to its operations. being done, and what they can do.
Australia’s temperate lowland
Our infrastructure is ageing. It requires
grasslands have been destroyed Greater competition in the leisure
a $20 million investment to upgrade and
+ In 2008, 57 mammal species were and recreation market
improve facilities. This includes basic
listed as threatened, along with amenities that have suffered from a lack Within the local market Zoos Victoria
49 birds, 38 reptiles, 48 amphibians, of regular maintenance. faces strong competition from other
84 fish and 55 plants. attractions, including the Melbourne
Regulations have capped entrance
Aquarium which has upgraded its
Victoria fees and an inability to attract further
facilities, and new attractions like the
government grants limits our ability to
+ More than 30% of wildlife species are Eureka Tower. In addition, the harsh
reinvest in infrastructure maintenance
threatened economic outlook for the next three
and to support wide-scale conservation
years will limit the number of ‘going out’
+ 44% of plants are either extinct or initiatives.
occasions, increasing competition for
threatened
The transformation will reprioritise recreational dollars. The unique position
+ 75% of waterways are degraded and investment need and move the of a conservation-based organisation
35% of waterways destroyed organisation away from a reliance on will attract both educational and
+ About 70% of original bushland large-scale exhibit construction. recreational patronage.
has been cleared since European The clear focus on behaviour change
settlement. and environmental messages opens
new opportunities for funding, such as
sponsorship and partnerships.
ZOOS VICTORIA STRATEGIC PLAN 2009-29 19Our vision to Our vision builds on the shared belief
that our three zoos are not just about the
Zoos Victoria can and will be a true
leader: the Australian authority on captive
be the world’s animals they hold, they are also about animals; the major facilitator of wildlife
leading
people and the journey we take them on knowledge that leads to conservation
towards conservation actions. To see action; and a high profile model for
zoo-based conservation as one aspect of our work
is no longer enough. It is time to bring the
conservation, environmental sustainability
and corporate social involvement.
conservation considerable energy and knowledge of
Each of our three zoos has a unique
organisation Zoos Victoria fully behind making a real
and credible difference in conservation.
role to play in the achievement of our
vision, but each zoo will have a shared
commitment to our five action areas:
Conservation; Animals; Visitors; People;
and Financial Sustainability.
Melbourne Zoo Melbourne Zoo is a large urban zoo Attracting around one million visitors
located on the doorstep of the CBD. As each year, Melbourne Zoo has the
Window to the one of the oldest zoos in the world, it is capacity to be the lynch pin of Zoos
world of wildlife seen as part of Victoria’s heritage and Victoria’s objective to influence
fabric, loved and ‘owned’ by millions of behaviour change in support of wild
residents who regard Melbourne Zoo as populations and habitats.
‘their zoo’. In 2012 Melbourne Zoo will
As a 146-year-old cultural institution,
celebrate its 150th birthday.
Melbourne Zoo recognises the need to
The animals in care at Melbourne upgrade and redevelop a number of its
Zoo are ambassadors for wildlife and ageing precincts. Wild Sea headed the
wild places around the world, making list of priorities and will be a benchmark
Melbourne Zoo a ‘window to the world’ from which to move forward.
of wildlife and giving us the ability to raise
Wild Sea showcases Victoria’s coastal
awareness of conservation issues from
environment and the animals that live
across the globe and inspire action.
there, including Australian Fur-seals,
Melbourne Zoo is already leading the Australian Little Penguins, Fiddler Rays
way in this sphere. In 2008 Melbourne and other fish species, providing visitors
Zoo launched They’re Calling on You, with a new insight into this significant
a mobile phone recycling campaign but rarely seen habitat. Intrinsic to
that supports gorilla conservation in this exhibit will be an interactive visitor
central Africa and which facilitates experience that will not only share the
behaviour change in our communities. wonder and mystery of this unique
The campaign has gathered momentum marine habitat, but will highlight the
and has since been launched nationally threats to Victoria’s coastal areas and
with many other zoos taking it on in wildlife and what people can do to help
their respective States. Campaigns like protect them.
this will become increasingly typical of
A priority list of capital projects for
Melbourne Zoo.
Melbourne Zoo has been developed that
Melbourne Zoo is also the major focal will focus our effort to not only revitalise
point for Zoos Victoria’s international and further enrich the visitor experience
in-situ programs, which involve working and animal environment, but strengthen
collaboratively with local communities to the connection between our visitors, our
protect biodiversity. animals and conservation actions.
By doing this we will grow our capacity
to deliver dynamic and creative visitor
experiences and conservation actions
while being exemplary role models in
environmental sustainability.
20 ZOOS VICTORIA STRATEGIC PLAN 2009-29Werribee Open Range Zoo Werribee Open Range Zoo focuses on The development will expand the three
African species and promoting African experiences and the themed areas and
A full immersion into an conservation stories in an open-range improve the overall zoo experience. This
African adventure setting. We highlight conservation issues development will also support Melbourne
such as people/animal conflict and Zoo by holding some of the same
engage with visitors on ways to live in species, thus improving sustainability
harmony with animals. We work closely and support infrastructure such as
with local destinations to create a strong browse plantation and holding facilities.
tourism precinct around Werribee Open
Throughout the development, visitor
Range Zoo and we will continue to
numbers, staffing levels and numbers
connect with African communities in
of animals housed will increase and
Melbourne to bring rich and authentic
additional land could be required to
cultural experiences to the zoo.
house and manage more animals in line
Werribee Open Range Zoo offers visitors with our conservation objectives.
three experiences:
Werribee Open Range Zoo is located
+ African Safari Adventures in on Melbourne’s western plains, which
African-style landscapes and habitats encompasses some of Victoria’s
+ African and Australian Walking Trails last remaining remnant grasslands.
+ Opportunities to engage with As custodian, we will protect these
conservation and animal care threatened grasslands and showcase
a range of conservation breeding and
Zoos Victoria’s sustainable funding research projects that will focus on
model identifies that Werribee Open conservation outcomes for Victorian
Range Zoo is in a development phase grasslands and the animals that live
and requires $100 million capital in them.
investment to facilitate its proposed
development.
Healesville Sanctuary Healesville Sanctuary provides an Wherever possible, we will incorporate
Australian wildlife experience that the threatened species unit into the
Australian wildlife and centres on local conservation and visitor experience and actively engage
culture in a bush sanctuary indigenous culture. Woven throughout visitors to create awareness of the
are authentic indigenous experiences threats to local animal species and the
that are linked to the time-honoured actions that they can take to help these
spirituality of the land. The Sanctuary animals in the wild.
is a natural place, offering a place for
Healesville Sanctuary will continue to be
people and animals to reconnect with
the leader in wildlife care and treatment
nature from creek to canopy. We will
of injured animals and we will champion
constantly look for new ways to explore
local conservation and sustainability
the stories of Australia and its unique
efforts that involve all of our community.
wildlife in these surroundings.
We recognise the importance of creating
Healesville Sanctuary is the thrust of
new experiences such as Creatures of
Zoos Victoria’s Australian threatened
the Night - the ultimate night theatre
species recovery efforts, operating a
experience - and the Icon Trail, which
number of native threatened species
targets growth in international tourism
breeding and reintroduction programs
and the regional economy.
that support regional priorities. The
Sanctuary aims to be the national We will take full advantage of our home
authority on native threatened species in the Yarra Valley, a district known for
breeding and reintroduction programs. great local food and wine and enjoyable
The threatened species breeding unit at experiences.
Healesville will be expanded and its role
The Corranderk is a fundamental
will become increasingly critical to the
and underutilised resource of
delivery of the conservation outcomes of
Healesville Sanctuary. Its role in the
the organisation.
visitor experience and presenting the
Australian bush and its biodiversity and
cultural heritage will be expanded.
ZOOS VICTORIA STRATEGIC PLAN 2009-29 21How we will Given that the purpose of a zoo-based
conservation organisation is to make a
For each of the five action areas, we will
set key performance indicators (KPIs) on
measure our meaningful and tangible impact on saving an annual basis and regularly track our
performance
wildlife and wild places, we must be able progress through the year against our
to measure outcomes in order to evaluate identified targets and milestones. We
& success the success of our actions. will report our achievements in the Zoos
Victoria annual report and set our targets
We must establish appropriate monitoring
for the coming period in the annual
and evaluation processes so that our
business plan.
contributions can be fully documented,
clearly seen and properly understood.
Action area Key performance How we will measure it
indicator
Conservation
Investment in + By the direct investment into threatened species programs and in-situ
wildlife conservation conservation programs.
+ By the number of programs leading to successful re-establishment of
released species into the wild.
+ The monetary value of the investment.
+ Measures of the conservation success of the programs will also be developed.
Research that + Through the number of research projects undertaken and subsequent publications
supports and following, and the adoption of new research findings into operations.
progresses our
conservation aims + By research topics being aligned with the conservation objectives of the organisation.
+ Studies that increase our understanding of visitor behaviour and our impact on it.
Advocacy on the + By the presence of Zoos Victoria’s voice in conservation issues – through the
part of wildlife number of stories in the media and the number of contributions to industry
conservation and publications and conferences.
environmental issues
Environmental + Through the measurement of levels of use of scarce resources such as water
sustainability of and energy, and our waste minimisation processes.
operations
+ Being carbon neutral by 2012.
+ Through the implementation of the Environmental Management System.
+ Through increased green procurement.
+ Through the use of ecologically sustainable development practices in
infrastructure upgrades and new capital projects to reduce our environmental
footprint and associated impacts.
Animals
Alignment of the + Level of fit/match against our five collection categories: recovery; ark;
collection with ambassador; enabling; and research.
our conservation
objectives
High standards of + As assessed by the annual animal health report and the reviews by the
animal care Animal Welfare Peer Review Committee.
Sustainability of the + Management that ensures we have the necessary number and range of animals
captive population to meet our long-term exhibit, conservation and visitor engagement needs.
Advocacy on the + The presence of Zoos Victoria’s voice in animal welfare and wellbeing issues
part of animal welfare – the number of representations we have in the media, with stakeholders and
and wellbeing of wild the community, and contributions to industry publications and conferences.
animals
22 ZOOS VICTORIA STRATEGIC PLAN 2009-29Action area Key performance How we will measure it
indicator
Visitors
Community + Through layered visitor experience at each campus that address the full
conservation - Connect – Understand – Act spectrum for various audiences.
impact and influence + The number of initiatives in place to give visitors the opportunity to take
on behaviour conservation/sustainability action.
+ Through the measurement of the uptake and impact of visitor and community
based conservation initiatives.
Quality of visitor + Through annual exit surveys that monitor visitor satisfaction.
experience + By the total number of visitors each year at our three properties.
Quality of formal + The number of students accessing learning programs.
learning programs + The quality of the programs and the achievement of measurable
learning outcomes.
People
Staff development + Through our investment in staff development, the rigour and feedback of
and morale our performance management systems and opportunities for career planning
and progression.
+ Through a climate survey that will track changes in staff morale and motivation
levels every two years.
+ Through decreased turnover and staff absenteeism.
Partnerships that + By tracking and measuring the change in alignment of stakeholders and partners
further conservation with our strategic direction and support of our conservation objectives.
work
Financial Sustainability
Financial + Meeting budget objectives.
sustainability + Through the number of innovative, commercial products and their profitability.
+ By embedding continuous Business Process Improvement in every element
of our operations.
ZOOS VICTORIA STRATEGIC PLAN 2009-29 23The five action areas:
how we will achieve our
transformation to a
zoo-based conservation
organisation
This section sets out the five action areas in detail, the guiding
principles that govern how we operate in that respective area,
the five year objectives and the high level tasks that will help us
achieve success, driving us to become the world’s leading
zoo-based conservation organisation.
Each action area has been developed from extensive staff input
into what they believe Zoos Victoria should stand for as an
organisation and how we need to act to truly achieve our vision.
ZOOS VICTORIA STRATEGIC PLAN 2009-29 25O1
Conservation
We will focus and Community conservation – those We will also conserve and enhance the
activities that support tangible environments which are in our care at our
strengthen the conservation outcomes and includes three properties. Ultimately everything we
conservation efforts of environmental sustainability in our do will contribute to conservation and be
Zoos Victoria to ensure operations, interaction with and environmentally sustainable.
information to our visitors, the community
the delivery of tangible and stakeholders and our advocacy and
We will achieve all this by working
in partnership with appropriate
conservation outcomes. behaviour change campaigns.
organisations and working collaboratively
In Australia, we will focus on providing with them to achieve mutually agreed
What this means for Zoos Victoria
specific expertise for undertaking captive conservation outcomes.
Our primary goal is to maximise our breeding, contributing to reintroduction
contribution to biodiversity conservation programs and associated activities Our guiding principles
and we define this as follows: the for highly threatened species. We are + We will only hold species that fulfil
long-term security of populations of already leaders in this field, and this will a conservation purpose.
species and communities in functional continue to be a key direct conservation
ecosystems and natural habitats. This focus for us. We will expand our + Our direct conservation efforts will
is not just about preserving animals, recovery programs in line with State focus on local Australian threatened
but also about the natural processes and national priorities, along with the species and environmental issues,
that enable them to prosper within their broader biodiversity conservation value and in-situ broad-based biodiversity
environment. of programs. conservation in our international
priority regions.
We will focus on two areas: wildlife Outside of Australia, within our priority
+ Our conservation-based research will
conservation and community regions we will expand our roles in
support our conservation objectives.
conservation. international regional biodiversity
conservation through the selection and + We will undertake the ecological
Wildlife conservation – those activities
development of key in-situ projects sustainable management of the natural
that have tangible direct benefits to wild
that have: assets on our properties, always
populations or habitats outside of Zoos
respecting and accommodating
Victoria’s animal collections. Our wildlife- + High biodiversity value – that is, they
wherever possible their cultural
based conservation activities will focus are not just single species conservation
significance.
on the following priority areas, which but broad habitat protection for
reflect WAZA and ARAZPA priorities and communities or ecosystems; + Our business practices will use
the major themes of our three properties: environmentally sustainable practices,
+ Feasibility of success – they are well
such as resource efficiency, green
+ South-eastern Australia; organised and focused on mitigation of
purchasing, and environmental
key threatening processes;
+ Papua New Guinea; management systems to minimise
+ Integration of social, environmental, our environmental footprint.
+ South-east Asia; and
biological and economic dimensions in
+ Sub-Saharan Africa. + We will maximise opportunities
their rationale and design; and
to demonstrate and showcase
+ Strong alignment with Zoos Victoria environmental sustainability of our
- the projects have synergies with our properties and business practices.
property themes and animal
+ We will be a responsible advocate
collections; opportunities for visitor
for conservation and environmental
engagement and draw on our specific
issues in accordance with Victorian
skills and expertise.
Government policy.
26 ZOOS VICTORIA STRATEGIC PLAN 2009-29You can also read
