CORPORATE PLAN 2020-24 - Parks Victoria

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CORPORATE PLAN 2020-24 - Parks Victoria
CORPORATE
  PLAN
  2020–24
CORPORATE PLAN 2020-24 - Parks Victoria
Traditional Owner
             Acknowledgement
             Victoria’s network of parks and reserves
            form the core of Aboriginal cultural
           landscapes, which have been modified
           over many thousands of years of
          occupation. They are reflections of
          how Aboriginal people engaged with
         their world and experienced their
        surroundings and are the product
        of thousands of generations of
       economic activity, material culture
       and settlement patterns.
       The landscapes we see today are influenced by
      the skills, knowledge and activities of Aboriginal
     land managers. Parks Victoria acknowledges the
     Traditional Owners of
    these cultural landscapes, recognising their
    continuing connection to Victoria’s parks
   and reserves and their ongoing role in
   caring for Country.

Cover image
Pillar Point, Wilsons Promontory National Park
Inside cover image
Wurundjeri Koorong Canoe Project

Authorised and published by Parks Victoria
L10, 535 Bourke Street, Melbourne VIC 3000
Copyright © Parks Victoria 2020

                       Parks Victoria Corporate Plan 2020–2024   ii
CORPORATE PLAN 2020-24 - Parks Victoria
Contents

Chair’s Foreword                                            2
Chief Executive Officer’s Overview                          3
Our Vision                                                  4
Our Purpose                                                 4
About Us                                                    4
Our Values                                                  4
Our Strategic Plan – ‘Shaping Our Future’                   4
Our Operating Context                                       5
Environmental Scan                                          6
Strategic Risks                                             9
Our Overall Priorities                                     11
Our Key Performance Targets                                13
Our Key Initiatives                                        16
4 Year Financial Plan                                      18
Glossary                                                   26
Photo descriptions                                         26
Document history                                           26

                                            Parks Victoria Corporate Plan 2020–2024   1
CORPORATE PLAN 2020-24 - Parks Victoria
Chair’s Foreword

The Honourable Lily D’Ambrosio MP, Minister for Energy,        The key initiatives in the plan focus on the delivery of
Environment and Climate Change issued                          both shorter term and long term government priorities;
Parks Victoria with a Statement of Obligations on              particularly the ecological protection of
27 October 2018, which sets out the key obligations            the parks estate for future generations.
that Parks Victoria has in performing its functions
                                                               Parks Victoria is well placed to support communities
and exercising its powers.
                                                               and local businesses to recover from a very difficult
To support this accountability, Parks Victoria has in          year in 2019–20. The Victorian bushfires, immediately
place a long-term Strategic Plan, and a 4 year Corporate       followed by the COVID–19 pandemic, have impacted
Plan. Each financial year, the Board approves an Annual        Victorians in many ways. As a key conservation agency
Business Plan and Budget                                       and a significant employer of people in Melbourne and
that supports the delivery of the Corporate Plan.              regional Victoria, Parks Victoria will play a strong role in
                                                               the growth of regional tourism and local jobs.
I am pleased to present this Corporate Plan FY
2020–2024 that sets out Parks Victoria’s ongoing               The Board looks forward to delivering this plan in
key priorities, and its key initiatives to be delivered over   close partnership with DELWP for the benefit of
the plan period.                                               the Victorian community.
The Board’s ongoing key priorities that continue
to focus our day-to-day service delivery and
operations are:                                                Jeff Floyd
                                                               Chair
•   Staff Safety
•   Protecting the Parks Estate
•   Managing Country Together with Traditional Owners
•   Meeting the Expectations of Park Visitors
•   Environmental Sustainability
•   Healthy Parks, Healthy People
•   Culture and Staff Welfare
•   Working in Partnership with the Department of
    Environment, Land, Water and Planning (DELWP)
•   Delivering Key Projects
•   Sound Financial Management
•   Good Governance
•   Increasing Diversity within our Workforce
•   Strengthening Victorian Communities.

                                                                                        Parks Victoria Corporate Plan 2020–2024   2
CORPORATE PLAN 2020-24 - Parks Victoria
Chief Executive Officer’s Overview

As we commence delivery of this plan, the safety and          While we deliver this program, we will engage
wellbeing of our people continues to be a key focus.          meaningfully with the community and be transparent
Parks Victoria has withstood cumulative impacts on            about our progress.
our people of a devastating fire season in the summer
                                                              The largest pressures on the parks estate come from
of 2019–20 resulting in unprecedented environmental
                                                              climate change and its increasing impacts, some already
and cultural impacts to the estate, the tragic loss of Bill
                                                              manifesting in unprecedented ways. Fire management,
Slade, a 40 year Parks Victoria veteran firefighter whilst
                                                              water availability, extreme weather events and
on duty, and the COVID–19 global health pandemic.
                                                              changing oceans are all core issues for Parks Victoria.
Recovery from these unprecedented events will be a
                                                              High numbers of visitors can also threaten the health of
major focus for us in continuing to protect our people,
                                                              some of Victoria’s most popular and iconic parks if not
the delivery of environmental and asset recovery
                                                              managed appropriately.
programs, and supporting the recovery of
the tourism sector.                                           The Board has challenged management to focus our
                                                              efforts on addressing these pressures through the
To help support the Government’s recovery programs,
                                                              ongoing priorities and the key strategic initiatives
we will:
                                                              contained in this plan.
•   actively intervene to conserve key species
                                                              I look forward to leading our people to deliver these
•   partner with Traditional Owners to protect cultural       initiatives and our core services, to effectively manage,
    heritage                                                  protect and maintain access to Victoria’s precious places.
•   build appropriate infrastructure to ensure our
    parks are accessible for visitors once again
                                                              Matthew Jackson
•   promote park visitation to regional communities           Chief Executive Officer
    to boost tourism and local jobs.

                                                                                               Tower Hill Wildlife Reserve

                                                                                        Parks Victoria Corporate Plan 2020–2024   3
CORPORATE PLAN 2020-24 - Parks Victoria
About Us

Our Vision                                About Us                                Our Values
Into nature to create a better            Putting nature first today for          Parks Victoria works to live the values
Victoria                                  tomorrow, we champion the               of the Victorian Public Sector
                                          importance of nature by managing,       • Responsiveness
                                          protecting and sharing Victoria’s       • Integrity
Our Purpose                               precious places. In partnership
                                                                                  • Impartiality
We inspire Victorians to protect          with Traditional Owners, we help
                                          connect people with Country,            • Accountability
and enjoy our unique natural
and cultural heritage                     understand cultural heritage and        • Respect
                                          contribute to                           • Leadership
                                          human health and wellbeing              • Human Rights

Our Strategic Plan – ‘Shaping Our Future’
Our Strategic Plan is framed around 4 Goals, which provide the context and focus for all of our activities.

    Caring for                               Connecting                              Contributing to
    Country                                  People and                              Healthy, Liveable
                                             Nature                                  Communities

    Goal                                     Goal                                    Goal

    To sustainably                           To provide                              To contribute to
    manage, protect                          experiences for                         improving the health,
    and conserve Victoria’s                  visitors and volunteers                 safety and economic
    natural and cultural                     to connect with and                     wellbeing of all
    landscapes.                              value nature.                           Victorians.

 Enhancing                         Goal
 Organisational                    To enhance our capability, capacity and culture to deliver on
 Excellence                        our commitments.

                                                                                      Parks Victoria Corporate Plan 2020–2024   4
CORPORATE PLAN 2020-24 - Parks Victoria
Our Operating Context

    Parks Victoria Act 2018                      Other State and Federal Legislation

                 Victorian Government policies and priorities

       Minister for Energy,                        Key Portfolio Ministers
          Environment
       and Climate Change                        Minister for Ports and Freight

                DELWP Portfolio - policies, priorities and guidelines

               Minister’s Statement of Obligations for Parks Victoria

                           Land Management Strategy

                 Parks Victoria Strategic Plan (Shaping our Future)

                           Parks Victoria Corporate Plan

                 Parks Victoria Annual Business Plan and Budget

           DELWP / Parks Victoria                       Parks Victoria
              Fire Agreement                           Ports Agreement

                    Parks Victoria’s Frameworks and Strategies

                                                                        Parks Victoria Corporate Plan 2020–2024   5
CORPORATE PLAN 2020-24 - Parks Victoria
Environmental Scan

The current and emerging challenges and opportunities         Stagnation of the Global Economy
in our operating environment impact the way we think          Following a global pandemic that saw economies
about and plan                                                completely shut down and many people killed as a
for the future. The following trends have informed the        result of the virus, world’s economies are at extremely
development of this plan.                                     low levels. The availability of public funds will be
                                                              constrained. Parks Victoria will need to continue to
Self-determination of Traditional Owners
                                                              make a strong case for investment in priority programs.
Key areas of public land are being transferred back into
Traditional Ownership. Parks Victoria is uniquely placed      Increased Social Media Driven Activism
to help the broader community understand and protect
                                                              Increased access to largely unmoderated social media
the cultural values, recognise the rights, and enable the
                                                              worldwide supports a high volume of mis-information.
interests of Victorian Traditional Owners of these lands.
                                                              Parks Victoria must be proactive in getting across
Parks Victoria is a key partner with Traditional Owners
                                                              the facts and in harnessing community activism on
in park management. More joint park management
                                                              these platforms to build a strong social licence in
arrangements are being established which will enrich
                                                              the community.
the management of these parks.
                                                              Asset Management
Climate Change
                                                              The increased frequency and severity of extreme
The world is warming, the oceans are changing, and
                                                              weather events and bushfires is triggering more
extreme climatic events are becoming more frequent.
                                                              frequent large-scale recovery programs. This provides
Climate change is the single largest threat to Victoria’s
                                                              opportunities for park assets to be replaced, redesigned
natural environments and species. Increased storm
                                                              or permanently decommissioned.
activity, altered fire regimes, changes to rainfall and
                                                              In unaffected areas, ageing infrastructure requires
access to water are all pressures that are already
                                                              significant investment to ensure assets do not become
manifesting themselves in unprecedented ways.
                                                              unsafe or unattractive to visitors. With Industrial
This poses significant challenges for Parks Victoria’s land
                                                              Manslaughter now to be a criminal offence from
management, which require rapid responses
                                                              1 July 2020 under amendments to the Occupational
to adapt in the face of climate change.
                                                              Health and Safety Act 2004 (Vic) (OHS Act) there will be
                                                              a greater focus on managing the asset risk. Adapting to
Species Extinction
                                                              increased compliance requirements
Many native plant and animal species are under                and visitor demands at key sites requires Parks Victoria
threat as Victoria’s biodiversity continues to decline.       to maintain a combination of innovation, clear
The Intergovernmental Science-Policy Platform on              prioritisation and a risk-based approach to
Biodiversity and Ecosystem Services (IPBES, 2019)             managing assets.
presents a stark call to action to address global
biodiversity loss, documenting both the threats to,           Embracing Digital
and declines of, species worldwide. In 2019-20 Victoria
                                                              In a world of increased connectivity, people are
experienced an extreme fire season which resulted
                                                              immersed in the virtual world. Communities expect
in possible further extinctions. To minimise further
                                                              easy access to online information and there is a growing
extinctions, Parks Victoria must prioritise
                                                              dependence on online services. Organisations are
action to protect healthy natural places from threats.
                                                              vulnerable to threats from those seeking to exploit data
                                                              illegally, which threatens the privacy and security of
                                                              entities and individuals. For Parks Victoria, our challenge
                                                              is to utilise digital platforms to influence
                                                              and manage park visitation, while ensuring visitors’
                                                              needs are met and data is secure.

                                                                                      Parks Victoria Corporate Plan 2020–2024   6
CORPORATE PLAN 2020-24 - Parks Victoria
Lake Catani Mount Buffalo National Park

Increasing Visitor Demands                                  Community Health and Wellbeing
Increasing visitor demands and expectations of service      The social and economic impact of health and wellbeing
quality, affordability and accessibility are driving        issues are increasing cost burdens for Government
governments to reform their service delivery. A large       and society. Urbanisation and changing lifestyles have
proportion (80%) of visitation to the parks estate occurs   resulted in more people disengaging with nature, doing
in a window of approximately 16 weeks running from          less physical activity, and reporting higher levels of
the Spring Racing Carnival in mid-November to the           stress and feelings of being socially isolated. Parks, as
Easter school holidays. However, the rapid increase of      places that facilitate contact with nature, contribute to
visible climate change impacts such as changing fire        improved physical and mental health. Access to nature
regimes may result in a shift of peak visitation windows    will continue to be an important factor for Parks Victoria
to periods when fire danger is lower. International         to plan for and promote, especially in the wake of the
visitation may be reduced for a period following the        COVID–19 pandemic.
COVID–19, but an increase in park visitation through
domestic travel is likely. This poses challenges in
planning for high demand peaks, changes in demand
and the experiences users are seeking. Increased and
changing visitation will continue to put pressure on
visitor facilities and
park environments.

                                                                                   Parks Victoria Corporate Plan 2020–2024   7
CORPORATE PLAN 2020-24 - Parks Victoria
Hollow Mountain Grampians (Gariwerd) National Park

                   Parks Victoria Corporate Plan 2020–2024   8
Strategic Risks

These Strategic Risks facing Parks Victoria have also been addressed in the development of this plan.

Health, Safety and Environment          Parks Victoria’s activities result in the death, serious injury or illness
                                        to employees, contractors, volunteers or visitors and/or significant
                                        environmental damage.
Governance                              A major governance failure exposes the organisation to potential risk,
                                        compromises service delivery and results in a loss of public confidence.
Financial Capacity                      A major reduction in government funding reduces Parks Victoria’s financial
                                        capacity to a level where it cannot sustain current levels of environmental
                                        protection and service delivery.
Sustainable Assets                      Parks Victoria assets progressively degrade in condition and are not
                                        in a fit-for-purpose state, leading to adverse environmental impacts,
                                        declining visitor service levels and increased financial liabilities.
Organisational Culture                  Parks Victoria fails to closely align its organisational culture to its
                                        core values and its strategic priorities and to build workforce capacity,
                                        leading to both disengaged staff and poor outcomes.
Government and Interdepartmental        Parks Victoria fails to effectively engage with and respect its responsible
Relationships                           Ministers, their offices and departments, leading to a loss of faith in Parks
                                        Victoria and its capabilities.
Traditional Owner Relationships         Parks Victoria’s relationships with Traditional Owners are significantly
                                        damaged resulting in the loss of respect and failure to progress critical
                                        partnership outcomes.
Business Disruption                     A major disruption to Parks Victoria’s operations and services leads to
                                        a breach of key service obligations and loss of stakeholder trust.
Nature Conservation                     Parks Victoria fails to adequately protect and conserve key natural
                                        assets for future generations and does not meet legislative obligations for
                                        nature conservation.
Community Involvement                   Parks Victoria does not effectively involve or engage with partners, visitors,
and Support                             volunteers and the community at large, leading to a loss of
                                        faith in and support for the organisation.
Visitor Experience                      Parks Victoria’s fails to meet visitor expectations because its parks do
                                        not accommodate visitor growth, diversity and changing needs.
Project Management                      Parks Victoria consistently fails to deliver major projects on time and on
                                        budget, leading to a loss of confidence and consequential government
                                        funding reductions.
Value Proposition                       Parks Victoria is unable to clearly demonstrate its value to the Government
                                        of the day and the people of Victoria leading to a
                                        loss of faith and goodwill in the organisation.
Cyber Compromise                        Cyber-attacks expose Parks Victoria staff, assets and/or finances
                                        to harm, compromises service delivery and can result in a loss of
                                        public confidence.

                                                                                        Parks Victoria Corporate Plan 2020–2024   9
Epicormic growth recovering after bushfires

         Parks Victoria Corporate Plan 2020–2024   10
Our Overall Priorities

To support our legislative and Government policy obligations, the Board has established clear ongoing priorities for
Parks Victoria which inform this plan.
Staff Safety                         Parks Victoria puts staff safety and wellbeing first, and supports our people to
                                     be safe, healthy and engaged at work.
Protecting the Parks Estate          We work to protect Victoria’s parks to ensure that they are secure for
                                     future generations.
Managing Country Together            Managing Country Together is Parks Victoria’s commitment to recognising
                                     Traditional Owners as land owners and managers - working in partnership to
                                     protect the unique natural and cultural values across Victoria’s parks estate.
                                     It is our contribution to the Victorian Government’s clear support for the self-
                                     determination of Aboriginal people and the recognition of Aboriginal cultural
                                     rights.
                                     We are committed to doing more than just meeting our responsibilities
                                     – we strive to build meaningful partnerships with Traditional Owners.
Meeting the Expectations of Park     Maintaining a parks estate that is open to the public, with safe and clean
Visitors                             facilities is core business for Parks Victoria. We work to meet baseline
                                     service standards that ensure visitors’ expectations are met when they
                                     visit Victoria’s parks.
Environmental Sustainability         Parks Victoria strives to achieve environmental sustainability in the parks
                                     estate, and be a model environmentally sustainable organisation, including
                                     the work of its volunteers, contractors and other providers. Parks Victoria
                                     is committed to contributing to the UN Sustainable Development Goals.
Healthy Parks, Healthy People        Healthy Parks Healthy People recognises the connection between the
                                     health of our environment and the health and wellbeing of communities.
                                     Parks Victoria builds this philosophy into its day to day park management.
Culture and Staff Welfare            We strive for an outcomes-focussed organisational culture which is positive,
                                     resilient and ethical. We are accountable for our actions and committed to
                                     being responsive to the Victorian public, our key stakeholders, and our visitors.

Working in Partnership with          Parks Victoria works closely and collaboratively with DELWP and other land
DELWP                                managers to ensure effective and efficient public land management.
Delivering Key Projects              Sound project management enables our people to effectively deliver key
                                     infrastructure projects that contribute to the Victorian economy including
                                     capital works, recovery works, and Government commitments.
Sound Financial Management           Financial discipline and rigour enable optimal allocation and responsible
                                     use of our resources. Accurate, transparent financial reporting informs
                                     our decision-making and improves performance.
Good Governance                      Good governance supports improved performance, risk management
                                     and decision-making. It helps us to deliver services to the Victorian public
                                     in an efficient, effective and sustainable way.
Increasing Diversity within          Diversity and inclusion are central to our development as a modern,
our Workforce                        high performing, sustainable organisation.
Strengthening Victorian              Parks Victoria’s operations boost tourism by attracting visitors to regional
Communities                          Victoria. In addition to supporting local businesses through increasing
                                     visitation to parks, the organisation is a major employer of people living
                                     in Regional Victoria.

                                                                                     Parks Victoria Corporate Plan 2020–2024   11
Sea Search Point Addis Marine National Park

          Parks Victoria Corporate Plan 2020–2024   12
Our Key Performance Targets

MEASURES                         Measure type/ 18–19 actual 19–20 target    19–20      20–21 target 21–22 target 22–23 target 23–24 target
                                     Unit                                  forecast

Total Reportable                 Number          16.1       16.7        12.3        14.5         13.5         12.5      11.5
Injury Frequency Rate (TRIFR) Number (per million hours worked). This measures the rate injuries are occurring and
                              demonstrates current and ongoing focus on safety and wellbeing. The TRIFR result in 2019–20
                              was due to changed work priorities as a result of COVID–19, and significantly increased hours
                              worked by staff during the bushfire season. The 2020–21 target is lower than the 2019–20 target,
                              reflecting a return to normal working patterns post COVID–19.

Number of hectares treated to    Area/hectares    1,500        1,100       Forecast       2,200         1,100          1,100          1,100
minimise the impact of pest          (000)                                  2,200
plants,                          This measure indicates in hectares (000) the extent of the terrestrial parks estate that has been
pest animals and                 treated to minimise impact of threats to natural values from pest or overabundant native plants
overabundant native animals      and animals. This is a Budget Paper 3 measure. The target reduction in hectares treated from
and plants in parks managed      2021–22 reflects a return to base line funding, post the completion of projects funded through
by                               Biodiversity 2037.
Parks Victoria
Total area of estate managed     Area/hectares    4,111        4,111        4,117         4,117         4,117          4,117          4,117
by Parks Victoria                    (000)
                                 This measure indicates the area of service provided in hectares (000). This is a Budget Paper 3
                                 measure. There are no known major additions to Parks Victoria’s estate in the plan period.
Number of nights                   Number        232,267      236,910      Available     242,000      246,000         251,000        256,000
booked at Parks                                                              after
Victoria camping                                                            30 June
and accommodation                This measure indicates overnight stays (number of booked nights) in the parks estate which
sites                            benefit local tourism and the economy. The target is a 2% increase year on year.

Level of satisfaction                Index         N/M          85           85.3         N/M            85             N/M             85
of visitors to parks              (out of 100)
                                 Index (out of 100) This measure indicates perception of the quality of visitor experience.
                                 The Visitor Satisfaction Monitor is conducted biennially and will be conducted again in
                                 2021–22. With the increasing number of visitors, the target is to maintain the current
                                 high level of overall satisfaction.

Visits to Parks Victoria           Number         111.9         N/M          N/M           115           117            119            121
managed estate                     (million)
(combination of A and B          This measure indicates total number (million) of visits to parks and marine-based facilities.
below)                           Park user visitation is a measure of connectedness. The Visitor Number Monitor survey is
                                 conducted biennially and will be conducted again in 2020–21. The below indicators are
                                 Budget Paper 3 measures.

A. Visits to National, State,      Number           79          N/M          N/M           80            81              82             83
   urban and other terrestrial     (million)
   parks
B. Visits to piers                 Number         32.9M         N/M          N/M           35            36              37             38
   and jetties                     (million)

                                                                                                   Parks Victoria Corporate Plan 2020–2024     13
Scar tree Wurundjeri Country

Parks Victoria Corporate Plan 2020–2024   14
MEASURES                        Measure type/ 18–19 actual 19–20 target    19–20      20–21 target 21–22 target 22–23 target 23–24 target
                                    Unit                                  forecast

Parks Victoria Employee           Number           60          69           N/M           71             73              73             73
engagement index
                                This measure is based on the 2018 Victorian Public Sector Commission People Matters Survey
                                results. The survey is conducted biennially. Parks Victoria aims to increase employee engagement
                                and sustain this improvement over the life of the plan

Ministerial request responses    Percentage                    85%        Forecast       85%            90%             95%            95%
                                                                            76%
                                This measure indicates the percentage of responses to Ministerial correspondence requests
                                completed within 13 days of receipt. Performance is measured in 2019-20 from
                                23 September 2019, following implementation of improved management processes.

Project delivery                 Percentage       85%          85%        Forecast       90%            90%             90%            90%
                                                                           >85%
                                90% projects delivered on time and within budget.

Total output cost                Percentage      +6.3%       Within       Available     Within         Within         Within         Within
(variation between                                          +/- 5% of       after      +/- 5% of      +/- 5% of      +/- 5% of      +/- 5% of
actual expenditure                                           budget        30 June      budget         budget         budget         budget
and budget)                     Per cent (within +/- 5% of budget). This measure indicates delivery performance against original
                                budget expectations. It is also a measure of timeliness of program delivery for
                                core operations and specific purpose projects.

Significant built park assets    Percentage       87%          88%        86.81%         88%            88%             88%            88%
managed by                      This measure indicates the condition of terrestrial park assets to guide asset investment and
Parks Victoria in average to    maintenance. Assets are rated 1 – Excellent; 2 – Good; 3 – Average; 4 – Poor; 5 – Very Poor. This is a
excellent condition             Budget Paper 3 measure.
                                The target is to improve the current rating, then maintain this improvement over the plan period.

Significant built bay            Percentage       70%          80%        Forecast       80%            80%             80%            80%
assets managed by                                                           66%
Parks Victoria in average to    This measure indicates overall condition of marine-based assets in bays to guide asset investment
excellent condition             and maintenance. This is a Budget Paper 3 measure.

                                                                                                   Parks Victoria Corporate Plan 2020–2024   15
Our Key Initiatives

The following key plan initiatives are supported by clear, aspirational 4 year targets to be delivered
by June 2024. Progress against these targets will be reported annually.

KEY INITIATIVE                                                          TARGET

1. Staff Wellbeing Program                                               Parks Victoria has the capability to deploy a
   Further refine and implement the staff wellbeing                      world-leading staff wellbeing program during
   program– during/post major fires and other events.                    and immediately post major events.

2.    Bushfire Recovery                                                  All approved and funded key projects are
      Actively support the State’s Bushfire Recovery Program.            being delivered in a timely, effective and
                                                                         efficient manner.

3.    Land Management Strategy                                           The Land Management Strategy is being
      Implement the Land Management Strategy.                            effectively implemented.

4.    Traditional Owner Relationships
      Work closely with Traditional Owners to implement                  Traditional Owners are very satisfied
      and further strengthen established joint management                (>80%) with Parks Victoria’s contribution
      arrangements and other partnerships.                               to joint management.
      Support Traditional Owners, and Parks Victoria’s                   The capacity of partner Traditional Owners
      Aboriginal staff, to build their capacity to support               and Aboriginal staff have been measurably
      joint management.                                                  enhanced through Parks Victoria’s programs.
      Work with Traditional Owners to document and protect               Identification, documentation and
      Aboriginal cultural heritage and comply with relevant              assessment of all known rock art sites
      legislation across the parks estate.                               has been completed.
5.    Species Protection                                                 Key at risk species are being effectively
      Implement high priority species protection programs.               protected.

6.    Emergency Response and Recovery Programs                           Response and recovery programs are agile,
      Improve emergency response and recovery programs                   efficient and effective.
      to adapt to the effects of climate change.
7.    Community Engagement                                               The community is highly satisfied (>80%)
      Enhance Parks Victoria’s community consultation and                with Parks Victoria’s consultation approaches.
      engagement approaches.
8.    Stakeholders                                                       All key stakeholder groups are operating
      Enhance long-term partnerships with key stakeholder groups.        in close and effective partnerships with Parks
                                                                         Victoria.

9.    Issue Management                                                   Parks Victoria is effectively managing all
      Strengthen Parks Victoria’s issue management capabilities.         major issues and is achieving sound and
                                                                         positive outcomes.

10.   Asset Management                                                   Parks Victoria’s asset base reflects sustainable
      Implement a community needs approach to the monitoring,            best practice and supports quality visitor
      maintenance and replacement of built assets.                       experiences.

                                                                                      Parks Victoria Corporate Plan 2020–2024   16
KEY INITIATIVE                                                        TARGET

11. Enforcement                                                       Parks Victoria is effectively discharging
    Review Parks Victoria’s enforcement delivery model and            all of its enforcement obligations to
    implement the required improvements.                              protect its parks and the community.

13.   Volunteers                                                      Parks Victoria’s volunteer base is over 30,000
      Grow Parks Victoria’s volunteer base.                           volunteers, contributing over 500,000 hours
                                                                      of service.

14.   Cultural Burning                                                Cultural burning is embedded in
      Establish cultural burning as a key ecological management       Parks Victoria’s operations and is being
      tool.                                                           implemented in partnership with DELWP.

15.   Fire Model                                                      Parks Victoria’s fire model is at best practice
      Review Parks Victoria’s fire model; and the memorandum          for a leading parks agency, with >90% of
      of understanding with DELWP.                                    commitments under the fire model being
                                                                      met annually.

16.   Visitor Management                                              Park peak visitation has been spread across a
      Implement key initiatives to improve visitor safety and the     longer period or is being effectively managed
      management of peak visitation periods in major parks.           to minimise environmental
                                                                      and visitor satisfaction impacts.

17.   Visitor Service Standards                                       Basic service standards are being consistently
      Implement ‘open, safe and clean’ basic service standards across met in all major parks.
      all major parks.

18.   Visitor Services                                                Visitor services are achieving a high level of
      Further develop visitor services and ensure an appropriate      visitor satisfaction (>80%), and the pricing of
      balance between users pays and community funding of these       these services fairly reflects the benefits to
      services.                                                       the community and to operators.

19.   Nature-based Tourism                                            All approved and funded key nature-
      Implement key nature-based sustainable tourism initiatives,     based initiatives have been successfully
      to support Victoria’s positioning as a nature-based tourism     implemented.
      destination.

20.   New Metropolitan Parks                                          All new metropolitan parks have been
      Support the implementation of the new metropolitan parks        designed and implementation is proceeding
      program.                                                        in accordance with funding agreements.

21.   Business Systems                                                The community is highly satisfied (>80%)
      Make a substantial improvement to Parks Victoria’s business     with Parks Victoria’s customer services and
      systems and processes to improve community services and         internal productivity has been measurably
      internal productivity.                                          improved.

22.   Regulatory Improvement                                          Parks Victoria’s legislative and regulatory
      Develop a legislative and regulatory improvement program to     framework is providing for effective control
      support enhanced park management, in partnership                over the use of and access to the parks estate.
      with DELWP.

                                                                                   Parks Victoria Corporate Plan 2020–2024   17
4 Year Financial Plan

Operating Statement

TABLE 1: OPERATING STATEMENT                                   2019-20        2019-20        2020-21           2021-22         2022-23         2023-24
- TOTAL OPERATIONS                                             Budget         Forecast       Forecast          Forecast        Forecast        Forecast
                                                                ($’000)        ($’000)        ($’000)           ($’000)         ($’000)         ($’000)

Operating Income - Total Operations
    Parks and Reserves Trust (PRT) funding                        93,493       99,402          94,669             96,684          98,060        100,598
    Government funding
      DELWP Appropriations (1)                                    85,051       83,760          85,376             76,293          76,171          72,585
      Project Firefighters and Fire Suppression                   19,742       29,759          20,730             21,008          21,295          21,591
      Other Appropriations (DOT and DJPR) (2)                     16,622       14,614          16,534             19,682          46,924              9,692
                                                                                                                                      (3)                (3)
    Interest                                                       2,750         1,795            781                508             300                275
    Fair value of assets received free of charge                          -              -              -                 -               -                   -
    Other Income
      Sponsored Works (4)                                          8,215         8,215          9,621              5,500           5,500              5,500
      Commercial Income (5)                                       28,785       17,544          17,145             31,736          33,323          34,989
      Insurance Claims                                             2,585         2,585            935                450                  -                   -
      Other Miscellaneous Income                                     250           250            250                250             250               250

Total Income from Transactions                                  257,492       257,924        246,040            252,111         281,822         245,480
- Total Operations

Operating Expenses - Total Operations
    Employee Expenses                                           152,066       159,233        152,718            154,669         157,157         160,682
    Other Operating Expenses                                    100,718        87,998          95,202             81,203          83,570          81,459

Total Expenses from Transactions                                252,785       247,232        247,920            235,872         240,727         242,140
- Total Operations

Surplus / (Deficit) before Depreciation                            4,708       10,692         (1,880)             16,239          41,095              3,339
and Amortisation - Total Operations
    Depreciation and Amortisation                                 18,717       24,872          25,909             29,133          27,997          27,279

Net Result - Total Operations                                   (14,009)      (14,180)       (27,789)           (12,893)          13,099        (23,939)

(1) A large proportion of DELWP appropriations relates to tied funding for specific programs and projects e.g. biodiversity and pest control
    programmes, that typically have a 2 – 3 year funding cycle which lapses during the Plan period. The financial forecasts do not assume that
    these funding sources will be replaced unless already announced at the time of preparing the forecast.
(2) This funding relates to the funding required to manage ports and specific tied funding for projects such as Grampians Peaks Trail and
    St Kilda Pier.
(3) The increase in funding in 2022–23 and decrease in 2023–24 largely relates to funding associated with St Kilda Pier (recognised as revenue in
    2022–23 in line with project delivery projections).
(4) Sponsored works comprises numerous smaller sources of funding received from entities such as Catchment Management Authorities.

                                                                                                            Parks Victoria Corporate Plan 2020–2024      18
Operating Statement

TABLE 1A: OPERATING STATEMENT                               2019-20        2019-20        2020-21           2021-22         2022-23         2023-24
- CORE OPERATIONS                                           Budget         Forecast       Forecast          Forecast        Forecast        Forecast
                                                             ($’000)        ($’000)        ($’000)           ($’000)         ($’000)         ($’000)

Operating Income - Core Operations
    Parks and Reserves Trust (PRT) funding                     85,124       83,875          86,069             88,307          90,601          92,952
    Government funding
     DELWP Appropriations                                      53,532       55,492          58,630             59,834          59,612          56,576
    Fair value of assets received free of charge                       -              -              -                 -               -                  -
    Interest                                                    2,750         1,795            781                508             300               275
    Other Income
    (5) Commercial Income
      Leases and Licences Income                                9,451         4,388          4,186              9,929          10,178          10,432
      Camping Income                                            3,664         2,929          2,466              4,132           4,386              4,653
      External / Retail Sales Income                            4,659         3,312          3,750              5,254           5,577              5,917
      Accommodation Income                                      3,855         2,562          2,455              4,348           4,615              4,897
      Parking Income                                            2,974         1,948          2,015              3,355           3,560              3,778
      Other Commercial Income                                   4,182         2,405          2,274              4,717           5,007              5,312
    Total Commercial Income                                    28,785       17,544          17,145             31,736          33,323          34,989
    Other Miscellaneous Income                                    250          250             250                250             250               250

Total Income from Transactions                               170,441       158,957        162,875            180,635         184,085         185,042
- Core Operations

Operating Expenses - Core Operations
    Employee Expenses                                        107,891       107,128        110,758            115,390         118,275         121,232
    Other Operating Expenses                                   60,918       52,298          53,963             57,793          60,161          60,038

Total Expenses from Transactions                             168,808       159,425        164,722            173,184         178,436         181,270
- Core Operations

  Depreciation - Right of Use (ROU) Assets                             0      8,744          8,873              6,973           5,130              3,227

Total Expenses from Transactions (including                  168,808       168,169        173,595            180,157         183,566         184,497
Depreciation - ROU Assets) - Core Operations

Surplus / (Deficit) before Depreciation and                     1,633       (9,213)       (10,719)                477             519               545
Amortisation (including Depreciation - ROU Assets) -
Core Operations

Surplus / (Deficit) before Depreciation and                     1,633         (469)        (1,847)              7,451           5,649              3,772
Amortisation - Core Operations
  Depreciation and Amortisation                                18,717       24,872          25,909             29,133          27,997          27,279

Net Result - Core Operations                                 (17,084)      (25,341)       (27,755)           (21,682)        (22,348)        (23,507)

(5) The large year-on-year changes in commercial revenue relate to the impact of bushfires and COVID–19 in 2019–20 and the ongoing
    of impact of COVID–19 in 2020–21 – before commercial operations return to ‘normal’ levels in the later years.

                                                                                                         Parks Victoria Corporate Plan 2020–2024     19
Operating Statement – continued

TABLE 1A: OPERATING STATEMENT                     2019-20    2019-20    2020-21        2021-22         2022-23         2023-24
- TIED OPERATIONS                                 Budget     Forecast   Forecast       Forecast        Forecast        Forecast
                                                   ($’000)    ($’000)    ($’000)        ($’000)         ($’000)         ($’000)

Operating Income - Tied Operations
   Parks and Reserves Trust (PRT) funding            8,369    15,527       8,600           8,378           7,460              7,646
   Government funding
      DELWP Appropriations                          31,519    28,268      26,746          16,459          16,559          16,009
      Project Firefighters and Fire Suppression     19,742    29,759      20,730          21,008          21,295          21,591
      Other Appropriations (DOT and DJPR)           16,622    14,614      16,534          19,682          46,924              9,692
   Other Income
      Sponsored Works                                8,215      8,215      9,621           5,500           5,500              5,500
      Insurance Claims                               2,585      2,585        935             450                  -                  -

Total Income from Transactions
- Tied Operations                                   87,051    98,967      83,166          71,476          97,737          60,438

Operating Expenses - Tied Operations
   Employee Expenses                                44,176    52,106      41,960          39,278          38,882          39,450
   Other Operating Expenses                         39,800    35,701      41,239          23,410          23,409          21,421

Total Expenses from Transactions
- Tied Operations                                   83,976    87,806      83,199          62,688          62,291          60,870

Surplus / (Deficit) before Depreciation
and Amortisation - Tied Operations                   3,075    11,161         (33)          8,788          35,446              (432)

Net Result - Tied Operations                         3,075    11,161         (33)          8,788          35,446              (432)

                                                                                    Parks Victoria Corporate Plan 2020–2024     20
Balance Sheet

TABLE 2: BALANCE SHEET                       2019-20      2019-20    2020-21        2021-22         2022-23         2023-24
                                             Budget       Forecast   Forecast       Forecast        Forecast        Forecast
                                              ($’000)      ($’000)    ($’000)        ($’000)         ($’000)         ($’000)

Financial Assets
    Cash, Deposits and Receivables             21,782      22,296      19,967          21,349          19,676          20,122
    Investments and Other Financial Assets    125,878     115,878      60,878          50,878          50,878          50,878
Total Financial Assets                        147,660     138,175      80,845          72,227          70,554          71,000
Total Non-Financial Assets                   5,131,873   5,162,163   5,190,290     5,197,177       5,212,197       5,184,918

TOTAL ASSETS                                 5,279,533   5,300,337   5,271,135     5,269,404       5,282,751       5,255,918

Liabilities
    Payables and Prepaid Revenue               28,251      28,185      28,204          26,497          25,160          23,813
    Provisions and Other Liabilities           47,285      74,779      67,684          62,453          59,040          57,493

TOTAL LIABILITIES                              75,535     102,964      95,889          88,951          84,199          81,306

Equity
    Accumulated Surplus / (Deficit)           109,009     107,646      79,858          66,965          80,063          56,124
    Contributed Capital and Physical Asset   5,094,989   5,089,727   5,095,389     5,113,489       5,118,489       5,118,489
    Revaluation Surplus

TOTAL EQUITY - NET WORTH                     5,203,998   5,197,373   5,175,247     5,180,453       5,198,552       5,174,612

                                                                                 Parks Victoria Corporate Plan 2020–2024   21
Cash Flow Statement

TABLE 3: CASH FLOW STATEMENT                         2019-20       2019-20    2020-21        2021-22         2022-23         2023-24
                                                     Budget        Forecast   Forecast       Forecast        Forecast        Forecast
                                                      ($’000)       ($’000)    ($’000)        ($’000)         ($’000)         ($’000)

Cash Flows from Operating Activities
   Receipts
      Receipts from Parks and Reserves Trust           93,493       99,402      94,669          96,684          98,060        100,598
      Receipts from Customers and Other Sources       174,904      174,574     159,853        170,462         198,594         161,189
      Interest Received and GST Receipts               17,805       16,381      16,993          13,894          14,484              9,803
   Total Receipts                                     286,201      290,357     271,515        281,041         311,138         271,591
   Payments
      Payments to Suppliers and Employees           (251,504)     (252,497)   (249,491)     (239,320)       (244,002)       (245,628)
      Payments to Government for Revenue             (25,311)      (22,110)    (21,768)       (24,576)        (25,874)        (21,742)
      Collected and GST Payments
   Total Payments                                 (276,815)     (274,607)     (271,259) (263,896)        (269,875)        (267,370)

Net Cash From / (Used In) Operating Activities          9,386       15,750         256          17,145          41,263              4,221

Net Cash From / (Used In) Investing Activities       (26,581)      (17,347)        964        (26,019)        (43,016)                  0

Net Cash From / (Used In) Financing Activities         10,505       (4,541)     (3,401)         10,936            (270)         (3,322)

Cash Held at the End of the Financial Year             16,381       16,933      14,752          16,814          14,790          15,689

Other Financial Assets (Investments held
with Central Banking System (CBS))                    125,878      115,878      60,878          50,878          50,878          50,878

Total Funds at the End of the Period                  142,259      132,811      75,630          67,692          65,669          66,567

Consisting of:
 Cash Set Aside for Projects and Liabilities           93,146       94,690      49,099          39,432          35,632          34,719
 Cash Set Aside for Provisions                         47,285       47,719      49,319          50,919          52,519          54,119
 Cash Set Aside for Other                               1,828       (9,598)    (22,788)       (22,659)        (22,482)        (22,271)

Total Funds at the End of the Period                  142,259      132,811      75,630          67,692          65,669          66,567

                                                                                          Parks Victoria Corporate Plan 2020–2024     22
Capital Program

TABLE 4: CAPITAL PROGRAM EXPENDITURE                                           2019-20    2019-20     2020-21      2021-22          2022-23
- CAPEX AND OPEX PROJECTS                                                      Budget     Forecast    Forecast     Forecast         Forecast
                                                                                ($’000)    ($’000)     ($’000)      ($’000)          ($’000)

Capital Program - Capex Component

Grampians Peaks Trail
Implement a world-class long distance hiking experience enabling visitors
                                                                                  8,310    10,111      10,773                   -              -
to complete a 13-day/12-night walk from one end of the Grampians
(Gariwerd) National Park to the other.
Shipwreck Coast
Upgrade visitor infrastructure in Port Campbell and Port Campbell National
Park, including a new pedestrian bridge, viewing platforms,                      2,644      4,532        8,157              -              -
Wi-Fi networks and interpretation capability.
IT Infrastructure Refresh Program
Parks Victoria’s current IT Infrastructure is ageing or at end of life.
The IT infrastructure refresh includes three projects: Core Infrastructure       4,480      3,330          876              -              -
Refresh, Network Infrastructure Refresh, PC/Laptop Refresh.
Yarra Bend Netball Facilities
New netball precinct including 8 netball courts, community pavilion,
improved cricket and football (soccer) pitches, sports lighting,                 2,140        316        6,964              -              -
car parking and associated services and amenities.
Olinda Precinct Development
Construction of a new park on the site of the old Olinda Golf Course             1,870      2,021        1,192        2,010                -
including a playscape and sports oval.
Albert Park Sporting Assets
Deliver priority Stage 1 works associated with the Albert Park                     295        127        3,730        1,500                -
Master Plan.
Victoria’s Great Outdoors Program (1)
Parks Victoria’s share of the Great Outdoors Package projects
including campground upgrades, 4WD track upgrades and                              375        449          648        2,453             200
building and upgrading walking trails.
St Kilda Pier
Complete rebuild of the pier including a new dedicated penguin                     375           -       2,339       10,000          37,110
viewing area, new toilet facilities and sheltered areas.
Twelve Apostles Wastewater Upgrade
Construct a new sewage pipeline connecting toilets at the 12 Apostles with
the Port Campbell treatment plant. Project will be delivered by Wannon           3,172      3,373             -             -              -
Water.
Twelve Apostles Potable Water
Construct a potable water connection to the 12 Apostles Visitor Centre.          3,352      2,090        1,956              -              -
Project will be delivered by Wannon Water.
Point Nepean National Park
Deliver improvements to interpretation and visitor facilities through                 -       478        2,126          300                -
delivery of funded elements of the Point Nepean Master Plan.
Asset Management Information System (AMIS)
Introduce a new asset management system across Parks Victoria.                   1,927      1,512        1,259              -              -
Wye River and Otway Community Fire Recovery
Recovery works in the Wye River precinct and the Surf Coast and                  2,495      1,553          950              -              -
Colac Otway Park areas following the 2015 bushfires.
Jells Park
Replace playground equipment at Jells Park with an all abilities nature play
space with amenities that will be better integrated with the surrounding           345        620        2,298              -              -
gardens and bushland.

                                                                                              Parks Victoria Corporate Plan 2020–2024      23
Capital Program – continued

TABLE 4: CAPITAL PROGRAM EXPENDITURE                                              2019-20    2019-20     2020-21      2021-22          2022-23
- CAPEX AND OPEX PROJECTS                                                         Budget     Forecast    Forecast     Forecast         Forecast
                                                                                   ($’000)    ($’000)     ($’000)      ($’000)          ($’000)

Capital Program - Capex Component
Anglesea Heath
Incorporate Anglesea Heath into the Great Otway National Park.
                                                                                       300      392           482                  -              -
Includes the rehabilitation of denuded areas and the establishment
of park facilities.
Maits Rest Visitor Site: Great Otway National Park
Upgrade the visitor facilities at Maits Rest, including a new footbridge,
viewing platform, replacement of the boardwalk, and redesign and renewal            1,370     1,576              -             -              -
of carpark.
Sustainable Hunting Action Plan
Deliver the action items identified in the Sustainable Hunting Action Plan,
including improvement of signage and access, and the development of                   249       514           801              -              -
management principles to maintain quality habitats.
Kerferd Road Pier Upgrade Works: Albert Park
Overhaul of the Kerferd Road Pier.                                                    145         14             -             -              -
Arthurs Seat Landscape Master Plan
Upgrade the visitor facilities at Arthurs Seat, including upgrades to the
lower station carpark, refurbishment of toilet facilities, walking trail              980       784           189              -              -
upgrades and two nature-based playscapes.
Point Cook Homestead and Toilets Refurbishment Works
Upgrade the facilities at the Point Cook Homestead precinct, including
structural repairs on the building; decommissioning the septic tanks                  725       499           455              -              -
and establishment of a new sewer connection.
Werribee River Park New Entrance Road
Design, plan and implement a new park entrance, access road and                       250       124           717          300                -
associated landscaping at Werribee River Park.
Fix Failed Toilet Infrastructure at Four Parks
Repair of failed toilet facilities at Braeside Park, Dandenong Ranges NP, Point       461       283           400              -              -
Nepean NP and Alfred Nicholas Gardens.
Cowes Jetty Replacement
Replacement of the Cowes Jetty at Phillip Island.                                        -      482           918              -              -
Merri Creek Culvert Bridge and Paths
Upgrade visitor infrastructure at Merri Creek Park in Campbellfield,
including 6km of new bike and walking paths and a link to the Whittlesea              350       375         1,133              -              -
Public Gardens in Lalor.
Reinstatement of Mornington Pier Wave Protection
Reinstatement of the wave protection system at Mornington Pier including
installation of concrete wave screen panels, pile clamps, walers, core drilling          -        13             -             -              -
of capping beam, and reinstallation of timber decking.
Woowookarung Park Establishment
Developed a park plan and with visitor facilities within new regional park in            -      100            45              -              -
Ballarat.
Mount Buffalo Gorge Day Visitor Area Upgrade
Upgrade of facilities at Mount Buffalo Gorge.                                            -      464           300              -              -
Capital City Trail Gipps Street Ramp
All-ability access ramp to replace the Gipps Street steps.                               -        33             -             -              -
Suburban Parks Program
Implementation of the program on the Parks Victoria estate                                          -       3,000       17,800           5,000
including works at Plenty Gorge.
Projects less than $1m                                                              4,971     6,188         2,334        1,656             706

Total Capital Program - Capex Component                                            41,581    42,352       54,041        36,019          43,016

                                                                                                 Parks Victoria Corporate Plan 2020–2024      24
Capital Program – continued

TABLE 4: CAPITAL PROGRAM EXPENDITURE                      2019-20    2019-20     2020-21      2021-22      2022-23
- CAPEX AND OPEX PROJECTS                                 Budget     Forecast    Forecast     Forecast     Forecast
                                                           ($’000)    ($’000)     ($’000)      ($’000)      ($’000)

Capital Program - Opex Component

Shipwreck Coast                                               581         29          546              -             -
St Kilda Pier                                                    -      421           430              -             -
Point Nepean National Park
- Master Plan Implementation Program                          294       143              -             -             -
Anglesea Heath                                                   -          -            -             -             -
Maits Rest Visitor Site                                       390       301           356              -             -
Sustainable Hunting Action Plan                               150           -            -             -             -
Projects less than $1m                                        116         12          103              -             -
                                                            1,458     1,366         1,712          805             805
Total Capital Program - Opex Component                      2,990     2,272         3,146          805             805
Grand Total Capital Program (Capex and Opex Components)    44,571    44,624       57,187        36,824       43,821

                                                                         Parks Victoria Corporate Plan 2020–2024     25
Glossary
TERM        DEFINITION
DELWP       Department of Environment, Land, Water
            and Planning
DOT         Department of Transport
N/M         Not Measured
NP          National Park

Photo descriptions
PAGE        LOCATION/PHOTOGRAPHER
Cover       Pillar Point, Wilsons Promontory National Park
Inside      Wurundjeri Koorong Canoe Project
Cover
Page 3      Tower Hill Wildlife Reserve
Page 7      Lake Catani, Mount Buffalo National Park
Page 8      Hiking, Hollow Mountain, Grampians (Gariwerd)
            National Park
Page 10     Epicormic Growth – Kim Cott
Page 12     Sea Search, Point Addis Marine National Park
            – Carlie Bronk
Page 14     Scar tree, Wurundjeri Country
Page 27     Smooth Stingray (Dasyatis brevicaudata),
            Western Port – Jordan Reynolds

Document history
Version            1.0
Date published     To be confirmed
Issue comment      New 4 Year Corporate Plan
Approval           Parks Victoria Board 26 June 2020

                                                             Parks Victoria Corporate Plan 2020–2024   26
Smooth Stingray Western Port

Parks Victoria Corporate Plan 2020–2024   27
Parks Victoria
Level 10, 535 Bourke Street,
Melbourne, Victoria, Australia
www.parks.vic.gov.au or call 13 1963
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