Strategic Plan - Shelli Herman
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Strategic Plan
C O N N E C T, C R E A T E , C O N S E R V E The Zoo works to plan a future The core mission of the Zoo has remained virtually unchanged since our founding: To conserve animals and their habitats through animal management, research, recreation, and educational programs that encourage the support and enrich the experience of the public. In other words, we connect people to wildlife and nature, we create award-winning habitats to help us attend to the animals in our care, and we conserve animals to assure sustainable populations for the future. After the Saint Louis Zoo acquired 425 acres in the north St. Louis County and won the unprecedented 2018 Prop Z sales tax campaign, we knew it was essential to undertake a new Strategic Plan. And we knew this plan was critical as we plan this next phase of the Zoo’s history. The following strategic directions have been developed after many hours of discussion with Zoo volunteer leadership together with key Zoo staff. Each participant brought knowledge and experience to these areas of focus for the Zoo. All strategic directions also take into account the additional campus for the Zoo to accomplish its goals. We are excited to move into the next phase of the Saint Louis Zoo. We are humbled to have both the philanthropic support of so many to accomplish our vision as well as the support of the St. Louis community. Sincerely, Jeffrey P. Bonner, Ph.D. Dana Brown President & CEO
STRATEGIC
DIRECTION
1
ANIMAL WELFARE and DYNAMIC EXHIBITS
To provide the highest standards of animal care and welfare,
maximize species sustainability, present animals to the public in a
dynamic and impactful fashion, and connect the public to the Zoo’s
conservation message.
Key aspirational » Grow to be a national and international leader in advancing the
strategies include field of animal care and welfare.
» Become a leader in exceptional animal care and welfare in a
transparent and compelling manner.
» Create experiences that are specifically designed to connect
people with animals in a profoundly emotional way so that they
are inspired to join us in participating in conservation actions.
(i.e. web, exhibits, media, etc.).
» Develop a model Conservation and Animal Science Center
that utilizes population management/sustainability, animal
behavior, clinical medicine, wildlife conservation and ecology,
One Health, pathology, and welfare to save animals that are on
the edge of extinction.
STRATEGIC
DIRECTION
2
GUEST EXPERIENCE
To build upon the nation’s best guest experience among zoos and
aquariums and connect our audience to our conservation message.
As the Saint Louis Zoo embarks on our next decade of growth, we must
recognize that we are now part of an experience economy. Consumers
are shifting their purchases from goods to experiences. Growth in
experience purchasing is four times that of goods. It is expected that
by 2023, spending on experiences will be $12 billion. Millennials,
a large diverse generation, lead the way in spending in the experience
economy. There are several elements of experiences fueling this boom:
they can be shared by friends and families, the guest participation
supports other social causes or engages the intellect, and the
experience provides an affective response that is “sticky” or stays with
you. All of this learning will help shape the focus of increasing and
developing a superior guest experience.
Key aspirational » Foster a culture and build staff driven to provide consistent,
strategies include high-quality guest experiences.
» Attract new and under-represented audiences in our current
guest makeup and foster a truly inclusive experience for all.
» Create a world-class experience inspiring wonder and awe in
fostering emotional transformation.
STRATEGIC
DIRECTION
3
W I L D L I F E CO N SE R VAT I O N
To be a global leader in wildlife conservation and science.
Zoos are unique among all conservation organizations worldwide.
No other type of conservation organization cares for and maintains
extensive numbers of threatened and endangered species.
In addition, because zoos have live animals, zoos provide a
living classroom to answer critical conservation questions.
The Saint Louis Zoo is working locally and globally to solve
conservation challenges through rigorous conservation research,
advocacy and action here at the Zoo and in nature.
Key aspirational » Commit at least half of the Zoo’s operating expenses to
strategies include conservation and science.
» Become the international model for MULTI-Sector
collaborative conservation.
» Create a Conservation Academy that serves as a model for
training and mentoring in the conservation sciences.
STRATEGIC
DIRECTION
4
CO N SE R VAT I O N E D U C AT I O N
To be a global leader and innovator in conservation education by
empowering people to care about wildlife and actively pursue an
environmentally conscious relationship with the planet.
Key aspirational » Secure dedicated resources and establish new operational
strategies include models to support and grow conservation education
initiatives based on community needs and that show
evidence of greatest impact.
» Develop into the leading regional resource to deepen people’s
connections to the natural world, increase people’s caring
about nature, and extend their positive impact on wildlife and
their habitats.
» Come to be a global leader in partnering with agencies and
communities to create a united voice that strongly advocates for
wildlife and their habitats.
» Create a national model for cradle through retirement pathways
to grow conservationists and conservation advocates reflective
of our communities for both campuses.
STRATEGIC
DIRECTION
5
PLANNING, DESIGN & INFRASTRUCTURE
To be a model for sustainable operations and infrastructure that
preserves the Zoo’s heritage and positions us as the nation’s
greenest zoo.
The Zoo is home to beautiful, well-cared-for buildings (some of
which have existed for 100 years or more) as well as striking modern
structures designed to be both functional and sustainable. The grounds
of the Zoo can be compared to the lushest botanic garden, and our
animal habitats provide for the best possible care for our animals. With
the implementation of the Strategic Plan, the Zoo will re-double its
efforts to be a model for sustainable operations.
Key aspirational » Become the best sustainable zoo from vendor to guest and to
strategies include become the nation’s “greenest zoo” by setting and achieving
measurable goals.
» Engage in a master planning process that results in unique
and groundbreaking guest experiences and optimal animal
environments.
» Maintain our physical infrastructure in a proactive manner that
supports operational excellence and promotes a culture focused
on sustainability and preventative maintenance.
» Provide exceptional spaces for guests, employees, programs
and Zoo operations.
STRATEGIC
DIRECTION
6
OUR PEOPLE
Ensure that the Saint Louis Zoo is one of the best places to work, volunteer
and serve in the country and is an organization where every individual
knows and understands how their role connects to the conservation
mission of the Zoo.
Key aspirational » Become a model organization for pioneering advancements in
strategies include diversity, inclusivity and representation of its communities across all
departments and levels.
» Support, inspire and implement a cultural evolution from equality-
based to equity-based thinking.
» Design bold and dynamic organizational structures for evolving and
growing both campuses that promote opportunity and growth and
ensure operational success.
» Attract new entrants into the workforce by providing the best first
job experience imaginable and provide skill development that will
enrich for a lifetime.
» Leverage technology, innovation and other resources in the
workplace to offer Zoo employees and volunteers a best-in-class
experience.
» Engage our volunteers in ways that make them feel like an integral
part of the organization’s mission and create lifelong Zoo advocates.
» Foster a culture of continuous improvement by investing in the
development of our employees and aligning their personal
aspirations with professional growth opportunities.
STRATEGIC
DIRECTION
7
S U STA I N A B L E G R OW T H
Generate sufficient financial resources and relationships to build
a financially viable institution into the future while keeping the
Zoo free to all.
This Strategic Plan is far and away the most ambitious program we
have ever contemplated. This means we must embark upon, and
complete, the most successful fundraising campaign in the history
of the Zoo. While our support base is extensive and our mission and
program is exciting, we know we must have strong volunteer leadership
to succeed. While we have an experienced and talented professional
staff, we also recognize the importance of expanding that professional
staff to meet the needs of the campaign and providing them with the
resources needed to do the job.
Key aspirational » Complete the most successful comprehensive fundraising
strategies include campaign in the history of the Zoo.
» Become a leader in furthering the Saint Louis Zoo’s impact on
our region, country and world by developing dynamic financial
partnerships.
» Be excellent stewards of our resources through proper planning
and expense control.
» Cultivate and grow public financial support.
» Model creative, high-impact and diversified earned revenue
opportunities.
STRATEGIC
DIRECTION
8
CO M M U N I C AT I O N S
Create an integrated communication plan to support all the goals
contained within the Strategic Plan.
Key aspirational » Build upon the current perception as a beloved institution by
strategies include continuing to promote the Zoo as the premier attraction in the
region for building family memories and connecting people with
animals and nature. This will be accomplished through strategic
message strategies employed through traditional paid and
earned media and by continuing to be responsive to digital and
web trends.
» Grow the perception of the Saint Louis Zoo to that of a leading
conservation organization through targeted, key messages
to a variety of specific local, regional, national and
international audiences.
» Create awareness and high consumer interest in the compelling
new wildlife adventure experience offered at the Saint Louis Zoo
WildCare Park, continually targeting Saint Louis Zoo guests,
the local community and the larger tourist community.
This will include strong partnerships to reach tourists to the
region and by leveraging the strong established brand of the
Saint Louis Zoo.STRATEGIC
DIRECTION
9
T EC H N O LO GY SE R V I CES
Create an integrated, strategic Information Technology plan to support
the goals of the Strategic Plan.
Like much of the Zoo’s non-technology-related infrastructure,
the Zoo’s IT infrastructure continually requires updating. The Zoo needs
to upgrade and streamline its Point of Sale System; it needs its online
sales and reservations systems to perform better; our various systems
need to communicate and integrate seamlessly with each other; and
our exhibits, attractions and equipment need to continue to become
more modernized and efficient. This Strategic Plan elevates the role
of Technology Services from a break-fix entity to a Strategic Business
Partner focused on ensuring the Saint Louis Zoo has the capabilities to
meet and exceed the goals proposed throughout this plan.
Key aspirational » Incorporate technologies that deliver overall value,
strategies include based on enhanced capability, reduced costs and
alignment with organizational initiatives.
» Implement a futuristic technology landscape supportive of
unique, immersive experiences designed to be transformative
catalyst for employees, guests and volunteers.
» Put into operation an organizational innovation platform that
encourages and supports transparent, intentional, purposeful
collaboration throughout the organization.ST E E R I N G CO M M I TT E E :
Winthorp B. Reed III, Co-Chair Wendy J. Henry Steven F. Schankman
John R. Sondag, Co-Chair Robert R. Hermann, Jr. Robert T. Sharp
Joseph T. Ambrose Jerald L. Kent Robert B. Smith III
Cynthia J. Brinkley Alicia S. McDonnell Maria G. Taxman
Steven Finerty JD, CFP Patrick J. Moore Lawrence E. Thomas
Matthew W. Geekie Chonda Nwamu James E. Williams Jr.
Kenneth H. Hannah James Sansone
STA K E H O L D E R E N G A G E M E N T G R O U P :
Barbara C. Archer Janet M. Holloway Tom Ott
Thomas G. Barnett Joseph F. Imbs III Kevin M. Pesko
Susan S. Block Chrissie Jenkins Mike Poletti
Senator Christopher Molly M. Jones Kitty Radcliffe
“Kit” Bond Jeremy Kane Lauren Remspecher
Christine Boushka Frank Kartmann Ann Rice
James H. Buford Alan Kindsvater Thomas W. Santel
Alex Burkart Wendy Knudsen Nancy Schnuck-Diemer
August A. Busch III F. Holmes Lamoreux Megan Schwedtmann
Christine Chadwick Katie Lineberry Maddie Sciortino
W. Thomas Chulick Carol Loeb Curtis B. Searcy
Congressman Lacy Clay, Jr. Karen Lorenzini Reverend Dr. Ernest G.
C O N N E C T, C R E A T E , C O N S E R V E V I S I O N Karen L. Condie Shields, Sr.
Joseph O. Losos
Sander H. Coovert Dr. Michael D. Shonrock
With this Strategic Plan as our blueprint, we’re excited Melissa Markwort
Charles Drury, Jr. John Simmons
to venture forward and continue to build up our Zoo as a Richard and Nancy Marston
Nina O. Durham Ryan J. Martin Suzanne Sitherwood
renowned institution, both in our St. Louis community
Sharon D. Fiehler Reverend Eric Mason Kim Sonderman
and beyond.
Jeffrey L. Fox James S. Mazzio David L. Steward
As evident by this plan, we are passionate about the work Pamela A. Glaser Jack Terschluse
Eleni Mazzola
we do. We also approach our Zoo’s overall mission from many Janis G. Goldstein Anthony R. Tersigni
Susan B. McCollum
unique angles. Whether through animal welfare, providing Hugh Grant Charles L. Merz Trudy Busch Valentine
a great guest experience, conserving wildlife, education, Tracy C. Green Dr. Sean P. Mulqueeny O.D. Mahlon B. Wallace III
sustainable architecture, supporting staff and volunteers, Shawn Hagan Reverend Dr. Earl. E. John K. Wallace, Jr.
fundraising and building relationships, communicating Meghan Haines Nance, Jr. Senator Gina Walsh
effectively, or implementing the most useful technology, Gary A. Halls Heather Navarro Rochelle Walton-Grey
our drive ultimately leads to one fundamental value: we are Robert R. Hermann Christopher Nazaruk, ARe Eric Werner
dedicated to caring for animals. Georgey K. Herron Linda O’Hara Susan Werner
Lesley Hoffarth Kathy Osborn Thelma Zalk
By working together and continuing to evaluate our goals, we
can make a lasting difference for animals, people and
our planet.ST R AT EG I C D I R EC T I O N ST R AT EG I C D I R EC T I O N ST R AT EG I C D I R EC T I O N
GROUP 1: GROUP 2: GROUP 3:
ANIMAL WELFARE AND GUEST EXPERIENCE W I L D L I F E CO N SE R VAT I O N
DYNAMIC EXHIBITS Volunteers: Volunteers: Staff:
Volunteers: Yoni Danieli Chonda Nwamu, Co-Chair Pat Moore, Chair Lauren Augustine
Alicia McDonnell, Chair Dustin Deschamp Wendy J. Henry, Co-Chair Leif Bergquist Steve Barth
Joyce Wood-Buchheit Mary Duncan Joseph T. Ambrose Clifford K. Holekamp Karen Bauman
Dr. Edmond B. Cabbabe Martha Fischer Michael Dierberg Andrew S. Love Dr. Jeffrey Bonner
Dr. Eva L. Frazer Kayla Garcia Steven Finerty JD, CFP Anna E. McKelvey Mike Dawson
David Hatfield Leslie Garner Jacob Herschend Dr. Patty Parker Dr. Sharon Deem
Steve Holmes Chris Hanley Ricky L. Hopkins Sr. Mark J. Schnuck Dustin Deschamp
Jerald L. Kent Julie Hartell-DeNardo Karen Lorenzini Ashish Sinha Martha Fischer
Debbie Milner Amanda Hausman Michael Loynd Joseph R. Sivewright Bill Houston
Judith B. Kouchoukos Heidi Hellmuth Jennifer T. McGrath Dr. MariaTeresa Lisa Kelley
Julia Mize Tersigni-Tarrant Lisa Lidgus
Joseph O. Losos Cynthia Holter
Elizabeth Monticelli Virgil Van Trease Jonathan Losos
Dr. Jonathan Losos Ted Hornbeck
John L. Morris Wendy Knudsen Michael Macek
Lisa W. Nouss Bill Houston
Andy Newman Susan Williams David McGuire
Neal F. Perryman Jeffrey Huntington
Dr. Steven S. Pope Lisa Kelley Robert F. O’Loughlin Bob Merz ST R AT EG I C D I R EC T I O N
Dr. Will R. Ross MPH Lisa Lidgus Gregory Portell Dr. Luis Padilla GROUP 4:
Robert B. Smith III Michael Macek Stephen M. Reese Cassandra Ray CO N SE R VAT I O N E D U C AT I O N
Kathy Snowden David McGuire Lauren E. Remspecher Anne Tieber Volunteers: Staff:
Patty Taylor Jane Merkel Steven F. Schankman Eric Vreeland Maria Taxman, Chair Steve Barth
Dan Watt Kayla Garcia Robert T. Sharp Dr. Theresa Coble Dr. Jeffrey Bonner
Michael Macek
Robert Williams Dr. Jo-Elle Mogerman Michael Staenberg Laura Courtney Emily Bowling
Jim Madison
Staff: Sydney Oliveira Kevin Travers Stephanie C. Dorris Louise Bradshaw
Jordan Mandel
Victor Alm Dr. Luis Padilla Lottie Wade Dr. Paul Evensen Mary Brong
Andrew Marti
Lauren Augustine Katie Pilgram-Kloppe James E. Williams Jr. Dr. Edward Hightower John Clark
David McGuire
Steve Barth David Powell Staff: Mark W. Hubbert Dr. Sharon Deem
Dr. Jo-Elle Mogerman
Karen Bauman Cassandra Ray Steve Barth Dr. Rhonda Key Dustin Deschamp
Amy Niedbalski
Steve Bircher Scott Runnels Dr. Jeffrey Bonner Carol Klein Kim Hoormann
Dr. Luis Padilla
Dr. Jeffrey Bonner Deb Schmidt Louise Bradshaw Dr. Miranda Ming Jackie Johnson
Hannah Petri
Helen Boostrom Alice Seyfried Billy Brennan Dr. Jeanne Sinquefield Keri Lammering
Bill Poats
Emily Bowling Ed Spevak Andy Bundesen Ginger Smith Michael Macek
Cassandra Ray
Mary Brong Tim Thier James Calvin Sheila Voss David McGuire
Alice Seyfried
James Calvin Anne Tieber Mel Carr Barbara J. Wilson Dr. Jo-Elle Mogerman
Mike Siemers
Shannon Ceverny Kyle Ulmer Dustin Deschamp Carol A. Wilson Amy Niedbalski
Erin Tate
Dr. Sathya Chinnadurai Mark Wanner Martha Fischer Dr. John A. Wright Cassandra Ray
Ginnie Westmoreland
John Clark Leslie Garner Dr. Luis Padilla
Amy Zentgraf
Cynthia Holter Patty Parker
Bill Houston Laura Seger
Ryan Jeffrey Ed Spevak
Gregory A. Linton Jayne UllstromST R AT EG I C D I R EC T I O N ST R AT EG I C D I R EC T I O N ST R AT EG I C D I R EC T I O N
GROUP 5: GROUP 6: GROUP 7 :
PLANNING, DESIGN & OUR PEOPLE S U STA I N A B L E G R OW T H
INFRASTRUCTURE Volunteers: Ryan Jeffery Volunteers : Staff:
Volunteers: Glen Donjon Larry Thomas, Chair Tim Knock Cindy Brinkley, Chair Dr. Jeffrey Bonner
Jim Sansone, Chair Anne Duncan Kathy Federico Maria Hendrix Christine Boushka Andy Bundesen
Karl A. Grice Leslie Garner Charles Henson Cynthia Holter Mary B. Campbell Billy Brennan
Douglas E. Hill Chris Hanley Ken Johnson Tim Huett The Honorable Lucia Clifton
Davida Layer Michael Macek James F. Conway Cynthia Holter
Todd J. Korte Ted Hornbeck
Peggy Ritter Jim Madison Mike DuBois Jeffrey Huntington
Susan B. Krawll Wanda Kolo
Steve Roberts Andrew Marti Matthew W. Geekie Brian Jenkins
Michael P. McMillan Michael Macek
Dr. Eric Werner Cait McGrath Randell E. Gelzer Jr. Tim Knock
T. Christopher Peoples Andrew Marti
Joe Wiley David McGuire Gary Halls Michael Macek
Kathy Williams Jim Madison
Becky Boomer-Schlegel Jason Moder Kenneth H. Hannah Jim Madison
Staff : David McGuire
Staff: Dr. Jo-Elle Mogerman Robert R. Hermann, Jr. David McGuire
Steve Barth Jo-Elle Mogerman This Strategic Plan was developed
Steve Barth Domini Montgomery Michael J. Hickey Cassandra Ray
Candace Bingham Dr. Luis Padilla with the Saint Louis Zoo’s three tenets
Chris Blair Dr. Luis Padilla Molly Hyland Ginnie Westmoreland of excellence and core values in mind.
Dr. Jeffrey Bonner Jamie Palmer
Dr. Jeffrey Bonner Cassandra Ray John F. Meara Judy Rancour
Louise Bradshaw Cassandra Ray Animals Always: The care and
Mel Carr Judy Rancour Christopher Nazaruk, ARe Lori Sullivan protection of our animals, the
Mary Brong Tom Sehnert
Thomas P. Pollihan conservation of their species and the
James Calvin Matt Shelby Julie Hartell-DeNardo Katie Rowland
William R. Schmidt preservation of the wild places where
Dr. Sathya Chinnadurai Ed Spevak Dustin Deschamp Deb Schmidt they exist are the driving forces of all
Katie Emerick Anne Tieber John R. Sondag organizational activities.
Dr. Sharon Deem Jennifer Walton
Fred Falker Jennifer Walton Lisa K. Sullivan
Dustin Deschamp People Matter: We care for and about
Martha Fischer people: our staff, our volunteers, our
visitors, and our partners.
CO L L A B O R AT I V E Operational Excellence: Our success
ST R AT EG I ES , I N C . as a mission-driven organization
depends on our ability to achieve and
Gina Hoagland Tricia Sanders
sustain business excellence.
Jim Del Carmen Jason Growe
Yoni Danieli
OUR VALUES
Community: We create a healthy
ZOO MANAGEMENT TEAM: work community through our actions,
attitudes, values and ethics.
Dr. Jeffrey Bonner David McGuire
Creativity: We support the power of
Dustin Deschamp Dr. Jo-Elle Mogerman new, creative and innovative ideas.
Cynthia Holter Dr. Luis Padilla Openness: We share information freely
Michael Macek Cassandra Ray and pro-actively.
Jim Madison Integrity: We are truthful: we accept
Andrew Marti responsibility for our actions and hold
each other accountable.
Life-Work Balance: We support
wellness, stability, fulfillment and
enjoyment in our professional and
personal lives.2020
Our Mission
The mission of the Saint Louis Zoo is to
conserve animals and their habitats through
animal management, research, recreation,
and educational programs that encourage the
support and enrich the experience of the public.
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