{ "entity_id": "S-VIC-018", "folder": "Zoological-Parks-and-Gardens-Board", "name": "Zoological Parks and Gardens Board", "type": "Statutory Authority", "jurisdiction": "VIC", "portfolio": "", "website": "https://www.zoo.org.au/", "data_status": "stub", "completeness": { "has_strategy_brief": false, "has_strategy_structured": false, "has_vision": false, "has_kpi_targets": false, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 16, "n_kpi_targets": 0, "n_kpi_results": 0, "n_outcomes": 0, "verified_own_data": false }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "", "official_site_url": "https://www.zoo.org.au/", "source_documents": [ { "type": "annual_report", "title": "2024-25 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023-24 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-23 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/stkdcm15/zv-annual-report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021-22 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "2020-21 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "2024-27 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf", "period": "2024", "confidence": "high" }, { "type": "corporate_plan", "title": "2020-21 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/4bkdfgxd/corporate-plan-2020-21.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "2018-21 Strategic Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf", "period": "2018", "confidence": "high" }, { "type": "corporate_plan", "title": "2017-18 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf", "period": "2017-18", "confidence": "high" }, { "type": "corporate_plan", "title": "2016-17 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf", "period": "2016-17", "confidence": "high" }, { "type": "strategie", "title": "Zoos Victoria 2030 Strategy - (PDF)", "url": "https://cdn-site.zoo.org.au/media/youelnok/zoos_victoria_2030_strategy.pdf", "period": "2030", "confidence": "medium" }, { "type": "annual_report", "title": "Annual Report", "url": "https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf", "period": "2024", "confidence": "high" } ], "purpose": null, "vision": null, "strategic_priorities": [], "values": [], "outcomes": [], "performance_measures": [], "document_alignment_terms": { "must_support": [], "watch_terms": [], "avoid_claiming_without_evidence": [] }, "review_note": "No current official strategy document has been verified yet." }, "strategy_brief_md": null, "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Zoological Parks and Gardens Board - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:49:50.551864+00:00\n**Entity ID**: S-VIC-018\n**Entity type**: Statutory Authority\n**Jurisdiction**: VIC\n**Portfolio**: \n**Website**: https://www.zoo.org.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 5 |\n| other-pdfs | 4 |\n| pages | 4 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- 2017/18 Strategic Initiatives Leadership\nAnimal welfare – stay the course GM Life Sciences\n+ Conduct annual welfare surveys to inform our cycle of continuous\nimprovement and ensure zero negative welfare states\n+ Deliver Willy Wonka initiative – provides innovation in animal enrichment and\nthe fun for animals and wow for visitors\n+ Animal welfare code and organisational culture to provide guiding principles\nAnimal care decision making Wildlife\nConservation and\n+ Deliver animal welfare training to encourage curiosity in staff and a hunger\nScience\nfor best practice\nGM Life Sciences\n+ Develop Animal Welfare Hazard Assessment process that uses evidence-\nbased data to inform decision making\n+ Implement the welfare decision tree to ensure objective and transparent\ndecision making\n+ Implement best practice standards for animal welfare\nAnimals in our strategic planning Wildlife\nConservation and\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- Welfare risk Improve welfare of zoo animals through animal welfare risk Properties\nresponse assessments, investigations and reviews WCS\nResearch Deliver a strategic research program that supports evidence-based WCS Animal welfare Animal welfare\nmanagement and advancements in animal welfare\nguiding principles daily practice\nSpecies planning Review species planning frameworks and supporting tools in line with WCS\nJustified Staff expertise\nfor conservation conservation purpose and develop long-term implementation plans Properties\nAligned to conservation mission Developing staff expertise through\npurpose\ntraining and engagement\nHumane\nCapacity building Deliver opportunities for impactful staff learning experiences and WCS\nMeeting the physical, social and Latest science\ndecision support tools that advance welfare of animals in our care Properties\n Source: `corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)`\n- [Page 5]\nOur charter,\nour purpose\nOur vision Governance and legislation\nAs a world-leading • Innovative, scientifically • Providing profound zoo-based Since 1973, the three great zoos Comprised of nine members • Setting appropriate Board policies\nsound breeding and recovery animal encounters to connect collectively trading as Zoos Victoria appointed by the Governor in Council, providing strategic, ethical and\nzoo-based conservation programs to support Critically people with wildlife – Healesville Sanctuary (formally on the recommendation of Hon Lily operational guidance\norganisation, we are Endangered Victorian, terrestrial, • Strong commercial approaches to known as the Sir Colin MacKenzie D’Ambrosio MP, Minister for Energy, • Approval of annual and\nvertebrate species secure financial sustainability Sanctuary), Melbourne Zoo and Environment and Climate Change corporate plans\n Source: `annual-reports/2021-22.pdf (https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf)`\n- In\nparticular, the use of animals must be essential, ethically acceptable and fully-justified,\nwith special reference to the principles of:\n2.1.1 replacement – the achievement of a given purpose of an activity or project\nwithout the use of animals;\n2.1.2 reduction - the use of the minimum number of animals required to obtain a\nmeaningful, valid outcome, and\n2.1.3 refinement – the use of methods that alleviate or minimise potential pain and\ndistress and enhance animal wellbeing.\n Source: `other-pdfs/zv_animal_ethics_committee_terms_of_reference_2024_approved.pdf (https://cdn-site.zoo.org.au/media/wwcnxwye/zv_animal_ethics_committee_terms_of_reference_2024_approved.pdf)`\n\n### Role and Functions\n\n- [pages 12,13,14,15,16]\nenewable energy portfolio\nOther projects Wildlife\nConservation and\n+ Beads for Wildlife – maintain current purchase and supply rates to provide\nScience\ncommunity continuity and sustain conservation benefits\n+ Seal the Loop – secure a partner to administer the project whilst ensuring\nprogram longevity and impact\n+ Love Your Locals – two community engagement initiatives per property, with\neffectiveness measured via visitor awareness and recall, Fighting Extinction\nSchool engagement\n+ Onsite Donations – Sustain targets based on trend\n+ Connect Understand Act – Roll-out targeted training for Zoos Victoria staff\nand volunteers\nprofound Visitor Experiences Business\nDevelopment\n+ Development and implementation of standards\n+ Training of staff and volunteers\n10 ZOOS VICTORIA CORPORATE PLAN 2017-18\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- 2017/18 Strategic Initiatives Leadership\nSet standards for visitor engagement across the organisation Property Directors,\nBusiness\n+ Workshop and train our staff\nDevelopment\n+ Ongoing PDCA (checking and acting) to ensure the standards are achieved\n+ Renew and refresh visitor engagement\n+ Secure enabling infrastructure\n+ Incorporate community conservation\nDelivery of strategy to provide clarity on how marketing, communications and Marketing,\ndigital will support visitation and revenue objectives Communications\nand Digital\nCRM – complete the rollout of the CRM and ticketing system to improve the Digital\nvisitor experience\nEngaging digital products and services which enhance the visitor experience, Digital\nincluding quality online maps and centralised content management for screens\nScope a project for conversion of ticket sales to self-service – online and at entry Digital\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 4]\n“Must See” Public Programs\n2018/19\nMZ National Geographic Wildlife Photo Exhibit; Wiggles Corroboree Frog Disco, Zoo Lights, Dino Zoo\nWORZ Sunset Safari, Wild Nights, Wild & Curious, Open Range Dinosaurs\nHS Wine and Wildlife, Hop Fest, Iconic Australia, Mega Fauna\nZV Stopping Extinction – Dino Mania\n2019/20\nMZ National Geographic Wildlife Exhibit; Zoo Lights, Wild Lego\nWORZ Sunset Safari, Wild Nights, Wild & Curious, Safari Walk\nHS Wine and Wildlife, Hop Fest, Iconic Australia\nZV Zoo after dark\n2020/21\nMZ Zoo Lights, Dino Zoo, Frogs\nWORZ Sunset Safari, Wild & Curious, Open Range Dinosaurs\nHS Hop Fest, Iconic Australia, Mega Fauna, Wine and Wildlife\nZV Stopping Extinction – Dino Mania\nBUDGET (MILL)\n$‘000 2018/19 % 2019/20 2020/21\nRevenue - Operations $78.6 78% $89.7 $95.5\nRevenue - Government $22.6 22% $15.0 $15.5\nExpenditure - Operations $98.2 92% $101.2 $104.0\n Source: `corporate-plans/2018.pdf (https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf)`\n- [Page 11]\nImpact and Reach\nOur People Action Area\nFinancial\nAnimals Conservation Visitors People\nSustainability\n2018 - 2021\nPEOPLE GOAL: PEOPLE OBJECTIVES: PEOPLE PERFORMANCE MEASURES\n1 For staff and volunteers to go home happy, safe and well today and every day. • Leadership Measure according\nWe care for Zoos Victoria\nto Pulse Survey or People\n2 Our staff will have a clear understanding of the organisations’ priorities as they\nstaff and volunteers by Matters Survey.\nevolve and the role their team plays in achieving these objectives.\n• Employee Engagement Index\nproviding support and 3 Every Zoos Victoria team member works to clear performance targets,\naccording to Pulse Survey or\naccountabilities and receives regular feedback including recognition\nservices in line with our People Matters Survey.\nor assistance where performance is lacking.\n• Workplace Safety according to\n Source: `corporate-plans/2018.pdf (https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf)`\n- AMAF\nProject Develop a formalised approach to manage investment in asset renewal, Finance\nPriority Activity Lead\nmanagement animal welfare, threatened species, visitor engagement, staff amenity, Properties\nand inclusion and diversity projects Inclusive physical Develop accessibility audit process and incorporate priorities into capital Properties\nenvironment development, maintenance and budget planning\nAsset management Deliver actions to meet Asset Management Attestation Framework Finance\n(AMAF) requirements under the State Government Standing Directions Properties\nDiversity and Develop strategic partnerships with key disability access and inclusion HR\ninclusion organisations\npartnerships\nStaff amenities Review compliance with WorkSafe workplace facilities and working Properties\nenvironment, including multifaith spaces, and deliver priority upgrades\n Source: `corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)`\n- AUDIT AND RISK MANAGEMENT AND COMPLIANCE COMMITTEE ATTENDANCE\nNo. of meetings attended\nNames Position Period\nto no. of meeting held\nBoard Member 01/07/2020 to\nWilliam Whitford 6/6\n(Committee Chair) 30/06/2021\n01/07/2020 to\nKate Vinot Board Chair 6/6\n30/06/2021\n01/07/2020 to\nNatasha Bowness Board Member 6/6\n30/06/2021\n01/07/2020 to\nDana Hlavacek Board Member 6/6\n30/06/2021\nThe main responsibilities of the Audit and ZOOS MANAGEMENT IN ATTENDANCE, BUT\nRisk Management and Compliance Committee NOT MEMBERS OF THE COMMITTEE:\nare to: Dr Jenny Gray\nChief Executive Officer\n• Review the quality of statutory financial\nreporting and support the Board in making Mark Lucas\ninformed decisions regarding accounting Chief Financial Officer\npractices and disclosure; Lawrence Tai\n• Review the quality of management financial Senior Manager\nreporting and support the Board in making Governance and Risk\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n\n### Strategic Priorities\n\n- Supporting Measures\nAction Area Supporting Performance Indicator June 2017\nConservation Community conservation actions taken 165,000\nConservation Number of students taking part in Education for Conservation 160,000\nConservation $ investment in conservation master plans $9 million\nAnimals % of the animals within our care that have enrichment plans 100%\nCommunity Increase Zoos Victoria email subscribers 200,000\nCommunity Online ticket sales 6% of visitation\nPeople Staff training hours 3,000 hours\nPeople Safety Circle culture index 70\nFinancial Sustainability Number of members 275,000\nFinancial Sustainability Membership retention 52%\n*Zoos Victoria acknowledges previous funding through the Department of Environment, Land, Water and Planning (DELWP)\nto support recovery actions for a number of these priority species.\n Source: `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)`\n- [Page 11]\nImpact and Reach\nOur People Action Area\nFinancial\nAnimals Conservation Visitors People\nSustainability\n2018 - 2021\nPEOPLE GOAL: PEOPLE OBJECTIVES: PEOPLE PERFORMANCE MEASURES\n1 For staff and volunteers to go home happy, safe and well today and every day. • Leadership Measure according\nWe care for Zoos Victoria\nto Pulse Survey or People\n2 Our staff will have a clear understanding of the organisations’ priorities as they\nstaff and volunteers by Matters Survey.\nevolve and the role their team plays in achieving these objectives.\n• Employee Engagement Index\nproviding support and 3 Every Zoos Victoria team member works to clear performance targets,\naccording to Pulse Survey or\naccountabilities and receives regular feedback including recognition\nservices in line with our People Matters Survey.\nor assistance where performance is lacking.\n• Workplace Safety according to\n Source: `corporate-plans/2018.pdf (https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf)`\n- Conservation Deliver priority campaigns that address emerging conservation issues WCS\ncampaigns and align with property focus where possible Properties\nPriority Activity Lead\nCommunity Explore ways to involve the broader community in wildlife conservation, BD\nSocial research Deliver research program that measures campaign efficacy as well as WCS\neducation including youth engagement and partnerships with public landholders WCS\nvisitor attitudes, beliefs and behaviours\nMember advocates Improve the way that Zoos Victoria members are engaged and BD Social research Explore Victorian community attitudes, beliefs and interactions to better WCS\nsupported in their conservation actions WCS understand people’s daily relationship with wildlife\n Source: `corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)`\n- AMAF\nProject Develop a formalised approach to manage investment in asset renewal, Finance\nPriority Activity Lead\nmanagement animal welfare, threatened species, visitor engagement, staff amenity, Properties\nand inclusion and diversity projects Inclusive physical Develop accessibility audit process and incorporate priorities into capital Properties\nenvironment development, maintenance and budget planning\nAsset management Deliver actions to meet Asset Management Attestation Framework Finance\n(AMAF) requirements under the State Government Standing Directions Properties\nDiversity and Develop strategic partnerships with key disability access and inclusion HR\ninclusion organisations\npartnerships\nStaff amenities Review compliance with WorkSafe workplace facilities and working Properties\nenvironment, including multifaith spaces, and deliver priority upgrades\n Source: `corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)`\n- [pages 12,13]\nexperiences to ensure they meet the needs of MCD\nCALD and other communities\nBreeding and Deliver priority conservation breeding and research facilities Properties\nEducation and Improve education and training opportunities for staff and volunteers in Properties\nresearch facilities WCS\ntraining order to provide an inclusive environment for all HR\nMulti-faceted Develop infrastructure that enables innovative zoo experiences for both Properties\nfacilities visitors and animals, including flexible habitats that offer flexibility for WCS\nrotation of new species and future planning\nFirst Peoples Deliver opportunities for First Peoples’ involvement in future capital Properties\ninvolvement development WCS\nFinance\n22 | Zoos Victoria Corporate Plan 2024–2027 Zoos Victoria Corporate Plan 2024–2027 | 23\n Source: `corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)`\n- Cost management Develop a viable and disciplined approach to managing and reducing Finance\ncost of business, including wages and overheads, whenever possible\nPriority Activity Lead\nThreatened Species Improve sustainable funding for Threatened Species recovery work, WCS\nEfficiency Improve efficiency in major systems, including reporting transformation, MCD\nrecovery investment including securing new funding sources BD\ndata governance, records management and data availability\nFinance\nPartnerships Improve sponsorship program and increase partnerships to support BD\nTechnology Investigate new technology to offer more efficient systems, which MCD\nrevenue visitor economy, including international tourism\nstreamline business processes and reduce errors\nCommunity Develop community fundraising trial as a third campaign for National BD\n Source: `corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)`\n- OH&S training plan Develop OH&S training plan, including OH&S cultural maturity staff HR\nsurvey in 2025\nPriority Activity Lead\nCulture Deliver cultural and leadership renewal plan priorities HR\nOH&S training Improve safety awareness training and further develop specialised HR\ndelivery OH&S training\nWorkplace safety Develop a risk-informed and protective approach to managing physical All Positive behaviours Deliver initiatives that empower managers and staff to reduce bullying, HR\nand psychosocial risks in the workplace, including addressing safety sexual harassment, occupational violence and discrimination in our\nconcerns and risk identification workplace\nLearning and Improve learning and development opportunities, and resourcing HR\ndevelopment for all our people\nLeadership Deliver a leadership development program aligned with our Cultural HR\n Source: `corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)`\n- The audit included assessments against\nfor our injured staff.\nmore than 200 audit line items and identified a host Incidents 295 228 176\nof valuable insights that will be used to guide our\nPer 100 FTE 46 37 29\nstrategic direction in the coming years.\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- [pages 8,9,10]\nty 20 native animals;\n+ Build the capacity of the Victorian community to fight wildlife extinction;\n+ Impact local, regional and international priority projects ensuring that our efforts to fight\nextinction drive social and environmental gains;\n+ Are underpinned by strong science; and\n+ Are both recognised and valued by our stakeholders and partners.\n Source: `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)`\n- [pages 15,16,17]\nvaluable insights that will be used to guide our\nPer 100 FTE 46 37 29\nstrategic direction in the coming years.\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 25]\nKey Melbourne Zoo Measures\nMeasure Target 2017/18\n% of animals assessed as either neutral or positive with our animal welfare survey 100%\nTotal visitation 1,500,000\nStaff satisfaction as measured through the monthly survey 80%\nRecurrent wages and other expenditure $32.1M\nParticipation in conservation programs\n+ Wildlife 7 programs\n+ Community 7 programs\n% of public waste diverted away from landfill 88%\nNet Promoter Score as a result of on-site activities 60%\nKey Melbourne Zoo Risks\nCore Risk primary Causes Rating\nInefficient operations Poor attitudes, standards, controls, monitoring, budgets Medium\nand staffing\nAsset or infrastructure People, systems, processes and budgeting Medium\nfailure\nInjury to staff and Impacts from animals, mechanical, chemicals, people, Significant\nvolunteers environment and organisation\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 27]\nKey Werribee Open Range Zoo Measures\nMeasure Target 2017/18\n% of animals assessed as either neutral or positive with our animal welfare survey 100%\nTotal visitation 640,000\nStaff Satisfaction as measured through the monthly survey 80%\nRecurrent wages and other expenditure $16.2M\nParticipation in conservation programs\n+ FE species 3\n+ International links – Rhino Fund Uganda 1\n+ Community conservation 3\nTrip Advisor 4.7\nNet Promoter Score as a result of on-site activities 60%\nKey Werribee Open Range Zoo Risks\nCore Risk primary Causes Rating\nInefficient operations Poor attitudes, standards, controls, monitoring, budgets and Medium\nstaffing\nAsset or infrastructure People, systems, processes and budgeting Medium\nfailure\nInjury to staff and Impacts from animals, mechanical, chemicals, people, Significant\nvolunteers environment and organisation\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 24]\n98\nKey performance indicators Admission charges\nKyabram Melbourne Zoo, Werribee Open Range Zoo,\nFauna Park Healesville Sanctuary\nPrice / Category 2024-25 2024-25 2023-24\nAdult (16 years and over) $30 $53 $46\nMeasure End June 3-year Target Met\nChild (aged 4-15) $15 $26.50 $23\nWorking for Wildlife\nChild (aged 4-15) on weekends, Victorian FREE FREE FREE\nFighting Extinction species with extinction risk reduced or stabilised as a result of 66% 100% of FE  public holidays and Victorian school\nconservation actions species holidays.\n Source: `annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)`\n- [Page 13]\nKey Conservation Measures\nMeasure Target 2017/18\n% of the Wildlife Conservation Master Plan implemented 70%\n% of Community Conservation campaigns achieving targets 100%\nInvestment in the Sustainability Prospectus $200,000\nWild free-ranging Eastern Barred Bandicoots 1500\nNumber of students taking part in Education for Conservation 160,000\nTotal conservation investment >$10, 000, 000\n% Visitors that identify that Zoos Victoria undertakes conservation work 60%\nKey Conservation Risks\nCore Risk primary Causes Rating\nThe extinction of a Catastrophic new threats, disasters, disease, lack of recovery Medium\nVictorian terrestrial actions,, lack of funding, predators, human error, and\nvertebrate failure of equipment.\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 15]\nKey Animal Measures\nMeasure Target 2017/18\n% of animals assessed as either neutral or positive with our animal welfare survey 100%\n% of animal enrichment programs on target 80%\nAccidental deaths 0\nKey Animal Risks\nCore Risk primary Causes Rating\nAnimal incidents Animal are harmed by visitors, other animals, natural events, Significant\ninfrastructure failure, disease, poor nutrition, food contamination\nand staff\nZOOS VICTORIA CORPORATE PLAN 2017-18 13\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- 2017/18 Strategic Initiatives Leadership\nSet standards for visitor engagement across the organisation Property Directors,\nBusiness\n+ Workshop and train our staff\nDevelopment\n+ Ongoing PDCA (checking and acting) to ensure the standards are achieved\n+ Renew and refresh visitor engagement\n+ Secure enabling infrastructure\n+ Incorporate community conservation\nDelivery of strategy to provide clarity on how marketing, communications and Marketing,\ndigital will support visitation and revenue objectives Communications\nand Digital\nCRM – complete the rollout of the CRM and ticketing system to improve the Digital\nvisitor experience\nEngaging digital products and services which enhance the visitor experience, Digital\nincluding quality online maps and centralised content management for screens\nScope a project for conversion of ticket sales to self-service – online and at entry Digital\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 18]\nKey Visitor Measures\nMeasure Target 2017/18\nTotal attendance 2,620,000\nZoos Victoria email subscribers 200,000\nOnline ticket sales 6%\nTrip Advisor reporting 4.6\nNet Promoter Score (NPS) 60%\nMemberships 260,000\nMember retention 51%\nKey Visitation Risks\nCore Risk primary Causes Rating\nInjury to visitors Animal harms a visitor, visitor to visitor conflict, natural events, Significant\ninfrastructure failure, theft, staff/ volunteers or contractors\nharm a visitor\nLoss of visitation Extreme weather, competition, poor experience or reputation, Significant\neconomic downturn\nSocial licence to operate Failure in animal welfare practices, culture, governance, processes, Medium\nvisitor experience and global zoo activities\nStakeholder alienation Failure in animal welfare practices, culture, governance, processes, Medium\nvisitor experience and global zoo activities\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 21]\n2017/18 Strategic Initiatives (continued) Leadership\nproblem Solving\n+ Complete Category One Animal Risk Reviews; implement countermeasures and Director HR /\napply the risk assessment skills developed to systematically assess health and Property Directors\nsafety risks throughout Zoos Victoria\n+ Document the Zoos Victoria problem solving process and apply it in the following All Directors\nkey areas assets management; relationship model; animal collection plan;\nprocurement; admissions and flow; reduction of waste to landfill and staff rostering\n+ Ensure that LEAN practitioners maintain their skills and share their knowledge, Director HR\nskills and experience in the Lean Community of Practice\n+ Implement the outcomes of the Visitor Experience Mapping Project Director MZ\n+ Document the MZ Life Sciences Deep Dive problem solving process and Director BD /\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- Key Financial Measures\nMeasure Target 2017/18\nRevenue $91M\nTotal admission 2,620,000\nAverage spend per visitor (excludes fundraising and government grant) $27.76\nPhilanthropy and fundraising $3.2M\nKey Financial Risks\nCore Risk primary Causes Rating\nLoss of revenue Extreme weather, competition, poor experience or reputation, Significant\neconomic downturn\nLoss of state funding\nAsset or infrastructure People, systems, processes and budgeting Medium\nfailure\nFraud By staff, visitors or suppliers Low\n20 ZOOS VICTORIA CORPORATE PLAN 2017-18\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- We will focus on lifting connection\nopportunities to compliment the Zoos Victoria relationship\nmodel linking reasons to visit with reasons to engage\n+ Promote Kangaroo Country (December 2017 – Easter 2018) as a major drawcard\noffering layered openings with consideration to the relationship model\n+ Develop a second major drawcard targeting winter/spring 2018\n+ Build Healesville as a top food and wine destination building Wine and Wildlife\n2018 and developing similar events such as Progressive dinner options\nOperations plan\n+ Manage the budgets, resources and structure of the Sanctuary to deliver the Director\nCorporate Plan\n+ Develop a bush fire protection plan for the Sanctuary Director\n+ Implement CUA and community conservation training and focus for all teams GM Visitor\nExperience\nKey Healesville Sanctuary Measures\nMeasure Target 2017/18\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 8]\nMeasures of Success 2020/21\nACTUAL TARGET\nKEY INTERVENTIONS KEY PERFORMANCE INDICATORS\n2019/20 2020/21\nCustomer Focus Net Promoter score (quarterly online survey) 35% 35%\nInterstate tourism as % of total tourism 37% 90%\nSustainable Operations % Waste diversion across the three properties 87.6% 91%\nPotable water reduction 3% 4%\nreduction reduction\nfrom from\n18/19 19/20\n21% 100%\nRenewable energy %\nUnknown 100%\nEthical and sustainable procurement\nAchieved Achieved\nCarbon Neutral certified\nAchieved Achieved\nISO14001 certified\n14 | Zoos Victoria Corporate Plan – 2020/21 Zoos Victoria Corporate Plan – 2020/21 | 15\n Source: `corporate-plans/2020-21.pdf (https://cdn-site.zoo.org.au/media/4bkdfgxd/corporate-plan-2020-21.pdf)`\n- Financial and reporting systems Finance/MCD\nMeasures of Success 2020/21\nACTUAL TARGET\nKEY INTERVENTIONS KEY PERFORMANCE INDICATORS\n2019/20 2020/21\nCommercial focus Maintain member revenue on retail, commercial, $3M $3M\ndonations\n45% 50%\nNumber of Member Households on Direct Debit\nAmazing people LTIFR 14 11.2>82%\nSafety index (People Matter Survey) 77 % >82%\nEngagement index (People Matter Survey and 77% >80%\nVolunteer Survey)\nReduction in negative behaviours (bullying/ 16% <10%\nharassment)\nProfit for Purpose Cash Position (incl Reserves) $18,409,000 $7,857,000\nTotal Revenue $96,395,000 $89,834,000\nTotal Expenditure ($97,517,000) ($87,495,000)\nNet Operating Result (excl Depreciation) ($1,122,00) $2,339,000\n$ Spend on Capital $9,826,000 $7,992,000\nContinuous Number of internal audits 3 6\nimprovement\nNumber of research projects completed 88 90\n Source: `corporate-plans/2020-21.pdf (https://cdn-site.zoo.org.au/media/4bkdfgxd/corporate-plan-2020-21.pdf)`\n- [Page 18]\nKEY PERFORMANCE INDICATORS ADMISSION CHARGES\nMeasure End June Target Met\nPrice / Category 2020-21 2019-20\nWorking for Wildlife\nThreatened Species recovery programs following Black Summer fires continues, while wild or free ranging populations of Helmeted Adult (16 years and over) $38 $38\nHoneyeaters, Orange-bellied Parrots and Eastern Barred Bandicoots show promising increases.\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- [Page 20]\nKey performance indicators Admission charges\nMeasure End June Target Met Price / Category 2022-23 2021-22\nWorking for Wildlife Adult (16 years and over) $42 $40\nThreatened Species recovery programs following Black Summer fires continues, while wild or free ranging populations of Helmeted Honeyeaters,\nOrange-bellied Parrots and Eastern Barred Bandicoots show promising increases.\n Source: `annual-reports/2021-22.pdf (https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $20 , $31.50 , $30 | The 2023 survey is currently underway. intellectual disability\nConnecting Community with Nature Carer or Teacher's Aide (accompanying the FREE FREE FREE\nperson with a disability)\nAnnual visitation (millions) 2,524,695 2,560,840 ×\nAnnual paid visitations 961,223 896,745  Full-time student on presentation of proof of $20 $31.50 $30\nfull-time enrolment in secondary school or\nVisits per member 2.9 3.2 ×\npost-secondary educational institution\nMembers | `annual-reports/2022-23.pdf (https://cdn-site.zoo.org.au/media/stkdcm15/zv-annual-report-2022-23.pdf)` |\n| $158.8m, $121.0m, $136.7m, $107.1m, $22.1m, $13.9m | [pages 19,20,21]\n(month) (%) 98% >95% \nLost time Injuries: Frequency Rate 3.64 4.46 \nLost time injuries: Number of incidents longer than 2 days lost 4 4 or < \nExcess Annual Leave: % of staff with excess leave 11% <5% ×\nFinancial Sustainability\nRevenue (YTD) $158.8m $121.0m \nExpenditure (YTD) $136.7m $107.1m \nNet operating (deficit) (YTD) $22.1m $13.9m \nCash Holdings (millions)1 $93.6m $51.75m \n$ operating revenue per total visitor $29.49 $ | `annual-reports/2022-23.pdf (https://cdn-site.zoo.org.au/media/stkdcm15/zv-annual-report-2022-23.pdf)` |\n| $22.50 , $34.50 , $31.50\n, $31.50\nM | Carer or Teacher's Aide (accompanying the FREE FREE FREE\nperson with a disability)\nConnecting Community with Nature\nFull-time student on presentation of proof of $22.50 $34.50 $31.50\nAnnual visitation (millions) 2,779,558 2,837,977 ×\nfull-time enrolment in secondary school or\nAnnual paid visitations 1,110,231 1,140,090 × post-secondary educational institution\nVisits per member 3.3 3.2  Eligible recipient or eligible beneficiary $22.50 $34.50 $31 | `annual-reports/2023-24.pdf (https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf)` |\n| $142.7m, $124.3m, $142.5m, $141.0m, $0.2m, $16.7m | [pages 20,21,22]\nof incidents longer than 2 days lost 5.66 4.23 ×\nFinancial Sustainability\nRevenue (YTD) $142.7m $124.3m \nExpenditure (YTD) $142.5m $141.0m ×\nNet operating (deficit) (YTD) $0.2m ($16.7m)  GOLDEN-RAYED BLUE BUTTERFLY STUDY\nCash Holdings $55.3m $47.8m \n$ operating revenue per total visitor $31.78 $31.58 \nWages as % revenue (YTD) 60% 61.8% \nAnnual Members 359,358 375,000 ×\nPhilanthropy (YTD) $11,278,814 $5,120,000 \nAsset Manage | `annual-reports/2023-24.pdf (https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf)` |\n| $1 million, 1 million | Core Measures (Value)\nAction Area Performance June 2017\nConservation Population of threatened species that increases in the wild* 7 local +\n2 international species\nAnimals % of the animals within our care that live in a predominantly\nneutral or positive welfare state 100%\nCommunity Total annual visitation to Zoos Victoria 2,497,000\nPeople Staff satisfaction score 80%\nFinancial Sustainability Generate additional funding for asset maintenance > $1 | `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)` |\n| $27,801 , $30,437 , $38,709 , $43,306\nM, $12,884 , $14,510 | 2015-16 2016-17 2017-18 2018-19\nFigures in $‘000 Budget Budget Budget Budget\nGross Operating Revenue\nAdmissions 1 $27,801 $30,437 $38,709 $43,306\nMemberships $12,884 $14,510 $18,453 $22,725\nCommercial $13,742 $14,463 $14,343 $15,171\nFundraising $4,645 $3,300 $6,185 $7,300\nOthers $2,127 $2,514 $2,214 $2,292\nTotal Gross Operating Revenue $61,199 $65,224 $79,904 $90,794\nGovernment Grants 2 $19,770 $17,666 $15,172 $15,589\nTotal Revenue $80,969 $82,89 | `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)` |\n| $91M, $27.76\n, $3.2M | Key Financial Measures\nMeasure Target 2017/18\nRevenue $91M\nTotal admission 2,620,000\nAverage spend per visitor (excludes fundraising and government grant) $27.76\nPhilanthropy and fundraising $3.2M\nKey Financial Risks\nCore Risk primary Causes Rating\nLoss of revenue Extreme weather, competition, poor experience or reputation, Significant\neconomic downturn\nLoss of state funding\nAsset or infrastructure People, systems, processes and budgeting Medium | `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)` |\n| $20 million, 20 million | 2017/18 Strategic Initiatives Leadership\nCulture change Senior Management Team\n+ Securing a long term positive culture at WORZ\n+ Staff job satisfaction\nFocus on asset management Director / General Manager Ops\n+ Design for the $20 million development\n+ Minor projects\nEnvironmental sustainability General Manager Ops\n/ Green Team / Director\n+ Waste management plan\nLEAN\n+ WORZ community conservation action plan to link wildlife and visitors Senior Le | `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)` |\n| $30,437 , $34,288 , $37,898 , $39,828 , $41,575\nM, $14,509 | 2016-17 2017-18 2018-19 2019-20 2020-21\nBudget Budget Budget Budget Budget\n$’000 $’000 $’000 $’000 $’000\nGross Operating Revenue\nAdmissions $30,437 $34,288 $37,898 $39,828 $41,575\nMemberships $14,509 $14,486 $15,433 $16,603 $18,023\nRetail $7,538 $7,690 $8,066 $9,110 $10,446\nCatering $1,720 $1,642 $1,736 $1,875 $2,052\nZoo Activities $5,206 $4,852 $4,996 $5,146 $5,298\nCorporate Sponsorship $982 $767 $767 $767 $767\nFundraising $2,860 $3,200 $6,095 $ | `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)` |\n| $83.8m, $91.9m, $90.0m, $102.9m, $101.0m | Secure capital investment for WORZ - $m raised $83.8m $83.8m ✔\nRevenue (YTD) $91.9m $90.0m ✔\nExpenditure (YTD) $102.9m $101.0m ✗\nNet operating (deficit) (YTD) ($11.0m) ($11.0m) ✔\nCash Holdings (millions) $30.7m $7.9m ✔\n$ operating revenue per total visitor $25.70pv $29.04pv ✗\nWages as % revenue (YTD) 72% 60% ✗\nConservation Master Plan % spend against budget 91% 100% ✗\nAnnual Members 287,370 190,000 ✔\nPhilanthropy (YTD) $4.8m $4.0 ✔\nAsset Manageme | `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)` |\n| $10,000 | These expenses\nPlant & equipment and\n29,237 28,177 (15,113) (12,488) 14,124 15,689\ngenerally represent the day-to-day operating costs incurred in normal operations of the Board. vehicles at fair value\nSupply and services include operating costs such as animal food, auditor remuneration, bank charges, conservation 415,423 410,831 (15,115) (50,189) 400,308 360,642\nactivities, hospitality, insurance, legal, low-value lease payments (leases with unde | `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)` |\n| $115.2m, $97.5m, $123m, $119.1m, $7.9m, $21.6m | Revenue (YTD) $115.2m $97.5m ✔\nExpenditure (YTD) $123m $119.1m ✔\nNet operating (deficit) (YTD) ($7.9m) ($21.6m) ✔\nCash Holdings (millions)1 $51.6m $24.5m ✔\n$ operating revenue per total visitor $29.56pv $22.41pv ✔\nWages as % revenue (YTD) 65% 60% ✗\nConservation Master Plan % spend against budget 86% 100% ✗\nAnnual Members 305,546 190,000 ✔\nPhilanthropy (YTD) $4.8m $4.0 ✔\nAsset Management % spend on asset maintenance against budget 100% 100% ✔\n1 Ca | `annual-reports/2021-22.pdf (https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf)` |\n| $10,000 | These expenses Plant & equipment and\n30,790 29,237 (17,509) (15,113) 13,281 14,124\ngenerally represent the day-to-day operating costs incurred in normal operations of the Board. vehicles at fair value\nSupply and services include operating costs such as animal food, auditor remuneration, bank charges, conservation 437,745 415,423 (29,327) (15,115) 408,418 400,308\nactivities, hospitality, insurance, legal, low-value lease payments (leases with unde | `annual-reports/2021-22.pdf (https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf)` |\n| $5.5million, 5.5million, 78 per cent | We delivered and Werribee Open Range Zoo 10 Our employee and volunteer\nseveral projects aimed at increasing delivered $5.5million in revenue this engagement has remained\nsales and improving visitor flow in year, which included the successful high at 78 per cent for staff and 92\nour shops. | `annual-reports/2023-24.pdf (https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf)` |\n| $9 million, 9 million | Supporting Measures\nAction Area Supporting Performance Indicator June 2017\nConservation Community conservation actions taken 165,000\nConservation Number of students taking part in Education for Conservation 160,000\nConservation $ investment in conservation master plans $9 million\nAnimals % of the animals within our care that have enrichment plans 100%\nCommunity Increase Zoos Victoria email subscribers 200,000\nCommunity Online ticket sales 6% of v | `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)` |\n| $45,684 , $46,359 , $48,191 , $50,642\n, $26,259 , $27,709 | [pages 15,16]\nating Expenditure\nWages $45,684 $46,359 $48,191 $50,642\nOthers and Cost of Sales $26,259 $27,709 $29,345 $32,392\nAsset Maintenance & Planning $6,960 $6,750 $7,350 $8,850\nFundraising tied funds $2,066 $1,072 $4,190 $5,499\nDevelopment Fund 3 $0 $1,000 $6,000 $9,000\nTotal Gross Operating Expenditure $80,969 $82,890 $95,076 $106,383\nNet Result from Operations $0 $0 $0 $0\nNotes:\n1 Includes pricing options to attain optimum revenue to fun | `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)` |\n| $32.1M, 1,500,000\nStaff | [Page 25]\nKey Melbourne Zoo Measures\nMeasure Target 2017/18\n% of animals assessed as either neutral or positive with our animal welfare survey 100%\nTotal visitation 1,500,000\nStaff satisfaction as measured through the monthly survey 80%\nRecurrent wages and other expenditure $32.1M\nParticipation in conservation programs\n+ Wildlife 7 programs\n+ Community 7 programs\n% of public waste diverted away from landfill 88%\nNet Promoter Score as a result of | `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)` |\n| $32.1M, 1,500,000\nStaff | [Page 25]\nKey Melbourne Zoo Measures\nMeasure Target 2017/18\n% of animals assessed as either neutral or positive with our animal welfare survey 100%\nTotal visitation 1,500,000\nStaff satisfaction as measured through the monthly survey 80%\nRecurrent wages and other expenditure $32.1M\nParticipation in conservation programs\n+ Wildlife 7 programs\n+ Community 7 programs\n% of public waste diverted away from landfill 88%\nNet Promoter Score as a result of | `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)` |\n| $16.2M, 640,000\nStaff | [Page 27]\nKey Werribee Open Range Zoo Measures\nMeasure Target 2017/18\n% of animals assessed as either neutral or positive with our animal welfare survey 100%\nTotal visitation 640,000\nStaff Satisfaction as measured through the monthly survey 80%\nRecurrent wages and other expenditure $16.2M\nParticipation in conservation programs\n+ FE species 3\n+ International links – Rhino Fund Uganda 1\n+ Community conservation 3\nTrip Advisor 4.7\nNet Promoter Score | `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)` |\n| $30 , $53 , $46\nM, $15 , $26.50 , $23 | [Page 24]\n98\nKey performance indicators Admission charges\nKyabram Melbourne Zoo, Werribee Open Range Zoo,\nFauna Park Healesville Sanctuary\nPrice / Category 2024-25 2024-25 2023-24\nAdult (16 years and over) $30 $53 $46\nMeasure End June 3-year Target Met\nChild (aged 4-15) $15 $26.50 $23\nWorking for Wildlife\nChild (aged 4-15) on weekends, Victorian FREE FREE FREE\nFighting Extinction species with extinction risk reduced or stabilised as a result of 6 | `annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)` |\n\n## Key Achievements\n\n- PROCUREMENT ACHIEVEMENTS\n• Developed and released the Zoos • Increased the proportion of • Attended Aboriginal Business\nVictoria Supplier Guide on ZV’s suppliers that are Victorian Aboriginal Showcasing, Deadly in Melbourne\nexternal website to guide Suppliers businesses from 0.96 per cent in FY24 and Kinaway hosted events to build\nthrough Victorian Government to 1.14 per cent in FY25, engaging 15 direct supplier relationships with First\nrequirements and highlight ZVs Social Aboriginal businesses Nations organisations\nProcurement Objectives\n• During 2024-25, the Department • Provided education and guidance\n• Joined Kinaway to seek greater also implemented several initiatives to procurement staff to increase\nopportunities to invite First Nations to support its Social Procurement awareness of social procurement,\n Source: `annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)`\n- Managers\nACT 2006\nalso gain first-hand experience in 2020-21 2019-20\nThe Disability Act 2006 requires Zoos Victoria implementing workplace adjustments\nDetails Number Value ($Million) Number Value ($Million)\nto prepare a disability action plan and report (where required), and working with the\non its implementation in its annual report. intern to develop inclusive work practices\nContract commenced - - - -\nZoos Victoria’s Disability Action Plan aims to for the team;\nreduce barriers for people with a disability to Contract completed - - - -\n- Implementing our new Workplace\naccess our services and facilities and promote\nAdjustment policy;\ninclusion and participation in the community.\n- Establishing our Disability Champion\nIn the reporting period Zoos Victoria has: Group, which has representatives from the\nthree zoos, and assisted with driving local\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- Other achievements included: and key highlights have included:\nDETAILS OF GOVERNMENT ADVERTISING EXPENDITURE\nCOMPLIANCE WITH THE · Melbourne Zoo hosted Dream Day · Completed the Rainbow Tick self- (campaigns with a media spend of $100,000 or greater)\nDISABILITY ACT 2006 which was a free and magical day assessment to assist with identifying\nThe Disability Act 2006 requires Zoos that enabled children with a disability future priorities.\n Source: `annual-reports/2023-24.pdf (https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf)`\n- Customers obtain control of the supplies and\nconsumables at a point in time when the goods or services are delivered to and have been accepted by the customer;\n2.1 Summary of income that funds the delivery of our services • Revenue from the sale of goods is recognised when the goods or services are delivered and have been accepted by the\ncustomer;\n($ thousand)\n• Revenue from the rendering of services such as membership, admissions and zoo activities is recognised at a point\nNotes 2025 2024\nin time when the performance obligation is satisfied when the service is completed; and over time when the customer\nRendering of services and sale of goods 2.2 92,915 88,343 simultaneously receives and consumes the service as it is provided.\n Source: `annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)`\n- Core Measures (Value)\nAction Area Performance June 2017\nConservation Population of threatened species that increases in the wild* 7 local +\n2 international species\nAnimals % of the animals within our care that live in a predominantly\nneutral or positive welfare state 100%\nCommunity Total annual visitation to Zoos Victoria 2,497,000\nPeople Staff satisfaction score 80%\nFinancial Sustainability Generate additional funding for asset maintenance > $1 million\nEach of the core measures will be further refined based on the activities needed to support the\nachievement of the core measure.\n Source: `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)`\n- [Page 13]\nKey Conservation Measures\nMeasure Target 2017/18\n% of the Wildlife Conservation Master Plan implemented 70%\n% of Community Conservation campaigns achieving targets 100%\nInvestment in the Sustainability Prospectus $200,000\nWild free-ranging Eastern Barred Bandicoots 1500\nNumber of students taking part in Education for Conservation 160,000\nTotal conservation investment >$10, 000, 000\n% Visitors that identify that Zoos Victoria undertakes conservation work 60%\nKey Conservation Risks\nCore Risk primary Causes Rating\nThe extinction of a Catastrophic new threats, disasters, disease, lack of recovery Medium\nVictorian terrestrial actions,, lack of funding, predators, human error, and\nvertebrate failure of equipment.\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- 2017/18 Strategic Initiatives Leadership\nDevelop a new five year Master plan for the Sanctuary for 2018 – 2023 Director\nFocus on asset management:\n+ Complete and launch Kangaroo Country and the Pouch House GM Operations\n+ Continue the development of the Nocturnal Theatre Director\n+ Begin implementing consolidated asset and risk management systems GM Operations\n+ Improve the beauty and sustainability of the Sanctuary Director\n+ Complete the pavilion area staged improvements project, including nature play Director\narea\nConservation GM Life Sciences\n+ Consolidate improvements in the production of Southern Corroboree\nFrog eggs\n+ Working with Wildlife Conservation and Science, lead a structured problem\nsolving program to deliver Leadbeater’s Possum captive breeding\n+ Collaborate on research on the value of genetic rescue for Helmeted\nHoneyeaters\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- Continue to lighten our ecological • Retain Zoos Victoria’s independently certified • Transition Zoos Victoria’s Environmental • Complete Zoos Victoria’s transition to zero\nfootprint through environmental carbon neutral status. management System to the ISo14001:2015 waste to landfill.\nsustainability initiatives. • Invest in renewable energy and resource standard. • Implement Zoos Victoria’s Sustainability\nefficiency interventions (to a minimum of • Transition Zoos Victoria away from single Prospectus.\n$200K per annum). use plastic waste.\n• Progress transition towards Zero Waste to • Complete high-level electricity monitoring\nLandfill by 2021. (in-coming and renewable energy production).\n• Sustainability Prospectus 2019-24 completed.\n Source: `corporate-plans/2018.pdf (https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf)`\n- [Page 6]\nMeasures of Success 2020/21\nACTUAL TARGET\nKEY INTERVENTIONS KEY PERFORMANCE INDICATORS\n2019/20 2020/21\nProfound experiences # of total visitors 1,990,000 2,078,000\n# of students engaged in education experiences 12,289 21,650\nConnect to your wildlife # Active Members 299,102 190,000\npassion\n# Member visits 710,956 406,905\n% Members retained 54% 45%\n# New members 50,000 40,000\nUse of member VIP zone 6,000 15,000\nEnhance wellbeing Social Media Engagement rate 5% 5%\nthrough connection with\n% of Victorians engaged in fighting extinction 55% 60%\nnature\n% of Victorians who are aware ZV is fighting extinction 78% 80%\nUnique Website visits 10.5M 11M\nEmpower and support Number of training sessions for community groups 0 3\ncommunity wildlife delivered\nresponse\n10 | Zoos Victoria Corporate Plan – 2020/21 Zoos Victoria Corporate Plan – 2020/21 | 11\n Source: `corporate-plans/2020-21.pdf (https://cdn-site.zoo.org.au/media/4bkdfgxd/corporate-plan-2020-21.pdf)`\n- Financial and reporting systems Finance/MCD\nMeasures of Success 2020/21\nACTUAL TARGET\nKEY INTERVENTIONS KEY PERFORMANCE INDICATORS\n2019/20 2020/21\nCommercial focus Maintain member revenue on retail, commercial, $3M $3M\ndonations\n45% 50%\nNumber of Member Households on Direct Debit\nAmazing people LTIFR 14 11.2>82%\nSafety index (People Matter Survey) 77 % >82%\nEngagement index (People Matter Survey and 77% >80%\nVolunteer Survey)\nReduction in negative behaviours (bullying/ 16% <10%\nharassment)\nProfit for Purpose Cash Position (incl Reserves) $18,409,000 $7,857,000\nTotal Revenue $96,395,000 $89,834,000\nTotal Expenditure ($97,517,000) ($87,495,000)\nNet Operating Result (excl Depreciation) ($1,122,00) $2,339,000\n$ Spend on Capital $9,826,000 $7,992,000\nContinuous Number of internal audits 3 6\nimprovement\nNumber of research projects completed 88 90\n Source: `corporate-plans/2020-21.pdf (https://cdn-site.zoo.org.au/media/4bkdfgxd/corporate-plan-2020-21.pdf)`\n- We also\nHONEYEATER\na meaningful way and educate a larger improved wheelchair access, access for\nKatherine\naudience about our essential conservation carers and installed handrails.\nand fighting extinction work.\n–9 years old\n8 Zoos Victoria successfully delivered\n3 The capital works projects completed at Dinosaurs, a must-see activation, which\nWerribee Open Range Zoo in 2020-2021, involved exhibiting giant animatronic\ninclude the Gorilla Quarantine, African dinosaurs in three different activations:\nVillage, Lion Viewing upgrade, a workshop Lost Sanctuary at Healesville Sanctuary,\nfor our volunteers and a new office for our Dino Lab at Melbourne Zoo and Zoorasic at\nWorks team.\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- EXTENDED PLACES\nWe also reduced carbon dioxide emissions\nby 3,729 tonnes, compared to financial year 18 Healesville Sanctuary staff completed a TASMANIAN DEVIL\n2018-2019 to 2019-2020. survey of the hydrology and vegetation\nHannah\nof the Boggy Creek Floodplain in the\n12 Zoos Victoria formalised and approved\nCoranderrk Bushland.\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- This is due to the\nrisks of working in the outdoor environment. staff to report hazards and reduce the barriers that nature of these claims being less serious, GUTHEGA SKINK\nWe conducted an extensive desktop self- discourage reporting. and Zoos Victoria implementing tighter Isobel\nmanagement of these claims by implementing\nassessment audit of our policies, procedures and\nIncidents fortnightly claims conferences with our – 8 years old\nprocesses against ISO45001 International Standard\nWorkCover insurer to ensure appropriate\nOccupational Health and Safety Management\nYear 2020-10 2019-20 2018-19 ongoing management and best outcomes\nSystems.\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- Kenneth Hinchcliff CEO; Director Business Sonia Kent (Chair)\nand Safety Kate Vinot Property Directors Advisory Board Natasha Bowness Development; General Manager (Term ended 12/3/21)\nRebecca McKenzie\nGreg Smith AM Philanthropy; Relationship Olivia Bartolo\nManager Philanthropy Sunday Batters\nRemuneration Kate Vinot (Chair) CEO; Director HR -\nCommittee Greg Smith AM (Term ended 12/3/21)\nRebecca McKenzie Andrew Bell\nTimothy Clark\nAudit, Risk William Whitford (Chair) CEO; CFO; Senior Manager - John Dyson\nManagement Natasha Bowness Governance and Risk Elizabeth Finkel\nand Compliance Dana Hlavacek Monica Grollo\nCommittee Kate Vinot (Term ended 12/3/21)\nColin Hyett\nScience Advisory Prof.\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- AUDIT AND RISK MANAGEMENT AND COMPLIANCE COMMITTEE ATTENDANCE\nNo. of meetings attended\nNames Position Period\nto no. of meeting held\nBoard Member 01/07/2020 to\nWilliam Whitford 6/6\n(Committee Chair) 30/06/2021\n01/07/2020 to\nKate Vinot Board Chair 6/6\n30/06/2021\n01/07/2020 to\nNatasha Bowness Board Member 6/6\n30/06/2021\n01/07/2020 to\nDana Hlavacek Board Member 6/6\n30/06/2021\nThe main responsibilities of the Audit and ZOOS MANAGEMENT IN ATTENDANCE, BUT\nRisk Management and Compliance Committee NOT MEMBERS OF THE COMMITTEE:\nare to: Dr Jenny Gray\nChief Executive Officer\n• Review the quality of statutory financial\nreporting and support the Board in making Mark Lucas\ninformed decisions regarding accounting Chief Financial Officer\npractices and disclosure; Lawrence Tai\n• Review the quality of management financial Senior Manager\nreporting and support the Board in making Governance and Risk\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- No. of meetings\nNames Position Period attended to no. of\nmeeting held\nBoard Member\n01/07/2021 to\nTony Hallam (Committee 5/5\n30/06/2022\nChair)\nYELLOW-TAILED BLACK COCKATOO Rebecca 01/07/2021 to\nBoard Chair 4/5\nMcKenzie 30/06/2022\n01/07/2021 to\nJennifer Beer Board Member 5/5\n30/06/2022\nMarsha 27/04/22 to\nBoard Member 1/1\nThomson 30/06/22\n01/07/2021 to\nAnna Meredith Board Member 4/5\n11/02/2022\nAll Audit Finance, Risk Management and Compliance Committee are independent\nmembers.\n Source: `annual-reports/2021-22.pdf (https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf)`\n- The main responsibilities of the ZOOS MANAGEMENT IN\nAudit and Risk Management and ATTENDANCE, BUT NOT MEMBERS\nCompliance Committee are to: OF THE COMMITTEE:\nDr Jenny Gray\n• Review the quality of statutory\nChief Executive Officer\nfinancial reporting and support\nthe Board in making informed Mark Lucas\ndecisions regarding accounting Chief Financial Officer\npractices and disclosure Lawrence Tai\n• Review the quality of management Senior Manager\nfinancial reporting and support Governance and Risk\nthe Board in making informed\nINTERNAL AUDITORS:\ndecisions regarding corporate and\nRSM Australia\nbusiness plans and forecasting\n• Review the financial management FINANCIAL MANAGEMENT\nof the Board COMPLIANCE ATTESTATION\nSTATEMENT\n• Review the effectiveness of\ninternal controls and financial risk\nI, Rebecca McKenzie, on behalf of the\nmanagement procedures\nResponsible Body, certify that Zoos\n Source: `annual-reports/2021-22.pdf (https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf)`\n- No. of meetings\nNames Position Period attended to no. of\nmeeting held\nBoard Member\n01/07/2022 to\nTony Hallam (Committee 4/6\n30/06/2023\nChair)\nSOUTHERN KOALA Rebecca 01/07/2022 to\nBoard Chair 6/6\nMcKenzie 30/06/2023\n01/07/2022 to\nDr Jennifer Beer Board Member 5/6\n30/06/2023\nThe Hon Marsha 01/07/2022 to\nBoard Member 6/6\nThomson 30/06/2023\n12/10/2022 to\nBill Whitford Board Member 4/5\n30/06/2023\nAll Audit Finance, Risk Management and Compliance Committee are independent\nmembers.\n Source: `annual-reports/2022-23.pdf (https://cdn-site.zoo.org.au/media/stkdcm15/zv-annual-report-2022-23.pdf)`\n- No. of meetings\nNames Position Period attended to no.\nof meeting held\nBoard Member\n01/07/2023 to\nMarg Allan PSM (Committee 5/5\n30/06/2024\nChair)\n01/07/2023 to\nTony Hallam Board Member 5/5\n30/06/2024\n01/07/2023 to\nDr Jennifer Beer Board Member 4/5\n30/06/2024\nThe Hon Marsha 01/07/2023 to\nBoard Member 3/5\nThomson 30/06/2024\n01/07/2023 to\nRebecca McKenzie Board Chair 1/1\n25/07/2023\nAll Audit Finance, Risk Management and Compliance Committee are independent\nmembers.\n Source: `annual-reports/2023-24.pdf (https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf)`\n- No. of meetings\nNames Position Period attended to no.\nof meeting held\n01/07/2024 to\nMarg Allan - Chair Board Member 4/5\n30/06/2025\n01/07/2024 to\nTony Hallam Board Member 5/5\n30/06/2025\n01/07/2024 to\nJennifer Beer Board Member 4/5\n30/06/2025\n01/07/2024 to\nMarsha Thomson Board Member 3/5\n30/06/2025\n01/07/2024 to\nBill Whitford Member 3/5\n30/06/2025\n01/07/2024 to\nTracey Costello Member 4/5\n30/06/2025\nAll Audit Finance, Risk Management and Compliance Committee are independent\nmembers.\n Source: `annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)`\n- The risk of not detecting a material misstatement resulting from fraud is\nIn my opinion, the financial report presents fairly, in all material respects, the financial\nhigher than for one resulting from error, as fraud may involve collusion, forgery,\nposition of the authority as at 30 June 2025 and its financial performance and cash flows for\nintentional omissions, misrepresentations, or the override of internal control.\nthe year then ended in accordance with the financial reporting requirements of Part 7 of the\n• obtain an understanding of internal control relevant to the audit in order to design\nFinancial Management Act 1994 and Australian Accounting Standards - Simplified Disclosures.\naudit procedures that are appropriate in the circumstances, but not for the purpose of\nBasis for I have conducted my audit in accordance with the Audit Act 1994 which incorporates the\n Source: `annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)`\n- Contractual financial assets:\nThe Board recognises the following liabilities in this category: — Cash and deposits - 30,752 - 30,752\n• payables (excluding statutory payables); and Receivables:\n• borrowings (including finance lease liabilities). — Sale of goods and services - 772 - 772\n— Other receivables - 256 - 256\nDe-recognition of financial assets:\nInvestments and other contractual\nA financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is financial assets:\nderecognised when:\n— Managed investment schemes 5,519 - - 5,519\n• the rights to receive cash flows from the asset have expired; or\nTotal contractual financial assets 5,519 31,780 - 37,299\n• the Board retains the right to receive cash flows from the asset, but has assumed an obligation to pay them in full\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- Where events occur between the end of the\nreporting period and the date when the financial statements are authorised for issue:\nDepreciation - - (9,634) (9,598) (2,696) (2,560) (12,330) (12,158)\nSub-total 163,806 149,702 173,245 181,147 14,124 15,689 351,175 346,538 • adjustments are made to amounts recognised in the financial statements where those events provide information\nabout conditions which existed at the reporting date; and/or\nGains or losses\n• disclosure is made where the events relate to conditions which arose after the end of the reporting period that are\nrecognised in other\n- - - - - - - - considered to be of material interest.\neconomic flows – other\ncomprehensive income\nThe ongoing uncertainty and challenges caused by COVID-19, including the likelihood of unplanned events, ongoing\nRevaluation 11,683 14,104 37,450 - - - 49,133 14,104\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- [Page 13]\nKey Conservation Measures\nMeasure Target 2017/18\n% of the Wildlife Conservation Master Plan implemented 70%\n% of Community Conservation campaigns achieving targets 100%\nInvestment in the Sustainability Prospectus $200,000\nWild free-ranging Eastern Barred Bandicoots 1500\nNumber of students taking part in Education for Conservation 160,000\nTotal conservation investment >$10, 000, 000\n% Visitors that identify that Zoos Victoria undertakes conservation work 60%\nKey Conservation Risks\nCore Risk primary Causes Rating\nThe extinction of a Catastrophic new threats, disasters, disease, lack of recovery Medium\nVictorian terrestrial actions,, lack of funding, predators, human error, and\nvertebrate failure of equipment.\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- 2017/18 Strategic Initiatives Leadership\nAnimal welfare – stay the course GM Life Sciences\n+ Conduct annual welfare surveys to inform our cycle of continuous\nimprovement and ensure zero negative welfare states\n+ Deliver Willy Wonka initiative – provides innovation in animal enrichment and\nthe fun for animals and wow for visitors\n+ Animal welfare code and organisational culture to provide guiding principles\nAnimal care decision making Wildlife\nConservation and\n+ Deliver animal welfare training to encourage curiosity in staff and a hunger\nScience\nfor best practice\nGM Life Sciences\n+ Develop Animal Welfare Hazard Assessment process that uses evidence-\nbased data to inform decision making\n+ Implement the welfare decision tree to ensure objective and transparent\ndecision making\n+ Implement best practice standards for animal welfare\nAnimals in our strategic planning Wildlife\nConservation and\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- [Page 15]\nKey Animal Measures\nMeasure Target 2017/18\n% of animals assessed as either neutral or positive with our animal welfare survey 100%\n% of animal enrichment programs on target 80%\nAccidental deaths 0\nKey Animal Risks\nCore Risk primary Causes Rating\nAnimal incidents Animal are harmed by visitors, other animals, natural events, Significant\ninfrastructure failure, disease, poor nutrition, food contamination\nand staff\nZOOS VICTORIA CORPORATE PLAN 2017-18 13\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 13]\nImpact and Reach\nFinancial Sustainability\nFinancial\nAnimals Conservation Visitors People\nSustainability\nAction Area\n2018 - 2021\nFINANCIAL SUSTAINABILITY GOAL: FINANCIAL SUSTAINABILITY OBJECTIVES: FINANCIAL SUSTAINABILITY\nPERFORMANCE MEASURES\n1 To maximise revenue and control expenditure, while driving financial\nWe will ensure the long-\naccountability in all areas of our business. • Secure capital investment for WORZ\nterm financial sustainability 2 To ensure the integrity and viability of our assets in the short and long term. • Revenue\n• Expenditure\nof all our operations to be 3 To have innovative, commercial products that are aligned to our core business\nand that will provide new revenue streams of substantial and recurrent funds. • Net\nable to maintain, operate\n4 To have a successful fundraising program that delivers a significant financial • Cash Holdings\n Source: `corporate-plans/2018.pdf (https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf)`\n- Staff in each department have >75% job satisfaction\nEnsure staff are respected, safe, healthy and secure\nRespect Leadership and Health and\nWorkload Job security\nfor staff communication safety\nStructured problem solving\nIndividual & Team Physical environment Work organisation\nDevelopment + Improve staff facilities + Leader standard work\n+ Safety circle + Workforce planning -\n+ Introduction to LEAN - for focus on casual and fixed-\neveryone term positions\n+ Job specific training\n+ Responding to\ninappropriate behaviours\n+ Feedback to staff\nContinuous measurement\nValues-based behaviour\nMonthly pulse surveys\nHuman Synergistics\nZOOS VICTORIA CORPORATE PLAN 2017-18 17\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- 2017/18 Strategic Initiatives Leadership\nSet standards for visitor engagement across the organisation Property Directors,\nBusiness\n+ Workshop and train our staff\nDevelopment\n+ Ongoing PDCA (checking and acting) to ensure the standards are achieved\n+ Renew and refresh visitor engagement\n+ Secure enabling infrastructure\n+ Incorporate community conservation\nDelivery of strategy to provide clarity on how marketing, communications and Marketing,\ndigital will support visitation and revenue objectives Communications\nand Digital\nCRM – complete the rollout of the CRM and ticketing system to improve the Digital\nvisitor experience\nEngaging digital products and services which enhance the visitor experience, Digital\nincluding quality online maps and centralised content management for screens\nScope a project for conversion of ticket sales to self-service – online and at entry Digital\n Source: `corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)`\n- These expenses\nPlant & equipment and\n29,237 28,177 (15,113) (12,488) 14,124 15,689\ngenerally represent the day-to-day operating costs incurred in normal operations of the Board. vehicles at fair value\nSupply and services include operating costs such as animal food, auditor remuneration, bank charges, conservation 415,423 410,831 (15,115) (50,189) 400,308 360,642\nactivities, hospitality, insurance, legal, low-value lease payments (leases with underlying asset’s fair value that is no\nWork-in-progress 4,112 2,474 - - 4,112 2,474\nmore than $10,000), medical, postage, printing and stationery, professional services, staff amenities, staff development,\nsubscriptions, travel and veterinary costs Total 419,535 413,305 (15,115) (50,189) 404,420 363,116\nOperating costs in 2021 are significantly lower than in the prior year due to the requirement to reduce non-essential\n Source: `annual-reports/2020-21.pdf (https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf)`\n- These expenses Plant & equipment and\n30,790 29,237 (17,509) (15,113) 13,281 14,124\ngenerally represent the day-to-day operating costs incurred in normal operations of the Board. vehicles at fair value\nSupply and services include operating costs such as animal food, auditor remuneration, bank charges, conservation 437,745 415,423 (29,327) (15,115) 408,418 400,308\nactivities, hospitality, insurance, legal, low-value lease payments (leases with underlying asset’s fair value that is no\nmore than $10,000), medical, postage, printing and stationery, professional services, staff amenities, staff development, Work-in-progress 10,787 4,112 - - 10,787 4,112\nsubscriptions, travel and veterinary costs\nTotal 448,532 419,535 (29,327) (15,115) 419,205 404,420\nOperating costs in 2021-22 are higher than in the prior year as Zoos Victoria returns to more regular operational activity\n Source: `annual-reports/2021-22.pdf (https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf)`\n- Plant & equipment and\n32,853 30,790 (19,678) (17,509) 13,175 13,281\nvehicles at fair value\nSupply and services include operating costs such as animal food, auditor remuneration, bank charges, conservation\n437,353 437,745 (43,069) (29,327) 394,284 408,418\nactivities, hospitality, insurance, legal, low-value lease payments (leases with underlying asset’s fair value that is no\nmore than $10,000), medical, postage, printing and stationery, professional services, staff amenities, staff development,\nsubscriptions, travel and veterinary costs Work-in-progress 23,098 10,787 - - 23,098 10,787\nTotal 460,451 448,532 (43,069) (29,327) 417,382 419,205\nOperating costs in 2022/23 are higher than in the prior year as Zoos Victoria returns to more regular operational activity\nlevels this financial year compared to the prior year’s requirement to reduce non-essential operating expenditure as a\n Source: `annual-reports/2022-23.pdf (https://cdn-site.zoo.org.au/media/stkdcm15/zv-annual-report-2022-23.pdf)`\n- Work-in-progress 98,959 72,955 - - 98,959 72,955\nSupply and services include operating costs such as animal food, auditor remuneration, bank charges, conservation Total 529,159 495,512 (37,750) (22,787) 491,409 472,725\nactivities, hospitality, insurance, legal, low-value lease payments (leases with underlying asset’s fair value that is no\nmore than $10,000), medical, postage, printing and stationery, professional services, staff amenities, staff development, Subsequent measurement\nsubscriptions, travel and veterinary costs.\n Source: `annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)`\n- [pages 12,13,14,15]\ncreased Focus on Organisational Culture All Directors\n+ Apply problem solving techniques to identify opportunities for improving job satisfaction.\n+ Collaborate in service and project delivery.\n+ Communicate our values and ensure all processes are aligned with the principles.\n+ Support staff to develop work standards for all routine work and ensure that standards and\nprocesses are consistent across properties and that training is focused on work standards.\n+ Make performance transparent through visual management.\n+ Increase staff knowledge and engagement with our conservation programs.\n Source: `corporate-plans/2016-17.pdf (https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2016-17.pdf` - corporate-plans - https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf\n- `corporate-plans/2017-18.pdf` - corporate-plans - https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf\n- `corporate-plans/2018.pdf` - corporate-plans - https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf\n- `corporate-plans/2020-21.pdf` - corporate-plans - https://cdn-site.zoo.org.au/media/4bkdfgxd/corporate-plan-2020-21.pdf\n- `corporate-plans/2024.pdf` - corporate-plans - https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://cdn-site.zoo.org.au/media/stkdcm15/zv-annual-report-2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf\n- `strategies/zoos_victoria_2030_strategy.pdf` - strategies - https://cdn-site.zoo.org.au/media/youelnok/zoos_victoria_2030_strategy.pdf\n- `pages/about.html` - pages - https://www.zoo.org.au/about-us/\n- `pages/homepage.html` - pages - https://www.zoo.org.au/\n- `pages/publications-index.html` - pages - https://www.zoo.org.au/fighting-extinction/research-and-publications/\n- `pages/taskforces-index.html` - pages - https://www.zoo.org.au/about-us/youth-advisory-committee/\n- `other-pdfs/code-of-conduct-research-zoos-victoria.pdf` - other-pdfs - https://cdn-site.zoo.org.au/media/32pg4g4u/code-of-conduct-research-zoos-victoria.pdf\n- `other-pdfs/environmental_sustainability_policy.pdf` - other-pdfs - https://cdn-site.zoo.org.au/media/5igawohq/environmental_sustainability_policy.pdf\n- `other-pdfs/zv-code-of-animal-welfare-and-ethics.pdf` - other-pdfs - https://cdn-site.zoo.org.au/media/yowhkcr3/zv-code-of-animal-welfare-and-ethics.pdf\n- `other-pdfs/zv_animal_ethics_committee_terms_of_reference_2024_approved.pdf` - other-pdfs - https://cdn-site.zoo.org.au/media/wwcnxwye/zv_animal_ethics_committee_terms_of_reference_2024_approved.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# Zoological Parks and Gardens Board - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:35:31.940125+00:00\n**Entity ID**: S-VIC-018\n**Jurisdiction**: Victoria\n**Portfolio**: \n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 19\n- Unique legislation references found: 32\n\n| Type | Count |\n|---|---:|\n| Act | 32 |\n\n## Legislation References\n\n### Financial Management Act 1994\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 26\n**Register search**: https://www.legislation.vic.gov.au/search?q=Financial+Management+Act+1994\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2016-17.pages.jsonl`\n- `corporate-plans/2017-18.pages.jsonl`\n\n**Evidence contexts**:\n- ramework (AMAF) Maturity Assessment 49\nSD 5.2.2 Declaration in financial statements 57\nSD 5.2.3 Declaration in report of operations 2\nSD 5.1.4 Attestation for compliance with Ministerial Standing Directions 41\nLegislation\nZoological Parks and Gardens Act 1995\nFinancial Management Act 1994\nBuilding Act 1993\nFreedom of Information Act 1982\nProtected Disclosures Act 2012\n52 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 53\n\n[page 29]\nAnnual Report 2020-2021\nORANGE-BELLIED PARROT\nFinancial\nXavier\nReport\n– 9 years o\n Source: `annual-reports/2020-21.pages.jsonl`\n- and provides users with the information about the have been prepared in accordance with Direction 5.2 of the Standing Directions of the Minister\nBoard’s stewardship of resource entrusted to it. It is presented in the following structure: for Finance under the Financial Management Act 1994, applicable Financial Reporting Directions,\nAustralian Accounting Standards including Interpretations, and other mandatory professional\nFINANCIAL STATEMENTS reporting requirements.\nWe further state that, in our opinion, the information set out in the comprehe\n Source: `annual-reports/2020-21.pages.jsonl`\n- fraud or error, design and perform audit procedures responsive to those risks,\nthe year then ended in accordance with the financial reporting requirements of Part 7 of the\nand obtain audit evidence that is sufficient and appropriate to provide a basis for my\nFinancial Management Act 1994 and applicable Australian Accounting Standards.\nopinion. The risk of not detecting a material misstatement resulting from fraud is\nBasis for I have conducted my audit in accordance with the Audit Act 1994 which incorporates the higher than for one resulting f\n Source: `annual-reports/2020-21.pages.jsonl`\n- iew the appointment, scope, Victoria has no Material Compliance\nfindings and independence of the Deficiencies with respect to the\ninternal and external audits applicable Standing Directions of\nthe Minister for Finance under the\n• Monitor regulatory, legal and\nFinancial Management Act 1994 and\ninternal control compliance\nInstructions.\n• Review and assist the development\nof strategies for key financial areas\nRebecca McKenzie\nChair – Zoos Victoria\n1 July 2021 - present\n46 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22\n Source: `annual-reports/2021-22.pages.jsonl`\n- nce with Building Act 1993 49\nFRD 25 Local Jobs First 48\nSD 5.2.2 Declaration in financial statements 63\nSD 5.2.3 Declaration in report of operations 2\nSD 5.4.1 Attestation for compliance with Ministerial Standing Direction 47\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nFreedom of Information Act 1982 48\nLocal Jobs First Act 2003 46\nPublic Interest Disclosure Act 2012 49\nZoological Parks and Gardens Act 1995 7\n58 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 59\n\n[page 32]\nAnnual Report 2021-2\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 15\n**Register search**: https://www.legislation.vic.gov.au/search?q=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Anay\nfor their community and fundraising work;\n– 8 years old\n42 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 43\n\n[page 24]\nFREEDOM OF INFORMATION Details of FOI requests received during the financial year are outlined below.\nThe Freedom of Information Act 1982 (the Act) allows the public a right of access to documents held Details 2020-21 2019-20\nby Zoos Victoria. The purpose of the Act is to extend as far as possible the right of the community\nto access information held by government departments, local councils, M\n Source: `annual-reports/2020-21.pages.jsonl`\n- Management Act 1994 is held at Zoos Victoria incurred by Zoos Victoria during the reporting\nConsultant Purpose of Start date End date Total Expenditure Future\noffices and is available on request, subject to the period.\nconsultancy approved 2020-21 expenditure\nFreedom of Information Act 1982.\nproject fee (excl. GST) (excl. GST)\n(excl. GST)\nBusiness\nErnst & Young case 27/05/2021 31/12/2021 $177,787 Nil $177,787\nINFORMATION AND COMMUNICATION TECHNOLOGY (ICT) EXPENDITURE\nFor the 2020-2021 reporting period, Zoos Victoria had a total ICT expenditure o\n Source: `annual-reports/2020-21.pages.jsonl`\n- ent on Competitive Neutrality Policy 45\nFRD 22I Application and operation of Public Interest Disclosures Act 2012 45\nFRD 22I Summary of environmental performance 20\nFRD 22I Statement of availability of other information 46\nFRD 22I Application and operation of Freedom of Information Act 1982 44\nFRD 22I Compliance with Building Act 1993 43\nFRD 25D Local Jobs First 42\nSPF Reporting Social Procurement Framework 48\nGuidelines\nSD 5.1.4 Asset Management Accountability Framework (AMAF) Maturity Assessment 49\nSD 5.2.2 Declaration in financial statements\n Source: `annual-reports/2020-21.pages.jsonl`\n- Declaration in financial statements 57\nSD 5.2.3 Declaration in report of operations 2\nSD 5.1.4 Attestation for compliance with Ministerial Standing Directions 41\nLegislation\nZoological Parks and Gardens Act 1995\nFinancial Management Act 1994\nBuilding Act 1993\nFreedom of Information Act 1982\nProtected Disclosures Act 2012\n52 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 53\n\n[page 29]\nAnnual Report 2020-2021\nORANGE-BELLIED PARROT\nFinancial\nXavier\nReport\n– 9 years old\n54 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS\n Source: `annual-reports/2020-21.pages.jsonl`\n- OF AVAILABILITY OF OTHER INFORMATION\nInformation relevant to the headings listed in Financial Reporting Direction 22H of the Financial\nSOUTHERN HAIRY-NOSED WOMBAT Management Act 1994 is held at Zoos Victoria offices and is available on request, subject to the\nFreedom of Information Act 1982.\nCOMPLIANCE WITH DATAVIC ACCESS POLICY\nConsistent with DataVic Access Policy issued by the Victorian Government in 2012, Zoos Victoria\nhas not submitted any datasets to DataVic. If in the future relevant datasets become available, these\nwill be provided to Da\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Local Jobs First Act 2003\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.vic.gov.au/search?q=Local+Jobs+First+Act+2003\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- present\n40 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 41\n\n[page 23]\nLOCAL JOBS FIRST • Continued our Gold membership with the COMPLIANCE WITH THE BUILDING BUILDING WORKS\nAustralian Network on Disability (AND). We ACT 1993\nThe Local Jobs First Act 2003 introduced in There were no major building works during\nare partnering with the AND to become a\nAugust 2018 brings together the Victorian The Zoological Parks and Gardens Board the year.\nDisability Confident Recruiter. This project\nIndustry Participation Poli\n Source: `annual-reports/2020-21.pages.jsonl`\n- Victoria\n1 July 2021 - present\n46 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 47\n\n[page 26]\nLOCAL JOBS FIRST at the F1 Grand Prix Friday night, COMPLIANCE WITH THE BUILDING WORKS\nabout 100 families enjoyed the\nBUILDING ACT 1993\nThe Local Jobs First Act 2003 amazing experience. The F1 team There were no major building works\nintroduced in August 2018 brings took on board much of what we The Zoological Parks and Gardens during the year.\ntogether the Victorian Industry have learnt from Dream Day. It is Board Complie\n Source: `annual-reports/2021-22.pages.jsonl`\n- claration in financial statements 63\nSD 5.2.3 Declaration in report of operations 2\nSD 5.4.1 Attestation for compliance with Ministerial Standing Direction 47\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nFreedom of Information Act 1982 48\nLocal Jobs First Act 2003 46\nPublic Interest Disclosure Act 2012 49\nZoological Parks and Gardens Act 1995 7\n58 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 59\n\n[page 32]\nAnnual Report 2021-22\nFinancial\nReport\n60 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS\n Source: `annual-reports/2021-22.pages.jsonl`\n- 44 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 45\n\n[page 25]\nLOCAL JOBS FIRST that helps both children and adults GENDER EQUALITY ACT 2020 COMPLIANCE WITH THE BUILDING WORKS\nknow what to expect when they visit\nBUILDING ACT 1993\nThe Local Jobs First Act 2003 our zoos. These scripts, alongside The Commission for Gender Equality There were no major building works\nintroduced in August 2018 brings our updated Sensory Maps, have in the Public Service approved The Zoological Parks and Gardens undertaken Zoos Victoria d\n Source: `annual-reports/2022-23.pages.jsonl`\n- anding Direction 45\nSD 5.2.2 Declaration in financial statements 59\nSD 5.2.3 Declaration in report of operations 3\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nTASMANIAN DEVIL Freedom of Information Act 1982 48\nGender Equality Act 2020 46\nLocal Jobs First Act 2003 46\nPublic Interest Disclosures Act 2012 49\n54 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 55\n\n[page 30]\nAnnual Report 2022-23\nFinancial\nReport\n56 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 57\n\n[\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Public Interest Disclosures Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.vic.gov.au/search?q=Public+Interest+Disclosures+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- COMPLIANCE WITH PUBLIC INTEREST\nFor more information regarding request and payment refer to our website: FOI REQUEST at https:// DISCLOSURES ACT 2012\nLevel 1, North Tower, 459 Collins Street\nwww.zoo.org.au/about-us/governance-and-policies/\nMelbourne, VIC 3000\nThe Public Interest Disclosures Act 2012 (the\n1300 735 135\nAct) encourages and assists people in making\nwww.ibac.vic.gov.au\ndisclosures of improper conduct by public\nKEY'S MATCHSTICK officers and public bodies. The Act provides\nEmail: (see the website above for the secure\nprotection to people who ma\n Source: `annual-reports/2020-21.pages.jsonl`\n- ultancies under $10,000 47\nFRD 22I Disclosure of government advertising expenditure 46\nFRD 12B Disclosure of major contracts 43\nFRD 22I Disclosure of ICT expenditure 47\nFRD 22I Statement on Competitive Neutrality Policy 45\nFRD 22I Application and operation of Public Interest Disclosures Act 2012 45\nFRD 22I Summary of environmental performance 20\nFRD 22I Statement of availability of other information 46\nFRD 22I Application and operation of Freedom of Information Act 1982 44\nFRD 22I Compliance with Building Act 1993 43\nFRD 25D Local Jobs First 42\nSPF R\n Source: `annual-reports/2020-21.pages.jsonl`\n- LOSURES ACT 2012\nrequests received from 45 to 30 days. However, when external consultation is required under ss29, 29A, 31, 31A, 33, 34 or\n35, the processing time automatically reverts to 45 days. Processing time may also be extended by periods of 30 days, in The Public Interest Disclosures Act 2012 (the Act) encourages and assists people in making disclosures of improper\nconsultation with the applicant. With the applicant’s agreement this may occur any number of times. However, obtaining conduct by public officers and public bodies. The Act provides pro\n Source: `annual-reports/2022-23.pages.jsonl`\n- arra Valley Water\nSWIFFT\nNational Environmental Scientific Program Yarra4Life FRD 22 Statement on National Competition Policy 49\nResilient Landscapes Hub Swift Parrot Recovery Team\nZoo and Aquarium Association including ZAA FRD 22 Application and operation of Public Interest Disclosures Act 2012 49\nNational Plains-wanderer Recovery Team Swinburne University Species Management Programs and ZAA\nNational Pookila (New Holland Mouse) Recovery Taronga Conservation Society Australia member institutions that have collaborated with FRD 22 Summary of environme\n Source: `annual-reports/2022-23.pages.jsonl`\n- Declaration in financial statements 59\nSD 5.2.3 Declaration in report of operations 3\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nTASMANIAN DEVIL Freedom of Information Act 1982 48\nGender Equality Act 2020 46\nLocal Jobs First Act 2003 46\nPublic Interest Disclosures Act 2012 49\n54 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 55\n\n[page 30]\nAnnual Report 2022-23\nFinancial\nReport\n56 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 57\n\n[page 31]\nHow this report is structured D\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Zoological Parks and Gardens Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.vic.gov.au/search?q=Zoological+Parks+and+Gardens+Act+1995\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2016-17.pages.jsonl`\n- `corporate-plans/2017-18.pages.jsonl`\n- `corporate-plans/2024.pages.jsonl`\n\n**Evidence contexts**:\n- d increase public enjoyment,\nthe zoos whilst promoting research, education\nknowledge and awareness of Zoos Victoria;\nand conservation, and operates under the\n• Innovative, scientifically sound breeding and recovery\n• Carry out and promote zoological research,\nZoological Parks and Gardens Act 1995.\nprograms to support Critically Endangered Victorian,\nthe conservation of wildlife, its natural\nterrestrial, vertebrate species;\nComprised of nine members appointed by the habitats and the maintenance of biodiversity;\n• Partnering with the Victorian community\n Source: `annual-reports/2020-21.pages.jsonl`\n- of operations 2\nSD 5.4.1 Attestation for compliance with Ministerial Standing Direction 47\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nFreedom of Information Act 1982 48\nLocal Jobs First Act 2003 46\nPublic Interest Disclosure Act 2012 49\nZoological Parks and Gardens Act 1995 7\n58 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 59\n\n[page 32]\nAnnual Report 2021-22\nFinancial\nReport\n60 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 61\n\n[page 33]\nHow this report is structured De\n Source: `annual-reports/2021-22.pages.jsonl`\n- National Pookila (New Holland Mouse) Recovery Trowunna Wildlife Sanctuary Disability Act 2006 38\nFinancial Management Act 1994 55\nFreedom of Information Act 1982 58\nGender Equality Act 2020 39\nLocal Job First Act 2003 56\nPublic Interest Disclosure Act 2012 59\nZoological Parks and Gardens Act 1995 7\n64 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORIA • ANNUAL REPORT 2024-25 65\n\n[page 35]\nAnnual Report 2024-25\nFinancial\nRepor t\n66 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORIA • ANNUAL REPORT 2024-25 67\n\n[page 36]\nZOOLOGICAL PARKS AND GARDENS BO\n Source: `annual-reports/2024-25.pages.jsonl`\n- ssion of Zoos Victoria have been amended to reflect the\nongoing transformation into a conservation organisation. It is anticipated\nthat these will be further refined in the coming year.\nStatutory Mandate\nThe Zoological Parks & Gardens Board operates under the Zoological Parks and Gardens Act 1995 and\nhas responsibility for the Royal Melbourne Zoological Garden, Healesville Sanctuary and Werribee Open\nRange Zoo. The Act, in brief, mandates the organisation to:\n+ Conserve, protect, manage and improve the Zoos and their assets;\n+ Promote and increase pub\n Source: `corporate-plans/2016-17.pages.jsonl`\n- t wildlife friendly society;\n3 Providing profound zoo-based animal encounters to\nconnect people with wildlife; and\n4 Strong commercial approaches to secure\nfinancial sustainability.\nOUR STATUTORy mANdATE\nThe Zoological Parks & Gardens Board operates under the Zoological Parks and Gardens Act 1995 and has\nresponsibility for the Royal Melbourne Zoological Garden, (MZ) Healesville Sanctuary (HS) and Werribee\nOpen Range Zoo (WORZ). The Act, in brief, mandates the organisation to:\n+ Conserve, protect, manage and improve the Zoos and their assets;\n+ Promote\n Source: `corporate-plans/2017-18.pages.jsonl`\n\n### Parliamentary Salaries and Superannuation Act 1968\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.vic.gov.au/search?q=Parliamentary+Salaries+and+Superannuation+Act+1968\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- on for the KMP\nfor the reporting period is outlined below. This excludes the salaries and benefits the Portfolio Minister receives. The Amounts invested with VFMC as at 30 June (refer note 4.3) 5,519 9,637\nMinister’s remuneration and allowances are set by the Parliamentary Salaries and Superannuation Act 1968 and is\nAmounts recognised as other economic flow in the Comprehensive operating\nreported within the Department of Parliamentary Services’ Financial Report and not included here.\nstatement. This is the investment distribution income earned from VFMC 335 506\nin\n Source: `annual-reports/2020-21.pages.jsonl`\n- on for the KMP\nfor the reporting period is outlined below. This excludes the salaries and benefits the Portfolio Minister receives. The\nAmounts invested with VFMC as at 30 June (refer note 4.3) 5,220 5,519\nMinister’s remuneration and allowances are set by the Parliamentary Salaries and Superannuation Act 1968 and are\nreported within the States Annual Financial Report and not included here. Amounts recognised as other economic flow in the Comprehensive operating\nstatement. This is the investment distribution income earned from VFMC 262 335\ninvestments.\n($ thousand)\n Source: `annual-reports/2021-22.pages.jsonl`\n- are one and the same group of people. The remuneration for the KMP\nd)\nfor the reporting period is outlined below. This excludes the salaries and benefits the Portfolio Minister receives. The Parks Victoria\nMinister’s remuneration and allowances are set by the Parliamentary Salaries and Superannuation Act 1968 and are Amounts recognised as income in the Comprehensive operating statement. 6 62\nreported within the State’s Annual Financial Report and not included here. These grants relates to various conservation partnering programs.\nAmounts recognised as expenditure\n Source: `annual-reports/2022-23.pages.jsonl`\n- ple. The remuneration for the KMP\nThe Hon Marsha Thomson 1 July 2023 to 30 June 2024 for the reporting period is outlined below. This excludes the salaries and benefits the Portfolio Minister receives. The\nMinister’s remuneration and allowances are set by the Parliamentary Salaries and Superannuation Act 1968 and are\nProfessor Brendan Wintle 1 July 2023 to 30 June 2024\nreported within the State’s Annual Financial Report and not included here.\nDr Chloe Buiting 1 July 2023 to 30 June 2024\nErin Lightfoot 1 July 2023 to 30 June 2024 ($ thousand)\nChief Executive Office\n Source: `annual-reports/2023-24.pages.jsonl`\n- oard are one and the same group of people. The remuneration for the KMP 8.6 Reserves\nfor the reporting period is outlined below. This excludes the salaries and benefits the Portfolio Minister receives. The\nMinister’s remuneration and allowances are set by the Parliamentary Salaries and Superannuation Act 1968 and are 8.6.1 Endowment reserve\nreported within the State’s Annual Financial Report and not included here. ($ thousand)\n2025 2024\n($ thousand)\nBalance at the beginning of the financial year 10,496 5,385\nCompensation of KMP's 2025 2024\nTransfer of accumulated\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### FREEDOM OF INFORMATION MAJOR EXTERNAL REVIEWS The Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.vic.gov.au/search?q=FREEDOM+OF+INFORMATION+MAJOR+EXTERNAL+REVIEWS+The+Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- with disabilities. Karen Dimmock, fairer, more inclusive and accessible\nCEO of ACD shared “We had the for people with a disability.\nfirst ever Inclusive Pit Lane Walk\n48 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 49\n\n[page 27]\nFREEDOM OF INFORMATION MAJOR EXTERNAL REVIEWS\nThe Freedom of Information Act 1982 allows the public a right of access to There were no major external reviews conducted in 2021-22.\ndocuments held by Zoos Victoria. The purpose of the Act is to extend as far as\npossible the right of the community to access information held by government COMPE\n Source: `annual-reports/2021-22.pages.jsonl`\n- utistic further disability confidence in our\nand Neurodivergent Australians, to workplace.\ncreate Social Scripts for our visitors.\nSocial scripts are visual documents\n46 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 47\n\n[page 26]\nFREEDOM OF INFORMATION MAJOR EXTERNAL REVIEWS\nThe Freedom of Information Act 1982 allows the public a right of access to documents held by Zoos Victoria. There were no major external reviews conducted in 2022-23.\nThe purpose of the Act is to extend as far as possible the right of the community to access information held by\ngovernment depar\n Source: `annual-reports/2022-23.pages.jsonl`\n- onal Day of\neducate our staff and volunteers.\nAnother key achievement was People with Disability\nVarious methods were used including\nthe establishment of our External\n48 ZOOS VICTORIA • ANNUAL REPORT 2023-24 ZOOS VICTORIA • ANNUAL REPORT 2023-24 49\n\n[page 27]\nFREEDOM OF INFORMATION MAJOR EXTERNAL REVIEWS\nThe Freedom of Information Act 1982 (Vic) (FOI Act) allows the public a right of access to documents held by Zoos Victoria. There were no major external reviews conducted in 2023-24.\nThe purpose of the Act is to extend as far as possible the right of the community to access information held by\n Source: `annual-reports/2023-24.pages.jsonl`\n- ervation campaigns. 01/07/2024 -\nConservation $160 $12 $7 $179\nPriorities for 2024-25 30/06/2025\nincluded\nCoffee for Wildlife & citizen\nscience program Moth\nTracker.\"\n56 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORIA • ANNUAL REPORT 2024-25 57\n\n[page 31]\nFREEDOM OF INFORMATION MAJOR EXTERNAL REVIEWS\nThe Freedom of Information Act 1982 (Vic) (FOI Act) allows the public a right of access to documents held by Zoos There were no major external reviews conducted in 2024-25.\nVictoria. The purpose of the Act is to extend as far as possible the right of the community to access information held by\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Interest Disclosure Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.vic.gov.au/search?q=Public+Interest+Disclosure+Act+2012\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ents 63\nSD 5.2.3 Declaration in report of operations 2\nSD 5.4.1 Attestation for compliance with Ministerial Standing Direction 47\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nFreedom of Information Act 1982 48\nLocal Jobs First Act 2003 46\nPublic Interest Disclosure Act 2012 49\nZoological Parks and Gardens Act 1995 7\n58 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 59\n\n[page 32]\nAnnual Report 2021-22\nFinancial\nReport\n60 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 61\n\n[\n Source: `annual-reports/2021-22.pages.jsonl`\n- URES ACT 2012\nrequired under ss29, 29A, 31, 31A, 33, 34 or 35, a 15-day automatic extension applies. Processing time may also be extended\nby periods of up to 30 days, in consultation with the applicant. With the applicant’s agreement this may occur any number The Public Interest Disclosure Act 2012(PID Act) encourages and assists people in making disclosures of improper conduct\nof times. However, obtaining an applicant’s agreement for an extension cannot occur after the expiry of the timeframe for by public officers and public bodies. The Act provides p\n Source: `annual-reports/2023-24.pages.jsonl`\n- DISCLOSURES ACT 2012\nis required under ss29, 29A, 31, 31A, 33, 34 or 35, a 15-day automatic extension applies. Processing time may also be\nextended by periods of up to 30 days, in consultation with the applicant. With the applicant’s agreement this may occur The Public Interest Disclosure Act 2012(PID Act) encourages and assists people in making disclosures of improper conduct\nany number of times. However, obtaining an applicant’s agreement for an extension cannot occur after the expiry of the by public officers and public bodies. The Act provides prot\n Source: `annual-reports/2024-25.pages.jsonl`\n- servation Program Building Act 1993 56\nNational Pookila (New Holland Mouse) Recovery Trowunna Wildlife Sanctuary Disability Act 2006 38\nFinancial Management Act 1994 55\nFreedom of Information Act 1982 58\nGender Equality Act 2020 39\nLocal Job First Act 2003 56\nPublic Interest Disclosure Act 2012 59\nZoological Parks and Gardens Act 1995 7\n64 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORIA • ANNUAL REPORT 2024-25 65\n\n[page 35]\nAnnual Report 2024-25\nFinancial\nRepor t\n66 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORIA • ANNUAL REPORT 2024-25 67\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Gender Equality Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.vic.gov.au/search?q=Gender+Equality+Act+2020\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- mpliance with Ministerial Standing Direction 45\nSD 5.2.2 Declaration in financial statements 59\nSD 5.2.3 Declaration in report of operations 3\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nTASMANIAN DEVIL Freedom of Information Act 1982 48\nGender Equality Act 2020 46\nLocal Jobs First Act 2003 46\nPublic Interest Disclosures Act 2012 49\n54 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 55\n\n[page 30]\nAnnual Report 2022-23\nFinancial\nReport\n56 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA\n Source: `annual-reports/2022-23.pages.jsonl`\n- e Swift Parrot Recovery Team Compass Group\nLegislation\nMt Toolebewong and District Landcare Swinburne University\nMurdoch University Taronga Conservation Society Australia Building Act 1993 49\nFinancial Management Act 1994 47\nFreedom of Information Act 1982 50\nGender Equality Act 2020 48\nYELLOW-TAILED BLACK COCKATOO Local Jobs First Act 2003 48\nPublic Interest Disclosures Act 2012 51\n58 ZOOS VICTORIA • ANNUAL REPORT 2023-24 ZOOS VICTORIA • ANNUAL REPORT 2023-24 59\n\n[page 32]\nAnnual Report 2023-24\nFinancial\nRepor t\n60 ZOOS VICTORIA • ANNUAL\n Source: `annual-reports/2023-24.pages.jsonl`\n- National Plains-wanderer Recovery Team Tree Kangaroo Conservation Program Building Act 1993 56\nNational Pookila (New Holland Mouse) Recovery Trowunna Wildlife Sanctuary Disability Act 2006 38\nFinancial Management Act 1994 55\nFreedom of Information Act 1982 58\nGender Equality Act 2020 39\nLocal Job First Act 2003 56\nPublic Interest Disclosure Act 2012 59\nZoological Parks and Gardens Act 1995 7\n64 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORIA • ANNUAL REPORT 2024-25 65\n\n[page 35]\nAnnual Report 2024-25\nFinancial\nRepor t\n66 ZOOS VICTORIA\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Protected Disclosures Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.vic.gov.au/search?q=Protected+Disclosures+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nts 57\nSD 5.2.3 Declaration in report of operations 2\nSD 5.1.4 Attestation for compliance with Ministerial Standing Directions 41\nLegislation\nZoological Parks and Gardens Act 1995\nFinancial Management Act 1994\nBuilding Act 1993\nFreedom of Information Act 1982\nProtected Disclosures Act 2012\n52 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 53\n\n[page 29]\nAnnual Report 2020-2021\nORANGE-BELLIED PARROT\nFinancial\nXavier\nReport\n– 9 years old\n54 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-\n Source: `annual-reports/2020-21.pages.jsonl`\n- of consultancies under $10 000 53\nFRD 22 Disclosure of government advertising expenditure 53\nFRD 12 Disclosure of major contracts 49\nFRD 22 Disclosure of ICT expenditure 53\nFRD 22 Statement on National Competition Policy 51\nFRD 22 Application and operation of Protected Disclosures Act 2012 51\nFRD 22 Summary of environmental performance 23\nFRD 22 Statement of availability of other information 53\nFRD 22 Application and operation of Freedom of Information Act 1982 50\nPLAINS-WANDERER FRD 22 Compliance with Building Act 1993 49\nFRD 25 Local Jobs Fir\n Source: `annual-reports/2021-22.pages.jsonl`\n- xpendture 61\nMichael Amor Evolutionary Genetics and XM2\nBioinformatics Save the Tasmanian Devil Program\nYarra Valley Water FRD 22 Statement on National Competition Policy 59\nMobileMuster Smoky Mouse Recovery Team\nYarra4Life FRD 22 Application and operation of Protected Disclosures Act 2012 59\nMonash University Société d'Ornithologie de Polynésie Manu\nYorta Yorta Nation Aboriginal Corporation\nMondelez (Cadbury) Southern Bent-wing Bat Recovery Team FRD 22 Summary of environmental performance 28\nZoo and Aquarium Association including ZAA\nMoonlit S\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Joy and Meaning What Drives Our Planning Governance About Zoos Victoria Zoological Parks and Gardens Act 1995\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Joy+and+Meaning+What+Drives+Our+Planning+Governance+About+Zoos+Victoria+Zoological+Parks+and+Gardens+Act+1995\n\n**Sources**:\n- `corporate-plans/2024.pages.jsonl`\n\n**Evidence contexts**:\n- Extinction Schools\n200,000 young people Golden-rayed Blue Butterfly\nLights Off for the Bogong Moth zoo powered by 100%\nand Moth Tracker campaigns renewable energy\n4 | Zoos Victoria Corporate Plan 2024-2027 Zoos Victoria Corporate Plan 2024-2027 | 5\n\n[page 4]\nJoy and Meaning What Drives Our Planning\nGovernance\nAbout Zoos Victoria\nZoological Parks and Gardens Act 1995\nZoos Victoria is a zoo-based conservation\nVictorian Government policies and priorities\norganisation located in Victoria, Australia.\nMinister for Environment\nWe are responsible for the operations of Melbourne\nZoo, Healesville Sanctuary, Werribee Open Range Com\n Source: `corporate-plans/2024.pages.jsonl`\n\n### Legislation Zoological Parks and Gardens Act 1995\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Legislation+Zoological+Parks+and+Gardens+Act+1995\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- delines\nSD 5.1.4 Asset Management Accountability Framework (AMAF) Maturity Assessment 49\nSD 5.2.2 Declaration in financial statements 57\nSD 5.2.3 Declaration in report of operations 2\nSD 5.1.4 Attestation for compliance with Ministerial Standing Directions 41\nLegislation\nZoological Parks and Gardens Act 1995\nFinancial Management Act 1994\nBuilding Act 1993\nFreedom of Information Act 1982\nProtected Disclosures Act 2012\n52 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 53\n\n[page 29]\nAnnual Report 2020-2021\nORANGE-BELLIED PARROT\nFinan\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### RELEVANT LEGISLATION Zoological Parks and Gardens Act 1995\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=RELEVANT+LEGISLATION+Zoological+Parks+and+Gardens+Act+1995\n\n**Sources**:\n- `other-pdfs/environmental_sustainability_policy.pages.jsonl`\n\n**Evidence contexts**:\n- se objectives are periodically reviewed through the Corporate Planning Process and\nendorsed by the Senior Executive Team. Our environmental achievements including\ncommitments, resource consumption and carbon emissions will be published in our annual\nreport.\n4 RELEVANT LEGISLATION\nZoological Parks and Gardens Act 1995 (Vic)\n5 OTHER RELATED DOCUMENTS\nEnvironmental Management System (EMS) Manual\nPage 2 of 2\nOnce PRINTED, this is an UNCONTROLLED DOCUMENT.\n Source: `other-pdfs/environmental_sustainability_policy.pages.jsonl`\n\n### Zoological Parks and Board Gardens Act 1995\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Zoological+Parks+and+Board+Gardens+Act+1995\n\n**Sources**:\n- `corporate-plans/2018.pages.jsonl`\n\n**Evidence contexts**:\n- s $78.6 78% $89.7 $95.5\nRevenue - Government $22.6 22% $15.0 $15.5\nExpenditure - Operations $98.2 92% $101.2 $104.0\nExpenditure – Capital* $8.5 8% $5.0 $4.3\nLEGISLATIVE FRAMEWORK GOVERNANCE AND STRUCTURE\nThe Zoological Parks & Gardens Board operates under the Zoological Parks and Board\nGardens Act 1995 and has responsibility for the Royal Melbourne Zoological Chief Executive Officer\nGarden, (MZ) Healesville Sanctuary (HS) and Werribee Open Range Zoo (WORZ).\nSenior Executive Team\nThe Act, in brief, mandates the organisation to:\nDirector of Wildlife Conservat\n Source: `corporate-plans/2018.pages.jsonl`\n\n### Legislation Building Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.vic.gov.au/search?q=Legislation+Building+Act+1993\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- 50\nPLAINS-WANDERER FRD 22 Compliance with Building Act 1993 49\nFRD 25 Local Jobs First 48\nSD 5.2.2 Declaration in financial statements 63\nSD 5.2.3 Declaration in report of operations 2\nSD 5.4.1 Attestation for compliance with Ministerial Standing Direction 47\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nFreedom of Information Act 1982 48\nLocal Jobs First Act 2003 46\nPublic Interest Disclosure Act 2012 49\nZoological Parks and Gardens Act 1995 7\n58 ZOOS VICTORIA • ANNUAL REPORT 2021-22 ZOOS VICTORIA • ANNUAL REPORT 2021-22 5\n Source: `annual-reports/2021-22.pages.jsonl`\n- ern Plains Conservation Management Trowunna Wildlife Sanctuary\nFRD 25 Local Jobs First 46\nSD 5.1.4 Attestation for compliance with Ministerial Standing Direction 45\nSD 5.2.2 Declaration in financial statements 59\nSD 5.2.3 Declaration in report of operations 3\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nTASMANIAN DEVIL Freedom of Information Act 1982 48\nGender Equality Act 2020 46\nLocal Jobs First Act 2003 46\nPublic Interest Disclosures Act 2012 49\n54 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Prevention of Cruelty to Animals Act 1986\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.vic.gov.au/search?q=Prevention+of+Cruelty+to+Animals+Act+1986\n\n**Sources**:\n- `pages/publications-index.html`\n\n**Evidence contexts**:\n- ical Science\nResearch Application Form\nor Social Science Research Application Form can be download here.\nAnimal Ethics Committee review\nZoos Victoria is licensed by the Department of Primary Industries for the use of animals in research and teaching under the\nPrevention of Cruelty to Animals Act 1986\n. Part of the requirement of this license is that all proposed research involving animals is reviewed and approved by an Animal Ethics Committee (AEC).\nThe Zoos Victoria AEC is made up of a range of representatives as required by the Australian Code of Practi\n Source: `pages/publications-index.html`\n- ers must read and agree to comply with the\nZoos Victoria Code of Conduct for Scientific Research Practice (PDF 21 KB)\nand Zoos Victoria's Occupational Health and Safety procedures. Scientific procedures using animals must be carried out in accordance with the\nPrevention of Cruelty to Animals Act 1986\nand Regulations 2008, and the current version of the Australian Code of Practice for the Care and Use of Animals for Scientific Purposes.\nZoos Victoria may withdraw from a project at any time if resources or circumstances change.\nSubmission forms and dates\nTh\n Source: `pages/publications-index.html`\n\n### State Concessions Thriving, Ethical Business Act 1986\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.vic.gov.au/search?q=State+Concessions+Thriving%2C+Ethical+Business+Act+1986\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- r member 2.5 3.2 ✗ post-secondary educational institution\nMembership renewal rate (%) 51.3% 50% ✔\nEligible recipient or eligible beneficiary $31.50 $30\nPercentage of Victorian schools part of the Fighting Extinction Schools 44% 40% ✔\nwithin the meaning of the State Concessions\nThriving, Ethical Business Act 1986 on presentation of a current\nLeadership, engagement and safety indicators were all very high during this challenging year. The lost time injury frequency rate pensioner or Health Care Card issued by the\nwas 8% better than the previous year whilst not quite me\n Source: `annual-reports/2021-22.pages.jsonl`\n- member 2.9 3.2 ×\npost-secondary educational institution\nMembership renewal rate (%) 58% 54% \nPercentage of Victorian schools part of the Fighting Extinction Schools 45% 40%  Eligible recipient or eligible beneficiary $20 $31.50 $30\nwithin the meaning of the State Concessions\nThriving, Ethical Business\nAct 1986 on presentation of a current\npensioner or Health Care Card issued by the\nLeadership measure according to Pulse Survey\n90% >75%  Commonwealth Government\nor People Matters Survey (%)\nEmployee Engagement Index (People Matters) or Job Satisfaction (%) 81% >80% \n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Water Industry Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.vic.gov.au/search?q=Water+Industry+Act+1994\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- rtment is the Department of Environment, Land, Water and Planning (DELWP). All Grants\n($ thousand)\nreceived from DELWP are recorded here, including funds from the PRTA, the source of which is a rate levied on\nmetropolitan properties under the provision of the Water Industry Act 1994. The grant is provided for the purpose Notes 2021 2020\nof zoo operations for conservation, recreation, leisure, maintenance and tourism.\nInterest income 2.4.1 67 230\nThe increase in grant income in 2020/21 includes an additional grant income of $13.9m from DE\n Source: `annual-reports/2020-21.pages.jsonl`\n- ment, Land, Water and Planning (DELWP). All Grants\n($ thousand)\nreceived from DELWP are recorded here, including funds from the Parks and Reserves Trust Account (PRTA), the source\nof which is a rate levied on metropolitan properties under the provision of the Water Industry Act 1994. The grant is Notes 2022 2021\nprovided for the purpose of zoo operations for conservation, recreation, leisure, maintenance and tourism.\nInterest income 2.4.1 145 67\nThe increase in grant income in 2021-22 includes grant income of $12.4m (2020-21 $13.9m) from\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Australian Code) and the Prevention of Cruelty to Animals Act 1986\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Australian+Code%29+and+the+Prevention+of+Cruelty+to+Animals+Act+1986\n\n**Sources**:\n- `other-pdfs/zv_animal_ethics_committee_terms_of_reference_2024_approved.pages.jsonl`\n\n**Evidence contexts**:\n- nimal Ethics Committee (the AEC) is to ensure\nthat all research involving animals undertaken under the auspices of Zoos Victoria is\nconducted in accordance with the Australian Code for the Care and Use of Animals for\nScientific Purposes, 8th edition 2013 (the Australian Code) and the Prevention of Cruelty to\nAnimals Act 1986 and Regulations 2019 (POCTA).\n1.2 The AEC reviews and monitors all ethical and welfare aspects of research in which animals\nare subject to scientific procedures (as defined by POCTA). Note: Throughout these Terms\nof Reference, it is assumed that research invo\n Source: `other-pdfs/zv_animal_ethics_committee_terms_of_reference_2024_approved.pages.jsonl`\n\n### Compass Group Legislation Mt Toolebewong and District Landcare Swinburne University Murdoch University Taronga Conservation Society Australia Building Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Compass+Group+Legislation+Mt+Toolebewong+and+District+Landcare+Swinburne+University+Murdoch+University+Taronga+Conservation+Society+Australia+Building+Act+1993\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- South Australia Zoos SA SD 5.2.2 Declaration in financial statements 63\nMt Hotham Alpine Resort Management Board SWIFFT CATERING PARTNERS SD 5.2.3 Declaration in report of operations 3\nMt Rothwell Biodiversity Interpretation Centre Swift Parrot Recovery Team Compass Group\nLegislation\nMt Toolebewong and District Landcare Swinburne University\nMurdoch University Taronga Conservation Society Australia Building Act 1993 49\nFinancial Management Act 1994 47\nFreedom of Information Act 1982 50\nGender Equality Act 2020 48\nYELLOW-TAILED BLACK COCKATOO Local Jobs First Act 2003 48\nPublic Interest Disclosures Act 2012 51\n58 ZOOS VICTORIA • ANNUAL REPORT 2023-24 ZOOS VICTORIA • ANNUA\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Connecting Thriving, Creating MAJOR RISK TOLERANCE CHAMPION Working for Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Connecting+Thriving%2C+Creating+MAJOR+RISK+TOLERANCE+CHAMPION+Working+for+Act+1995\n\n**Sources**:\n- `corporate-plans/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- ic Plan Our statutory mandate Our accounting policies\nFOCUS AREAS The Zoological Parks & Gardens Board (ZPGB) The accrual basis of accounting is applied in the\noperates under the Zoological Parks and Gardens preparation of financial statements whereby assets,\nConnecting Thriving, Creating\nMAJOR RISK TOLERANCE CHAMPION\nWorking for Act 1995 and has responsibility for the Royal liabilities, equity, income and expenses are\nCommunity Ethical Special\nWildlife Melbourne Zoological Garden (MZ), Healesville recognised in the reporting period to which they\nwith Nature Business Places\nSanctuary (HS) and\n Source: `corporate-plans/2020-21.pages.jsonl`\n\n### Contact Officers The Disability Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Contact+Officers+The+Disability+Act+2006\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- No contracts over $10 million were entered into during the reporting period.\nNAIDOC week to name a few. leaders\nCOMPLIANCE WITH THE\n• Hosted Variety, the children’s charity • Provided updated training for our\nDISABILITY ACT 2006\nthat supports children who are Contact Officers\nThe Disability Act 2006 requires Zoos living with disability, disadvantage\n• Deepened our understanding\nVictoria to prepare a disability action or illness, for our first Dream Day\nand reviewed our complaints\nplan and report on its implementation at Healesville Sanctuary. It was\nmana\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Financial SOUTHERN HAIRY-NOSED WOMBAT Management Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Financial+SOUTHERN+HAIRY-NOSED+WOMBAT+Management+Act+1994\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- r and have done so. Members are also given the opportunity to declare\nspecific interests at the start of each Board meeting.\nSTATEMENT OF AVAILABILITY OF OTHER INFORMATION\nInformation relevant to the headings listed in Financial Reporting Direction 22H of the Financial\nSOUTHERN HAIRY-NOSED WOMBAT Management Act 1994 is held at Zoos Victoria offices and is available on request, subject to the\nFreedom of Information Act 1982.\nCOMPLIANCE WITH DATAVIC ACCESS POLICY\nConsistent with DataVic Access Policy issued by the Victorian Government in 2012, Zoos Victoria\nhas not submitt\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Freedom of The Public Interest Disclosures Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Freedom+of+The+Public+Interest+Disclosures+Act+2012\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- g procedures\nadvice; personal information about other people; and information provided to\nDISCLOSURES ACT 2012\nZoos Victoria in confidence.\nZoos Victoria is not a public body able to receive public\nFrom 1 September 2017, the Act has been amended to reduce the Freedom of The Public Interest Disclosures Act 2012 (the Act) interest disclosures under the PID Act. If you wish to make\nInformation (FOI) processing time for requests received from 45 to 30 days. encourages and assists people in making disclosures of a public interest disclosure about Zoos Victoria or any of\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Local Job First Act 2003\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Local+Job+First+Act+2003\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- overy Team Tree Kangaroo Conservation Program Building Act 1993 56\nNational Pookila (New Holland Mouse) Recovery Trowunna Wildlife Sanctuary Disability Act 2006 38\nFinancial Management Act 1994 55\nFreedom of Information Act 1982 58\nGender Equality Act 2020 39\nLocal Job First Act 2003 56\nPublic Interest Disclosure Act 2012 59\nZoological Parks and Gardens Act 1995 7\n64 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORIA • ANNUAL REPORT 2024-25 65\n\n[page 35]\nAnnual Report 2024-25\nFinancial\nRepor t\n66 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOO\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### National Pookila (New Holland Mouse) Recovery Trowunna Wildlife Sanctuary Disability Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=National+Pookila+%28New+Holland+Mouse%29+Recovery+Trowunna+Wildlife+Sanctuary+Disability+Act+2006\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- operations 3\nNational Environmental Scientific Program Tidbinbilla Nature Reserve\nLegislation\nResilient Landscapes Hub Tiverton Property Partners\nNational Plains-wanderer Recovery Team Tree Kangaroo Conservation Program Building Act 1993 56\nNational Pookila (New Holland Mouse) Recovery Trowunna Wildlife Sanctuary Disability Act 2006 38\nFinancial Management Act 1994 55\nFreedom of Information Act 1982 58\nGender Equality Act 2020 39\nLocal Job First Act 2003 56\nPublic Interest Disclosure Act 2012 59\nZoological Parks and Gardens Act 1995 7\n64 ZOOS VICTORIA • ANNUAL REPORT 2024-25 ZOOS VICTORI\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Reserve Legislation Resilient Landscapes Hub Tiverton Property Partners National Plains-wanderer Recovery Team Tree Kangaroo Conservation Program Building Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Reserve+Legislation+Resilient+Landscapes+Hub+Tiverton+Property+Partners+National+Plains-wanderer+Recovery+Team+Tree+Kangaroo+Conservation+Program+Building+Act+1993\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- inancial statements 69\nThe Carnivore Conservancy\nNational Recovery Team for the Brush-tailed\nRock-wallaby Threatened Mallee Bird CAP Steering Committee SD 5.2.3 Declaration in report of operations 3\nNational Environmental Scientific Program Tidbinbilla Nature Reserve\nLegislation\nResilient Landscapes Hub Tiverton Property Partners\nNational Plains-wanderer Recovery Team Tree Kangaroo Conservation Program Building Act 1993 56\nNational Pookila (New Holland Mouse) Recovery Trowunna Wildlife Sanctuary Disability Act 2006 38\nFinancial Management Act 1994 55\nFreedom of Information Act 1982 58\nGender Equality Act 2020 39\nLocal Job First Act 2003 56\nPublic Interest Disclosure Act 2012\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### State Concessions Act 1986\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=State+Concessions+Act+1986\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- E FREE\nConnecting Community with Nature\nSeniors (10% discount, rounded) $34 $34\nThe COVIDSafe Settings impacted visitation numbers.\nAnnual visitation (millions) 1,528,985 2,078,940 ✗ Eligible recipient or eligible beneficiary within the meaning of the $29 $29\nState Concessions Act 1986 on presentation of a current pensioner\nAnnual paid visitations (millions) 447,281 866,512 ✗\nor Health Care Card issued by the Commonwealth Government\nVisits per member 2.4 3.2 ✗\nFull-time student on presentation of proof of full-time enrolment in $29 $29\nMemb\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### State Government on the Marine and Coastal Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=State+Government+on+the+Marine+and+Coastal+Act+2018\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- y Graduate School\nCouncil. Geoff is currently a member of the of Management.\nVictorian Environmental Assessment Council and\nrecently published a book (Big, Bold and Blue) on\nAustralia’s marine protected areas. Recently he\nchaired the expert panel advising\nthe State Government on the Marine and\nCoastal Act 2018.\n36 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 ZOOS VICTORIA • ANNUAL REPORT 2020-2021 37\n\n[page 21]\nBOARD COMMITTEES\nZoos Victoria Board Zoos Victoria Independent Zoos Victoria Board Zoos Victoria Independent\nBoard Members Board Members\nCommittees Management Me\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### TASMANIAN DEVIL Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=TASMANIAN+DEVIL+Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- 25 Local Jobs First 46\nSD 5.1.4 Attestation for compliance with Ministerial Standing Direction 45\nSD 5.2.2 Declaration in financial statements 59\nSD 5.2.3 Declaration in report of operations 3\nLegislation\nBuilding Act 1993 47\nFinancial Management Act 1994 45\nTASMANIAN DEVIL Freedom of Information Act 1982 48\nGender Equality Act 2020 46\nLocal Jobs First Act 2003 46\nPublic Interest Disclosures Act 2012 49\n54 ZOOS VICTORIA • ANNUAL REPORT 2022-23 ZOOS VICTORIA • ANNUAL REPORT 2022-23 55\n\n[page 30]\nAnnual Report 2022-23\nFinancial\nReport\n56 ZOOS VICTORIA • ANNUAL R\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### We Management Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=We+Management+Act+1994\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- [page 3]\nYear in review\nAcknowledgement of Country\nZoos Victoria acknowledges the First Peoples as custodians of our land, waterways, and In accordance with the Financial\nbeautiful habitat on which we have the privilege to work, live and connect with nature. We Management Act 1994,\nacknowledge sovereignty was never ceded and this land always was and always will be I am pleased to present Zoos\nAboriginal land. We pay our deepest respects to Elders past and present and extend that Victoria’s Annual Report for the\nrespect to all Aborigina\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### YELLOW-TAILED BLACK COCKATOO Local Jobs First Act 2003\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=YELLOW-TAILED+BLACK+COCKATOO+Local+Jobs+First+Act+2003\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- Compass Group\nLegislation\nMt Toolebewong and District Landcare Swinburne University\nMurdoch University Taronga Conservation Society Australia Building Act 1993 49\nFinancial Management Act 1994 47\nFreedom of Information Act 1982 50\nGender Equality Act 2020 48\nYELLOW-TAILED BLACK COCKATOO Local Jobs First Act 2003 48\nPublic Interest Disclosures Act 2012 51\n58 ZOOS VICTORIA • ANNUAL REPORT 2023-24 ZOOS VICTORIA • ANNUAL REPORT 2023-24 59\n\n[page 32]\nAnnual Report 2023-24\nFinancial\nRepor t\n60 ZOOS VICTORIA • ANNUAL REPORT 2023-24 ZOOS VICTORIA • ANNUAL REPORT 2023-24 61\n Source: `annual-reports/2023-24.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/homepage.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/taskforces-index.html` (page)\n- `annual-reports/2020-21.pages.jsonl` (pdf_pages)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2016-17.pages.jsonl` (pdf_pages)\n- `corporate-plans/2017-18.pages.jsonl` (pdf_pages)\n- `corporate-plans/2018.pages.jsonl` (pdf_pages)\n- `corporate-plans/2020-21.pages.jsonl` (pdf_pages)\n- `corporate-plans/2024.pages.jsonl` (pdf_pages)\n- `other-pdfs/code-of-conduct-research-zoos-victoria.pages.jsonl` (pdf_pages)\n- `other-pdfs/environmental_sustainability_policy.pages.jsonl` (pdf_pages)\n- `other-pdfs/zv-code-of-animal-welfare-and-ethics.pages.jsonl` (pdf_pages)\n- `other-pdfs/zv_animal_ethics_committee_terms_of_reference_2024_approved.pages.jsonl` (pdf_pages)\n- `strategies/zoos_victoria_2030_strategy.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": null, "ideas": [ { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 6]\nKey Performance\nKey performance Frequency Three Year\nFocus Area Description\nindicator of Measure Target\nIndicators (KPIs)\nCreating Improved facilities Monthly Expenditure on capital and repairs 110%\nSpecial and maintenance as a % of annual\nPlaces depreciation\nKey Performance Indicators (KPIs) play a crucial role in the management and strategic monitoring of Zoos\nThriving Visitation Monthly Total visitors to Zoos Victoria >3,000,000\nVictoria.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 6]\nKey Performance\nKey performance Frequency Three Year\nFocus Area Description\nindicator of Measure Target\nIndicators (KPIs)\nCreating Improved facilities Monthly Expenditure on capital and repairs 110%\nSpecial and maintenance as a % of annual\nPlaces depreciation\nKey Performance Indicators (KPIs) play a crucial role in the management and strategic monitoring of Zoos\nThriving Visitation Monthly Total visitors to Zoos Victoria >3,000,000\nVictoria.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "The risk of not detecting a material misstatement resulting from fraud is\nIn my opinion, the financial report presents fairly, in all material respects, the financial\nhigher than for one resulting from error, as fraud may involve collusion, forgery,\nposition of the authority as at 30 June 2025 and its financial performance and cash flows for\nintentional omissions, misrepresentations, or the override of internal control.\nthe year then ended in accordance with the financial reporting requirements of Part 7 of the\n• obtain an understanding of internal control relevant to the audit in order to design\nFinancial Management Act 1994 and Australian Accounting Standards - Simplified Disclosures.\naudit procedures that are appropriate in the circumstances, but not for the purpose of\nBasis for I have conducted my audit in accordance with the Audit Act 1994 which incorporates the", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "The risk of not detecting a material misstatement resulting from fraud is\nIn my opinion, the financial report presents fairly, in all material respects, the financial\nhigher than for one resulting from error, as fraud may involve collusion, forgery,\nposition of the authority as at 30 June 2025 and its financial performance and cash flows for\nintentional omissions, misrepresentations, or the override of internal control.\nthe year then ended in accordance with the financial reporting requirements of Part 7 of the\n• obtain an understanding of internal control relevant to the audit in order to design\nFinancial Management Act 1994 and Australian Accounting Standards - Simplified Disclosures.\naudit procedures that are appropriate in the circumstances, but not for the purpose of\nBasis for I have conducted my audit in accordance with the Audit Act 1994 which incorporates the", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "2017/18 Strategic Initiatives Leadership\n+ Focus on the development of a 20 year animal collection plan GM Life Sciences\n+ Focus on developing and implementing a Zoos Victoria visitor engagement model Director / GM Visitor\nExperience\n+ Focus on a Melbourne Zoo site development plan Visitor Experience\n+ Focus on developing positive staff satisfaction with their job ALL\n2017/18 Department Initiatives Leadership\nLife Science GM Life Sciences\n+ Complete the Deep Dive into Life Science\n+ Complete the ‘Perfect Round’ as a standard\n+ Ensure animal welfare measures are achieved\n+ Focus on staff satisfaction activations\nOperations GM Operations\n+ Deliver Leopard Ridge in December\n+ Deliver major asset maintenance projects including: staff amenities block;\nMPavillion; and 600kw of extra solar power\n+ Continue to improve waste management practices\n+ Focus on staff satisfaction activations", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "2017/18 Strategic Initiatives Leadership\n+ Focus on the development of a 20 year animal collection plan GM Life Sciences\n+ Focus on developing and implementing a Zoos Victoria visitor engagement model Director / GM Visitor\nExperience\n+ Focus on a Melbourne Zoo site development plan Visitor Experience\n+ Focus on developing positive staff satisfaction with their job ALL\n2017/18 Department Initiatives Leadership\nLife Science GM Life Sciences\n+ Complete the Deep Dive into Life Science\n+ Complete the ‘Perfect Round’ as a standard\n+ Ensure animal welfare measures are achieved\n+ Focus on staff satisfaction activations\nOperations GM Operations\n+ Deliver Leopard Ridge in December\n+ Deliver major asset maintenance projects including: staff amenities block;\nMPavillion; and 600kw of extra solar power\n+ Continue to improve waste management practices\n+ Focus on staff satisfaction activations", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Customers obtain control of the supplies and\nconsumables at a point in time when the goods or services are delivered to and have been accepted by the customer;\n2.1 Summary of income that funds the delivery of our services • Revenue from the sale of goods is recognised when the goods or services are delivered and have been accepted by the\ncustomer;\n($ thousand)\n• Revenue from the rendering of services such as membership, admissions and zoo activities is recognised at a point\nNotes 2025 2024\nin time when the performance obligation is satisfied when the service is completed; and over time when the customer\nRendering of services and sale of goods 2.2 92,915 88,343 simultaneously receives and consumes the service as it is provided.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Customers obtain control of the supplies and\nconsumables at a point in time when the goods or services are delivered to and have been accepted by the customer;\n2.1 Summary of income that funds the delivery of our services • Revenue from the sale of goods is recognised when the goods or services are delivered and have been accepted by the\ncustomer;\n($ thousand)\n• Revenue from the rendering of services such as membership, admissions and zoo activities is recognised at a point\nNotes 2025 2024\nin time when the performance obligation is satisfied when the service is completed; and over time when the customer\nRendering of services and sale of goods 2.2 92,915 88,343 simultaneously receives and consumes the service as it is provided.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Conservation Deliver priority campaigns that address emerging conservation issues WCS\ncampaigns and align with property focus where possible Properties\nPriority Activity Lead\nCommunity Explore ways to involve the broader community in wildlife conservation, BD\nSocial research Deliver research program that measures campaign efficacy as well as WCS\neducation including youth engagement and partnerships with public landholders WCS\nvisitor attitudes, beliefs and behaviours\nMember advocates Improve the way that Zoos Victoria members are engaged and BD Social research Explore Victorian community attitudes, beliefs and interactions to better WCS\nsupported in their conservation actions WCS understand people’s daily relationship with wildlife", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Conservation Deliver priority campaigns that address emerging conservation issues WCS\ncampaigns and align with property focus where possible Properties\nPriority Activity Lead\nCommunity Explore ways to involve the broader community in wildlife conservation, BD\nSocial research Deliver research program that measures campaign efficacy as well as WCS\neducation including youth engagement and partnerships with public landholders WCS\nvisitor attitudes, beliefs and behaviours\nMember advocates Improve the way that Zoos Victoria members are engaged and BD Social research Explore Victorian community attitudes, beliefs and interactions to better WCS\nsupported in their conservation actions WCS understand people’s daily relationship with wildlife", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "PROCUREMENT ACHIEVEMENTS\n• Developed and released the Zoos • Increased the proportion of • Attended Aboriginal Business\nVictoria Supplier Guide on ZV’s suppliers that are Victorian Aboriginal Showcasing, Deadly in Melbourne\nexternal website to guide Suppliers businesses from 0.96 per cent in FY24 and Kinaway hosted events to build\nthrough Victorian Government to 1.14 per cent in FY25, engaging 15 direct supplier relationships with First\nrequirements and highlight ZVs Social Aboriginal businesses Nations organisations\nProcurement Objectives\n• During 2024-25, the Department • Provided education and guidance\n• Joined Kinaway to seek greater also implemented several initiatives to procurement staff to increase\nopportunities to invite First Nations to support its Social Procurement awareness of social procurement,", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "PROCUREMENT ACHIEVEMENTS\n• Developed and released the Zoos • Increased the proportion of • Attended Aboriginal Business\nVictoria Supplier Guide on ZV’s suppliers that are Victorian Aboriginal Showcasing, Deadly in Melbourne\nexternal website to guide Suppliers businesses from 0.96 per cent in FY24 and Kinaway hosted events to build\nthrough Victorian Government to 1.14 per cent in FY25, engaging 15 direct supplier relationships with First\nrequirements and highlight ZVs Social Aboriginal businesses Nations organisations\nProcurement Objectives\n• During 2024-25, the Department • Provided education and guidance\n• Joined Kinaway to seek greater also implemented several initiatives to procurement staff to increase\nopportunities to invite First Nations to support its Social Procurement awareness of social procurement,", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public 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