Houston Zoo Strategic Plan 2023–25: Shaping Our Second Century

Strategic Plan 2023–25 S H A P I N G O U R S EC O N D C E N T U RY

Table of Contents INTRODUCTION

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Letter from Lee and Joe Key Accomplishments Mission, Vision, and Core Values

STRATEGIC PLAN

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Strategic Priorities Priority 1: Advance Conservation to Save Wildlife Priority 2: Provide Outstanding Care to Animals Priority 3: Deliver Meaningful Experiences Priority 4: Enhance Organizational Excellence

BUSINESS PLAN

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Pro Forma

LETTER FROM LEE AND JOE These last six years have been a truly transformational period in our history. Walk through the Houston Zoo and you will see many changes. The new McGovern Plaza is now fringed by the rugged coast of the Galápagos Islands exhibit. The orangutan habitat and The Hamill Foundation Black Bear Exhibit underwent top-tobottom renovations. The beautifully modern Cypress Circle Café is nestled in the lush Kathrine G. McGovern Texas Wetlands and bordered by the world’s largest tropical wetland, represented in South America’s Pantanal. Alongside these visible changes to our campus, we have worked to bring equally substantial changes to our institutional identity and practices. We have implemented higher animal care standards and shifted to a culture deeply rooted in our wildlife-saving mission. We have deepened and expanded our efforts to provide inspiring educational programs to communities across Houston. Amid this transformation, we persevered through unprecedented weather events and a global pandemic, celebrated our centennial, and raised over $152 million for the Keeping Our World Wild centennial capital campaign.

This strategic plan, Shaping Our Second Century, represents a continuation and refinement of the journey we began back in 2017.

That journey commenced with the understanding that zoos and aquariums, as popular destinations embedded in their communities, must take an active leadership role in the conservation challenges that lie ahead of us.

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KEY ACCOMPLISHMENTS LETTER FROM LEE AND JOE

Within the pages of this strategic plan, you will find a roadmap that

As we work to be a true “Zoo for All” during the next three years,

articulates these priorities and outlines the wildlife-saving values

we will address diversity, equity, inclusion, and accessibility from

that form the foundation of these efforts. Over the next three years,

many angles. We will continue to build a diverse staff, board, and

we will advance conservation to save wildlife, provide outstanding

leadership team. We will also assess and refine our educational

animal care, deliver meaningful experiences, and enhance

programming and interpretation to ensure that we connect with

organizational excellence.

all Houstonians, bridging gaps with new programming where needed. Alongside the important work lifting and including

Global events in the last few years have confirmed the urgency of

all communities here in Texas, we will continue to commit to

our wildlife-saving mission. The most recent Living World Report

conservation partners who are deeply embedded in their own

indicates a loss of 69% of global wildlife populations since 1970.

communities. Over the next several years, we plan to develop

During the next three years, our priorities will lead us to refine our

new ways to measure these programs which include social

local and global conservation programs and ensure our collection

solutions to environmental issues.

and messaging aligns with those efforts. We will strive for even better sustainability at our Zoo, exemplifying best practices to our

It is with pleasure that we invite you to explore the roadmap for

community by minimizing our own environmental impact.

the next three years — the first moments of our Zoo’s second century! We cannot wait to share our successes as we work

Providing outstanding animal care remains a top priority in this

towards improving all we do to save animals in the wild.

strategic plan. Our 6,000 animals are the bedrock of all we do, and they are the reason nearly 1.9 million guests visited our Zoo

Thank you, as always, for being a friend to the Zoo.

in 2022. Though they may not speak, every day they help us tell stories of their wild counterparts, highlighting conservation challenges in jungles, savannas, equatorial islands and right here in the prairies, forests, and coastal wetlands of Texas. In the next three years, we will make improvements in our animal care practices, strengthen animal care staffing, complete several planned habitats,

Lee Ehmke

Joe Cleary

and begin the planning process for future exhibits.

President and CEO

Chair, Board of Directors

Houston Zoo Strategic Plan 2023-2025

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Key Accomplishments 2017–2022 During the years since our previous Strategic Plan was released in 2017, our Zoo transformed in many ways — from world-class exhibits and beautiful gathering places to a purposeful Zoo culture and increased global conservation efforts. We are proud to outline some of the key accomplishments that aligned with our eight previous priorities.

SAVING WILDLIFE BRAND

CONSERVATION EDUCATION

“See Them. Save Them.” brand rolled out and internalized by staff, volunteers, and partners

Developed Continuum of Learning to inform programming for all ages

Dedicated >6% of operating budget to field conservation Increased involvement in sea turtle rescue efforts and hired two full-time sea turtle keeper positions

Expanded award-winning Saving Wildlife School Partnership program Created culture of evaluation-based decision making to support saving animals in the wild

Aired five prime-time KPRC Zoo Conservation Specials

HIGHEST QUALITY OF LIFE FOR ANIMALS

Conservation partners have adopted the Zoo’s wildlife-saving strategies

Aligned collection with field conservation priorities

Assisted other zoos/aquaria in fostering a culture of conservation

Created a comprehensive, highly effective animal wellbeing program based on trust, transparency, and continuous improvement, including restructuring of Animal Welfare Committee

MEANINGFUL GUEST EXPERIENCES Beautiful, award-winning exhibits: McNair Elephant Habitat, Kathrine G. McGovern Texas Wetlands, Hamill Foundation Black Bear Exhibit, Orangutan, South America’s Pantanal, and Galápagos Islands Renovated guest spaces: spacious, Green Restaurant-certified Cypress Circle Café and modernized McGovern Plaza, gift shop and Zoo entrance Integrated interpretive planning with project planning On grounds interpretation team; realigned volunteer program to focus on guest engagement

Developed output-based species-specific wellbeing assessments to inform programming and ensure our animals are thriving and living the best life possible Launched our first animal care night team Advanced care by increasing connections among veterinarians, curators, and husbandry teams Leveraged staff skills to support applied research and conservation partnerships Incorporated state-of-the-art animal management facilities in all new exhibits Established the Houston Zoo as a global resource for research and husbandry

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KEY ACCOMPLISHMENTS

WORKPLACE OF CHOICE

ENVIRONMENTAL SUSTAINABILITY

Committed to Inclusion, Diversity, Equity, and Access and change initiatives

20+ LEED Accredited staff

Increased professionalization of human resources — recruitment, training, compensation, evaluation, recognition, and enhancements to work environment

All projects designed with sustainability as a priority Green Plan and water conservation initiatives Eliminated single-use plastics and increased sustainability messaging

Created deeper connection to our mission by helping all staff directly relate their work to saving animals in the wild

Significantly reduced waste to landfills

Enhanced culture of safety via better processes, collaboration, and communication

FINANCIAL & BUSINESS BEST PRACTICES

WORLD-CLASS GUEST EXPERIENCES

Initiated incorporating business intelligence (Customer Relationship Management software and process)

Leveraged technology — mobile web, virtual programs, and online ticketing

New investment strategies to maximize income

Strengthened partnerships with Texas Medical Center, other community neighbors, and corporations

Raised over $152M for our Centennial Capital Campaign

Implemented guest service training Improved arrival area to enhance guest comfort, orientation, and enjoyment

Implemented dynamic pricing Development team established a planned giving program and grew donor clubs and events

New and improved facilities — Cypress Circle Café, Green Kiosk, Flamingo Terrace, and Zoo Store

Houston Zoo Strategic Plan 2023-2025

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“

As donors, we’re deeply invested in the future of the Houston Zoo because our personal passion for saving wildlife exactly matches with the vision of the Houston Zoo. Lee and the Houston Zoo team not only embody this passion in their numerous global wildlife conservation projects but also as education ambassadors in sharing the conservation message to both the local Houston and wider Texas communities.

Our longstanding support of the Houston Zoo has seen those first visits grow into deep commitments and long-lasting friendships.

” — Trang and Alan Cormack

Houston Zoo Strategic Plan 2023-2025

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Mission & Vision As we enter the second century of our organization, we will continue to face the many threats to our planet's wildlife and wild places. The Zoo remains committed to the mission and vision that were launched at the start of our previous plan, each of which embodies our desire to make change here in Texas and around the world.

10 MISSION, VISION & CORE VALUES

MISSION

VISION

Connect communities with animals, inspiring action to save wildlife.

Be a leader in the global movement to save wildlife.

Core Values Our values represent ideal behaviors and core beliefs of the Houston Zoo that inspire our actions and guide our decisions. These values both reflect what the Zoo is doing today and where we are headed in the future.

As we embark on this new Strategic Plan, these values will keep us accountable.

PASSION

INCLUSION

EXCELLENCE

We love animals and are committed to saving wildlife.

We welcome everyone and strive to be accessible to all.

We provide the highest quality of life for our animals and an exceptional experience for our guests.

INTEGRITY

UNITY

STEWARDSHIP

We are accountable for ethical practices, measureable results, and delivering on our promises.

We fulfill our mission through open, active, and respectful collaboration.

We nurture and protect the resources and relationships in our care for the long-term health of our zoo.

Houston Zoo Strategic Plan 2023-2025

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“

Since joining Zoo Crew, my passion for protecting the Earth and its inhabitants has increased significantly.

Due to this, I have made it a priority to educate myself on how I can change my habits in order to make my footprint as small as possible, and I have passed that information on to my friends and family.

” — Zoo Crew Member

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Houston Zoo Strategic Plan 2023-2025

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Strategic Priorities As the Houston Zoo enters our second century, we are more committed than ever to connecting communities with animals, inspiring action to save wildlife. Each of the four priorities in this Strategic Plan are critical to the fulfillment of our mission.

The Zoo serves our city by bringing together Houston’s diverse communities and an incredible range of animals representing species from across the globe. Caring for 6,000 animals and maintaining our 55-acre campus requires a devoted staff from many different fields, ranging from accounting to zookeeping. Hundreds of dedicated volunteers generously contribute their time to support our animals and guests. At the same time, two million guests visit every year to connect with our animals. And around the world, our wildlife-saving conservation partners do work in their own communities to save many of the animals seen at our Zoo. By pursuing the priorities set forth in this Strategic Plan, we will not just do more, but do better–for our guests, volunteers, and staff; for the animals in our care; for our city; for our global wildlife-saving partners; and for the critically threatened species and habitats that require urgent conservation action.

14 STRATEGIC PRIORITIES

PRIORITY 1: ADVANCE CONSERVATION TO SAVE WILDLIFE To be a global leader in the movement to save wildlife, we will improve our conservation efforts across many fronts. Data and evaluations will deepen the impact of our partners’ work all around the globe, while also strengthening our own conservation programs that help save endangered species right here in Texas. We will also continue to ensure our animal collection and messaging are aligned with these conservation efforts. And we will decrease the environmental impact of our day-to-day operations through continued reductions in water, energy, and waste.

PRIORITY 2: PROVIDE OUTSTANDING CARE TO ANIMALS Our 6,000 animal ambassadors are the reason that guests visit our Zoo. Over the next several years, we will continue to prioritize the best animal care possible through evaluation of our wellbeing assessment program, an increase in skilled and experienced staff, equipment acquisition, and improved habitats.

PRIORITY 3: DELIVER MEANINGFUL EXPERIENCES As we work towards being a “Zoo for All,” we must ensure that all residents of our incredible city and out-of-town guests are welcome. We will continue our Inclusivity, Diversity, Equity, and Accessibility (IDEA) journey. We will increase diversity among staff, volunteers, board, and programs, while building connections to new communities and organizations. Drawing from guest feedback, we will make the Zoo experience even better through personal interaction with guests, increased guest comfort, and improved satisfaction regarding animal visibility. Our educational programs will be evaluated, expanded, and adjusted to include new communities, inspiring an appreciation of wildlife among people from all walks of life.

PRIORITY 4: ENHANCE ORGANIZATIONAL EXCELLENCE The Houston Zoo will continue to improve operations across departments, in our culture, and in our day-to-day activities and emergency plans. In the next three years, we will receive objective professional confirmation of operational excellence through Association of Zoos and Aquariums (AZA) accreditation and United States Department of Agriculture (USDA) inspection. We will improve our on-campus security, streamline software systems, and implement emergency preparedness, response, and resiliency. A new Customer Relationship Management (CRM) system will activate best practices in external communications to support conservation, animal care, and guest experience. We will create an optimal work environment and culture through avenues including recruitment, professional development, and the new HZHQ office-garage.

As we look to the future, we will aim to generate net earnings to support planned investments in facilities, strategic initiatives, and endowment/long term investments.

Houston Zoo Strategic Plan 2023-2025

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GOAL 1 Refine regional and global ADVANCE CONSERVATION TO SAVE WILDLIFE

wildlife-saving initiatives to more effectively reduce threats and sustain wildlife populations OBJECTIVES A. Document and evaluate partnership results and make improvements and investments based on findings B. Maintain and grow conservation spending equal to or greater than 6% of the Zoo's annual revenue budget and maintain ranking among the top five AZA institutions in total field conservation spending C. Continue to align conservation program selection and support with Zoo collection and exhibition focus

We will deepen our conservation work in Texas and around the world, formalize our financial commitments, and build on existing accomplishments in sustainability.

PRIORITY 1 PRIORITIES 16 STRATEGIC

GOAL 2

GOAL 3

GOAL 4

Refine the Zoo’s propagation,

Continue to align the Zoo’s animal

Advance sustainability initiatives in

rescue-release, and conservation

collection with AZA’s sustainability

alignment with proven science, best

research programs

goals and with our conservation and

practices, and emerging technology

guest engagement goals

to achieve a lower carbon future

OBJECTIVES A. Increase the Houston toad population through best practices in husbandry and reintroduction B. Increase the Attwater’s prairie chicken population through best practices in husbandry, rearing, and reintroduction C. Increase the effectiveness of our sea turtle rescue work D. Increase the Zoo’s breeding/release impact by adding at least one Texas species to our program based on needs, capacity, and potential partner engagement E. Continue leadership in EEHV research and treatment with Baylor College of Medicine

OBJECTIVES A. Align Zoo collection with regions of conservation focus B. Evaluate the Zoo’s level of involvement in AZA SAFE and Species Survival Plan® (SSP) collection sustainability and conservation breeding programs C. Align Zoo collection with guest engagement goals

OBJECTIVES A. Reduce emissions from the Zoo's vehicle fleet, equipment and employee transportation by increasing fuel efficiency and use of alternative transportation B. Reduce energy use C. With retail/food partner SSA Group, improve waste collection to optimize aluminum can recycling and increase post-consumer composting collection by 100% D. Reduce water consumption from 80 million gallons/year to 71m gal/yr by 2030 to achieve water use that is equal to the annual rainfall on our 55-acre campus E. Assess animal feeding protocols to reduce feed waste and expand sustainable sourcing F. Reduce waste production

Houston Zoo Strategic Plan 2023-2025

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PROVIDE OUTSTANDING CARE TO ANIMALS

We will ensure our animals thrive at our Zoo with increased care capacity, evaluation of our wellbeing assessment program, and the initiation of the next phase of exhibit improvements.

PRIORITY 2 PRIORITIES 18 STRATEGIC

GOAL 1

GOAL 2

GOAL 3

Increase our capacity to deliver

Evaluate and refine the Zoo's

Implement campus improvements to

outstanding animal care

assessment-based animal wellbeing

enhance animal wellbeing and initiate

program and structure

planning for future major projects

OBJECTIVES A. Extend hours of care through staffing and technology upgrades B. Build resiliency in care through expanded staff cross-training and development C. Determine necessary staffing and equipment investments to provide optimal care for our animals

starting in 2025 or beyond OBJECTIVES A. Objectively evaluate the Zoo’s animal wellbeing program to facilitate continuous improvement B. Improve internal animal wellbeing monitoring and data use

OBJECTIVES A. Complete currently planned improvements B. Revisit facilities master plan and begin planning for next phase of improvements

Houston Zoo Strategic Plan 2023-2025

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GOAL 1 Reflect the Houston community in DELIVER MEANINGFUL EXPERIENCES

our Board members, staff, volunteers, alliances, partnerships, and programs OBJECTIVES A. Provide access to the Zoo and its programs for people of all backgrounds and experiences B. Continue to build a diverse and representative Board C. Strengthen partnerships with Texas Medical Center and Museum District communities

We will deliver meaningful experiences to our guests through a diverse team, improved accessibility on campus, and inspiring conservation education programs that welcome people from all walks of life.

PRIORITY 3 PRIORITIES 20 STRATEGIC

GOAL 2

GOAL 3

GOAL 4

Create spaces that welcome, engage,

Deliver compelling conservation

Use best practices in on-site

and inspire all by implementing planned

education programs that welcome,

interpretation and education to

campus improvements and initiating

engage, and inspire all

deliver Zoo messages to our guests

planning for future major projects OBJECTIVES A. Complete planned improvements to further enhance the guest experience B. Revisit facilities master plan and begin planning for next phase of improvements C. Improve guest comfort D. Improve guest experiences utilizing guest feedback and mission-based Zoo priorities

OBJECTIVES

OBJECTIVES

A. Build transformational relationships with program participants and communities with the goal of shaping wildlife-saving identities

A. Increase guest awareness of and participation in wildlife-saving actions

B. Continue culture of evaluation-based decision-making to increase effectiveness of informal and educational programs

B. Increase guest awareness and perceptions of positive animal wellbeing

C. Collaborate with the community to co-create experiential programs focused on the protection and appreciation of wildlife

E. Increase guest engagement and satisfaction on site through personal encounters with staff/volunteers and enhanced technology F. Increase guest satisfaction regarding animal visibility

Houston Zoo Strategic Plan 2023-2025

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GOAL 1 Receive objective professional confirmation ENHANCE ORGANIZATIONAL EXCELLENCE

of operational excellence OBJECTIVES A. AZA accreditation completed without exceptions B. Exceed animal care standards and regulations set by USDA

GOAL 2 Create an even safer, more resilient Zoo OBJECTIVES A. Improve perimeter security plan B. Formalize and implement Incident Command System (ICS) as an operational and emergency response standard

We will enhance organizational excellence, implementing systems in resilience and safety, activating best practices in external communications, and aligning workplace culture with our values and mission. A new approach to business goals, based on revenue — not attendance — will combine with a robust development process to support our future.

PRIORITY 4 PRIORITIES 22 STRATEGIC

C. Support local and national emergency preparedness efforts to conserve and sustain animal life and safety D. Complete electrical infrastructure resiliency project E. Consolidate disparate software into an integrated, effective Enterprise Resource Planning (ERP) platform to increase operational efficiency

GOAL 3

GOAL 4

GOAL 5

Activate best practices in external

Create optimal work environment

Generate net earnings to support

communications to support conservation,

and culture to align staff with mission,

planned investments in facilities,

animal care, and guest experience

vision, and core values

strategic initiatives and endowment/ long term investments

OBJECTIVES

OBJECTIVES

A. Optimize communications with guests and institute a Customer Relationship Management (CRM) system

A. Increase staff diversity

B. Effectively engage with public officials and civic representatives

C. Evaluate Zoo department structures to support optimal functionality and business operations

B. Improve physical staff working conditions

D. Create a robust support system for new exhibits, events, and staff spaces E. Continue efforts to offer competitive, fair compensation and benefits based on market and industry data F. Enhance workforce wellness, recognition, and culture G. Refine and expand opportunities for staff to learn and grow professionally H. Optimize internal communications I. Refine and implement a succession plan that focuses on developing future leaders for key roles in the organization

OBJECTIVES A. Achieve earnings before interest, taxes, depreciation and amortization (EBITDA) of at least $10 million annually for the next three years B. Increase non-gate revenue in existing locations and Jack’s Café, new event space, and new programs C. Maintain strong fiscal discipline around expenditure growth D. Increase philanthropic support for general operations E. Commission fundraising feasibility study in support of next capital campaign F. Optimize effectiveness of Development activities and processes G. Build endowment and increase other long-term funds by strengthening planned giving and optimizing use of existing endowments and board reserves

Houston Zoo Strategic Plan 2023-2025

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“

I want to tell you with all honesty, that without the support and confidence of the Zoo, in our capacity and passion, the Galápagos Program would have closed its operations due to COVID-19. You have allowed us to keep the Galápagos education & conservation program. We promise to keep fighting and working hard to respond to your trust and never will you feel let down. We are the seed that you take care of and we promise to grow as big as the mustard tree.

” — Ana María Loose, Directora Ejecutiva, FUNDACIÓN ECOS

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Pro Forma HZI 3Y OPERATING FY 2023–2025 Our success as an institution, and with the Strategic Plan, is underpinned by sound financial practices and planning. This Pro Forma provides a high-level financial framework that will support and build upon goals and objectives we have set for the next three years.

26 PRO FORMA

Summary View

2022 Adopted Budget

2022 Actuals

2023 Adopted Budget

2024 Outlook

2025 Outlook

Attendance

1,957,165

1,868,479

2,121,000

2,140,000

2,140,000

Revenue Earned Revenue

$

39,193,200

$

41,123,400

$

44,521,500

$

48,254,300

$

49,127,400

City Management Fee

10,620,000

10,774,700

11,200,200

11,536,200

11,882,300

Contributed Revenue

6,754,500

8,347,700

7,060,100

7,432,800

7,733,400

$ 56,567,700

$ 60,245,800

$ 62,781,800

$ 67,223,200

$ 68,783,100

$

$

$

$

$

Revenue Total Labor Expense Base Salary and OT Benefits

22,167,300

24,532,400

26,249,700

27,721,700

5,255,000

4,462,400

5,804,700

6,211,000

6,559,300

545,000

545,700

632,900

664,600

689,900

$ 28,119,500

$ 27,175,400

$ 30,970,000

$ 33,125,300

$ 34,970,800

$

$

$

$

$

Contract Security Services Labor Expense Total

22,319,500

Non Labor Expense Other Operating Expenses Marketing, Membership and Fundraising

14,757,400

14,166,000

16,503,400

17,978,600

17,988,700

3,432,200

3,045,900

3,529,900

3,706,400

3,847,600

$ 18,189,600

$ 17,211,900

$ 20,033,300

$ 21,685,000

$ 21,836,300

Total Expenses

$ 46,309,100

$ 44,387,300

$ 51,003,400

$ 54,810,300

$ 56,807,100

EBITDA

$ 10,258,500

$ 15,858,500

$ 11,778,400

$ 12,413,000

$ 11,976,000

Non Labor Expense Total

Proposed 11/15/2022 based on 3Y Strategic Plan Priorities, Goals, & Action Items

Houston Zoo Strategic Plan 2023-2025

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Houston Zoo Strategic Plan 2023-2025

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1513 Cambridge Street, Houston, Texas 77030 www.houstonzoo.org The Houston Zoo has proudly printed this on 100% post-consumer recycled paper with soy-based inks. Please recycle.