OKC Strategic Plan Report FINAL 8.2022.pdf

Strategic Plan 2022-2025

OKLAHOMA CITY ZOO

OKLAHOMA ZOOLOGICAL SOCIETY

Project Team

Jill Macauley Catherine Grace

Relevant Strategies and Solutions

230 Kings Highway East, #298

Haddonfield, NJ 08033 www.rssconsultantsllc.com

Completed August 2022 http://www.rssconsultantsllc.com/

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Table of Contents

Introduction

Overview of the Strategic Planning Process

Planning Meetings

OKC Zoo/OZS’ Strategic Plan: 2022-2025

Mission & Vision

Core Values

Strategic Goals

Implementing the Plan: 3-Year Action Plan

People Power & Top-Tier Practices

Conservation Action

Amazing Experiences

Business Innovation

Conclusion

APPENDICES

• Summary of Progress: 2017-2019 Strategic Plan

• Summary of Survey Responses

• Full Strategic Action Plan

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Introduction Founded in 1902, the Oklahoma City Zoo is among the oldest zoos in the United States. Approximately 1,900 animals across 130 acres call the Zoo home. In addition, the Zoo is one of only a few zoos with full, accredited membership in both the Association of Zoos and Aquariums (AZA) and the American Alliance of Museums (AAM) as both a living museum and a botanical garden.

In 2014, the Zoo welcomed a new CEO, Dwight Lawson. One of his first moves as a new CEO was to develop a strategic plan for the Zoo. A 2017 to 2019 plan was created. That strategic plan detailed a roadmap to advance the following:

• Exceeding animal care and welfare standards

• Continued investment in facilities to support animal care and guest experiences

• Dedicated commitment to growing the Zoo’s conservation impact

• Energized culture for staff to leverage their passion, excel in daily operations and become leaders in the profession.

A summary of progress against the 2017 plan is included as an appendix to this report.

This plan was complete in 2019, but then, the global health pandemic occurred. With the pandemic, the Zoo closed its doors and saw a decrease in its staff. In addition, staff experienced additional turnover, including in key positions such as the Executive Director of the Oklahoma Zoological Society (OZS), the Zoo’s nonprofit partner. However, Zoo and OZS staff and the OZS Board remained diligent, dedicated to the mission, and energized to support the continued growth and evolution of the Zoo. They remained committed to facility improvements during this time. The Zoo opened Raptor Ridge in fall 2022, opened Predator Pass in 2021, and is in active construction for a new 14-acre African exhibit opening in 2023.

The Zoo and OZS nimbly navigated the intense two years of the COVID pandemic (2020-2021). With new leadership in OZS, leadership recognized that now was the ideal time to develop a new three-year plan to chart ambitious yet achievable goals for the future that consider the ongoing challenges and repercussions of the pandemic while also capitalizing on the community’s enhanced awareness of environmental causes and appreciation for local cultural resources. In addition, the Zoo desired to break down silos and facilitate greater interdepartmental collaboration.

The Zoo and OZS engaged Relevant Strategies & Solutions (RS&S) to facilitate the development of a new strategic plan. RS&S was honored to be selected for this project and appreciates the opportunity to continue its long-standing relationship with the Zoo and OZS, as well as the Leadership Team, to analyze, frame and implement a realistic and achievable plan to guide them over the next three years.

The new plan reaffirms the overarching mission and vision for the Zoo defined in the 2017-2019 plan.

This new plan pushes the Zoo to a new level of mission impact, excellence and leadership within the Zoo and broader conservation sector. It does so through four well-detailed strategic goals that articulate what the Zoo and OZS seek accomplish in the areas of people power, conservation, guest experiences and business innovation.

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This report outlines the new strategic plan for the Oklahoma City Zoo and Oklahoma Zoological Society, which provides a comprehensive and integrated roadmap for the next three years. With a motivated Leadership Team committed to ensuring the Zoo and OZS’ continued success and viability, this plan supports them in continuing their trajectory of growth to better serve the community and establish their position as a leader in conservation and as a community resource.

Overview of the Strategic Planning Process

Information Gathering & Assessment RS&S began the strategic planning process with extensive discovery, during which we collected updated background materials about the Zoo and OZS. Zoo, OZS and Board leadership convened a Leadership Team, a group of senior Zoo and OZS staff to oversee the strategic planning process. The individuals of the Leadership Team included: Dwight Lawson, Kevin Drees, Jennifer D’Agostino, Darren Goad, Tommy Bryant, Rebecca Snyder, Rachael Robinson, Tammy Burnett, Greg Heanue, Bob Mathews, Darhenda Mitchell and Mandy Heaps.

Internal Interviews To further build and refresh our background of the Zoo and OZS, we conducted one-on-one interviews with the following individuals:

OKC/OZS Staff OZS Board OKC Zoological Trust Matt Burkholder, Director of Development*

Daniel Adams Craig Freeman, City Manager

Tammy Burnett, Vice President of Organizational Development

Wade Deaver Vicki Howard, Vice-Chair

Jennifer D’Agostino, Director/Veterinary Services

Dustin Frederick, President Keith Peters, Chair

Fran Delgado Food Service General Manager (Outsourced to Lancer)

Derek Gill Matt McGuire

Kevin Drees, Director of Animal Collections

Julie Hall Nikki Nice, Councilperson, Ward 7

Greg Heanue, Vice President of Marketing and Guest Experience/Chief Marketing Officer

Lisa John Pama Palmer

Mandy Heaps, Executive Director, Oklahoma Zoological Society

Peggy Kates Heather Ross, Surrogate Trustee for Mayor

Steve Kerr, Membership Manager* Donna McCampbell, Past President

Aimee Salati

Dwight Lawson, President & CEO Darryl Schmidt Jon Trudgeon, Secretary

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Bob Mathew, Vice President of Finance/CFO

Suzy Sultzmeier

Candace Rennels, Director of Public Relations

Sheri Richardson*Retail General Management (Outsourced to SSA)

Rachael Robinson, Director of Educational Programs

Rebecca Snyder, Director of Conservation & Research

Rochelle Wilhelm*, Director of Guest Experience & Events *No longer a Zoo and/or Society employee

These conversations enabled the planning team to gain a better understanding of the issues to be explored, as well as the scope of goals and vision, for the updated strategic plan.

All Zoo/OZS Staff & OZS Board Surveys Using key findings from the internal interviews, RS&S developed two surveys – one for the OZS Board and the other a survey for combined staff across both the Zoo and OZS. Our goal was to identify key strategic opportunities and challenges facing the Zoo and OZS as well as foster a sense of inclusiveness during the planning process. Surveys were sent out electronically via Survey Monkey and were conducted in a confidential manner.

OZS Board Survey

• Invitations to participate were sent to 41 current and lifetime Board members

• Received 20 responses

• 49% response rate

• Note: all current Zoo Trust members were interviewed individually. There are six current Trust members out of nine total Trust members that represent OZS current and lifetime Board members.

All Staff Survey

• Invitations to participate were sent to approximately 170 staff members across the Zoo and OZS

• Received 112 responses

• 66% response rate

The summaries of the survey responses are attached as an appendix to this report.

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Planning Meetings

Board Retreat – November 2021 Once the initial information gathering and assessment phase was complete, we facilitated an OZS Board retreat. This Board retreat focused on the strategic future of the Zoo and the role between OZS and the Zoo. The OZS Board reviewed the historical structure of the relationship, identified opportunities and challenges in the partnership, and set the stage for ongoing strategic dialogue about revising the terms of the relationship. The outcome was a positive discussion reinforcing the opportunity to position OZS as a thriving fundraising partner for the Zoo and transitioning membership as a Zoo function.

Leadership Team Workshops – January through March 2022 Pushing the leadership team to think boldly about the opportunity ahead, the leadership team met to define a new vision for the future, reaffirm the language of the mission statement, update the Zoo’s core values, and identify the Zoo’s strategic goals. This required a series of three working sessions to really dive into “what” the Zoo seeks to accomplish in the next three years – all within the context of a renewed commitment to a collaborative, integrated enterprise between the Zoo and OZS.

Workgroup Action Planning – April through May 2022 With the draft goal statements developed, four staff workgroups were created to finalize the goal statements, define any additional objectives, and outline action steps to support the implementation of the identified goals. Each workgroup met 1-2 times.

Below is a chart with the members of each workgroup:

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In addition to the above workgroups, several smaller focus groups were established with the goal of discussing key animal-related objectives within each of the goals. These animal-related focus groups included:

• Animal – Choice & Control at the OKC Zoo o Group Leaders: Kevin Drees & Kim Lesser o Participants:

Laura Bottaro

Erica Buckwalter

Elizabeth Cormack

Jackie Crawford

Kaitlin Eagle

Deanthe Evans

Heather Guillory

Harrison Johnson

Business Innovation

Experiences

Conservation

People

• Greg Heanue (Co- Lead)

• Bob Mathew (Co- Lead)

• Rose Bemo

• Tammy Burnett

• Travis Byrd

• Jenna Dodson

• Kevin Drees

• Allison Draheim

• Janice Foltz

• Stephen Kerr

• Gene Leiterman

• Laurie Miller

• Josiah Parrish

• Dallas Wiginton

• Karen Wilson

• Matthew Word

• Dahrenda Mitchell (Co-Lead)

• Greg Heanue (Co- Lead)

• Travis Byrd

• Heaven Clark

• Kennah Foster

• Autumn Heigle

• McKae Mitchell

• Candice Rennels

• Rachael Robinson

• Emma Webb

• Rachael Robinson (Co-Lead)

• Rebecca Snyder (Co-Lead)

• Sara Boyd

• Erica Buckwalter

• Kelly Dillow

• Dakota Farris

• Brad Lock

• Justin Manhalter

• Stephanie Smith

• Courtney Tennison

• Michael Zarantonello

• Tammy Burnett (Co-Lead)

• Dahrenda Mitchell (Co-Lead)

• Rose Bemo

• Jeremy Bowden

• Tyler Boyd

• Jenna Dodson

• Rachel Emory

• Harrison Johnson

• Angie Leoni

• Kimberly Leser

• James Lowrey

• Josiah Parris

• Cassandra Parrish

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• Data Collection and Research to Assist in Animal Management Practices o Group leaders: Jennifer D’Agostino, Tracey Dolphin

Tommy Bryant

Marionna Cane

Ben Garner

Olivia Johnson

Liz McCrae

Rachel Sides

Kasey Throgmorton

Renaldo Woodson

• Expand the Professional Expertise and Reputation of the OKC Zoo o Group leaders: Jennifer D’Agostino, Rachel Emory

Gretchen Cole

Libby Hayes

Rae Karpinski

Nadia Miecznikowski

Lisbeth Pisias

TJ Wall

Eddie Witte

Emily Workman

• Technology Supporting Animal Care o Group Leadership: Kevin Drees & Daniela Yuschenkoff

Tommy Bryant

Crystal Butler

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Stephanie Elliot

Laura Lynn

Justin Manhalter

Emily Stanford

Stephanie Smith

After reviewing the framework of goals, objectives, and action steps, the consulting team spent several hours with the Executive Director and Leadership Team to review the draft and reorganize to appropriately reduce duplication. Additional edits were made based on this feedback.

All Staff Open House – July 2022 With the complete draft plan, the Leadership Team hosted an open house for all staff to learn about the draft plan, offer feedback, and make final suggestions. This event was held in an open house format over two hours for staff to come and go as schedules allowed. The leadership staff were positioned next to different stations representing the mission and vision, core values, and each goal.

Over 60 staff (approximately 35% of the workforce) attended the open house. The Leadership Team reported hearing excitement and positive support for the plan.

This last step completed the full strategic plan for the Oklahoma City Zoo and Oklahoma Zoological Society - providing them with a clear, actionable framework for the next three years. The timeline built into the plan will serve as a reminder that the strategic plan is a living document and should be reviewed and updated at least annually.

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OKC Zoo Strategic Plan: 2022-2025 The Zoo’s previous strategic plan enabled the Zoo and OZS to firmly establish themselves on solid footing. They created a more consistent internal culture, continued to maintain strong and responsible fiscal management rooted in best practices, established a strong reputation around conservation and continued to provide the highest quality animal care.

This strong foundation enabled the Zoo and OZS to navigate the challenges and complexities that emerged as a result of the Pandemic. Staff and OZS leadership carefully navigated the last two years despite significant turnover and reduction in staff across both the Zoo and OZS.

Today, the Zoo possesses all the fundamentals with an incredible animal collection with a wide variety of iconic, dynamic species; a beautiful campus that has been consistently maintained and updated; and a culture that wholeheartedly embraces its conservation mission and weaves it into everything it does, including the guest experience.

With this new strategic plan, the Zoo is poised to leverage its foundation and reputation to ascend to new heights both as an organization and within the larger AZA industry. At its core, this plan is a roadmap centered around creating action to advance conservation. All the steps around experiences, programs, animal care efforts, conservation relationships, and more serve to drive greater human action toward conservation.

In tandem with a plan focused on conservation is a greater commitment to tracking and measuring the success of these efforts across the organization to continually refine, adjust and achieve greater impact.

This will be achieved through innovative business practices that complement rather than compete with the mission-related efforts of the Zoo.

The Zoo’s animal care program is already an exemplar within the AZA industry. There is an opportunity to move beyond and begin thinking in new ways about why we are caring for animals and how we can evaluate and utilize research, science and medical health practices and technology to develop innovative animal care practices that benefit the animals in their care. In this way, the Zoo will become an even more prominent model. However, this is not to gain status but rather to set new standards and share lessons learned and innovative efforts with the community.

Elevating the Zoo’s animal care efforts will require significant investment and commitment to high performing staff through training and development and a stronger, more cohesive internal culture. As a model, the Zoo will be positioned to better attract the best talent and cultivate it. Zoo and OZS leadership believe that diversity in experience and expertise will enrich the organization and its practices while pushing to greater levels of excellence. Operational practices will also be aligned with this culture of high performance and commitment to the power of its people.

With an exemplary animal care program, integrated conservation efforts, internally aligned and high performing culture, the Zoo and OZS will be positioned to deliver consistently amazing experiences. In addition, these experiences will extend beyond the Zoo. Through an expanded partnership with the Nature Conservancy, guests will be able to visit a nature preserve. In addition, a new aquarium will enable the Zoo to expose audiences to an even greater array of species and have a broader conservation impact.

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The Zoo intends to invest in a holistic master planning process that aligns with the vision of the strategic plan. It will integrate learning in the core guest experience and lead to broad educational impacts and outcomes.

Mission & Vision A mission statement is a succinct expression of purpose that articulates what an organization does and why they do it. A mission statement is a fundamental building block upon which the strategic plan is developed.

A vision statement reflects a futuristic view of what an organization wants to become.

Together, the mission and vision unify an organization at all levels and galvanize positive action. They bring stakeholders together to work toward achieving shared goals and establish a unified external brand understood by external stakeholders such as partners, funders, and community leaders.

During the planning process, the staff, Board and Leadership Team revised the mission statement and developed a new vision statement.

Mission Statement

During the planning process, the existing mission statement was carefully reviewed: Oklahoma’s premier destination connecting people and our world’s vanishing wildlife and wild places. There was complete agreement that the Zoo’s work is directly related to “connecting people to our world’s vanishing wildlife and wildlife.” However, there was a sense that this statement was passive and didn’t directly connect the daily work of the Zoo to action. The Leadership Team reworked the language and agreed upon the following mission statement:

We connect people w ith our world’s vanishing w ildlife and w ild places to inspire conservation action.

Vision Statement

Similar to the mission statement, there was agreement that the themes articled in the previous statement were meaningful but needed a more compelling connection to direct action.

The group decided to update the previous statement from: “A world where people, wildlife and wild places thrive.” to the statement below, which more directly links the vision of the Zoo to human action.

We envision a world where all people take action to conserve w ildlife and w ild places.

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Core Values Core values reflect and help shape the culture of an organization; they are at the heart of how the organization views and treats its staff, Board members, volunteers, guests and members, and larger community. These shared values are a statement to the outside world of how both the Oklahoma City Zoo and Oklahoma Zoological Society view themselves and what qualities leadership embraces.

Below are the core values that embody the culture of the Zoo and OZS:

• Wildlife & Wild Places o We use our expertise, dedication and passion to care for animals and nature. We share our passion for animals and their care to advance public understanding and awareness of the diversity, strength, and fragility of the wildlife in our world.

• Conservation o We are leaders in conservation. We honor our planet by leading and supporting advances in conservation, sustainability, and research. Our priority is to share knowledge in an actionable way so that employees, volunteers, and guests can increase our collective positive impact on our world.

• People o People matter. We treat people with respect and foster a supportive culture for all employees, volunteers, guests, and community members. We collaborate by listening to different opinions and coming together as one. We appreciate the diversity of humans populating our planet and believe all people should be included and encouraged to help us fulfill our mission.

• Leadership o We are committed to the Zoo’s mission and success. We lead through action and example with honesty, integrity, transparency, and empathy. With a dedication to excellence in all aspects of our operations, including financial sustainability, we week to inspire our employees and volunteers, fascinate our guests, and challenge ourselves, colleagues, and industry to innovate and develop ever higher standards.

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Strategic Goals After articulating a bold new vision, RS&S worked with the Leadership Team and broader staff to identify four strategic goals that provide the framework for the plan and connect every objective and action step within the plan to the vision.

Although each goal is singularly significant, their relationship to one another is key to realizing the plan’s vision for meaningful and lasting impact. The goals are compelling and focus on advancing the Zoo and OZS’ collective mission in measurable ways that will drive its achievements over the next three years and position the organization for sustainable growth.

Each of the strategic goals outlined in the plan focuses on driving conservation action. Key highlights include:

• People Power & Top-Tier Practices: The Zoo has made a commitment with this plan to expand its conservation influence and impact. To do so, it recognized the critical importance of investing in people and leadership, strengthening the internal culture and operational practices, providing exemplary animal care, and leveraging the Zoo’s physical campus as a tool to drive its conservation mission. The Zoo and OZS are committed to fostering a culture dedicated to exceptional performance, supporting, and developing engaged staff and elevating the consistency of their work through training and cross-departmental communication. This goal also serves to coalesce volunteer efforts that support and more effectively enable the Zoo to fulfill its mission.

Within this goal is a commitment to continue investing in innovation in already excellent animal care practices. With the great skillset and competency of the staff, the Zoo will be positioned to lead the industry, build their reputation as go-to subject matter experts, and advance zoo practices from animal care to conservation to guest experience. Maintaining the Zoo’s campus will also be integral to achieving the vision within the plan. Continuing to strengthen and develop the relationship between the Zoo, Trust and OZS Board are also key components within this goal, to ensure continued alignment between all three key partners.

• Generating Conservation Action: This goal focuses and identifies the ways in which the Zoo will affect conservation-related change. The Zoo intends to engage more deeply in both applied and basic research, translate that research into educational outcomes, model conservation through sustainability-related efforts and engage with the community through partnership and direct programming to inform about the importance of conservation and empower conservation action. By implementing much of this goal, the Zoo will be one of the first zoos and/or aquariums linking their guest experience directly to generating conservation action within the public.

• Amazing Experiences: With an engaged staff and culture oriented toward greater emphasis on conservation along with practices that directly contribute to conservation, the Zoo intends to extend those efforts into more experiential engagement with guests and the community. The Zoo has defined the guest experience as the primary means of mission delivery; therefore, investing significantly both in the facilities and the interactive components of the experience. Consistent customer service, consistency in the guest experience, top-notch and innovative exhibits and eventually, an aquarium, will all be the pillars upon which the Zoo and OZS will be able to deliver transformative experiences to all guests. By enabling people to make meaningful connections with wildlife and wild places, the Zoo and OZS will inspire more direct conservation action.

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• Business Innovation: To support the Zoo’s enhanced commitment to conservation, the Zoo will operate within a viable, thriving business model. Through innovative business strategies – pushing new thinking, new approaches, and being creative in revenue generation, the Zoo will operate efficiently and be positioned for growth as a key community partner and leader. The business model will be balanced, with diversified sources of revenue, including a robust fundraising program, strong earned revenue, and responsible stewardship of the public’s financial support.

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Implementing the Plan: 3-Year Action Plan To ensure productive and measurable progress towards achieving the strategic goals, as well as the overall vision, the action plan will serve as a living document, supported with specific, coordinated, and timed action items. These sequentially organized actions form the work plan on which to track progress towards the strategic goals. In addition, metrics have been identified as a means of measuring specific progress against each of the goals over time.

As a living document, this action plan should be reviewed and updated at least annually so that staff and Board leadership have a timely and responsive annual work plan to consult at every step of the way from now through 2025.

People Power & Top-Tier Practices

1. Goal Statement: We will prioritize people development and engagement by creating a culture that inspires and recognizes exceptional performance and expands our influence on conservation.

Objective: 1. People Power - Attract, develop and retain top-tier talent to build an exceptional team.

Action Step Year Measurable Impact Assess staffing and update organizational structure to ensure we can be bold, thoughtful, and innovative as we implement the strategic plan.

Increase in diversity in staff and volunteers

% of promotions from within annually

Number of volunteer hours year over year

Number of interns

Number of staff participating in manager development program

Build an engaged, well-trained volunteer force to support zoo operations.

Attract broader and more diverse candidate pool following recommendations by ST & F. Ongoing

Review full spectrum of employment at Zoo (i.e. FT, PT, variable hour, seasonal, etc.)- redefine categories and benefits/perk programs.

Develop recruiting materials that highlight the draw of the OKC Metro. 2023

Create and execute a development program for managers. 2023

Develop organizational succession plans for select team members and individual professional development plans for all team members.

Formalize an internship program to increase staff diversity, to include enticements (wage, housing, stipend, etc.) that facilitate future employment.

Estimated Financial Impact Champion Person

Expand recruitment resources Resources to build management development program Volunteer support services

VP Organizational Development

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Objective: 2. Culture - Create a thriving culture of high-performance and service by fostering engaged employees.

Action Step Year Measurable Impact Recommit to measuring engagement through evaluations of both full-time and part-time staff. 2022 Annual staff retention rate

% increase in employee engagement (via survey)

Ratings as a "best place to work"

Quantifiable feedback from staff exit surveys

Restructure policies/handbook and develop culture book. 2023 Define a strategy to increase cross functional interactions both at work and at play (recreational/social events). 2023

Formalize an employee engagement program that focuses on reward and recognition for high-performance and engagement for full-time and part-time employees.

Estimated Financial Impact Champion Person Outsourced development of a culture book Continued contract with other programs Investment in staff rewards and recognition

VP Organizational Development

Objective: 3. Performance Management - Align the team's performance with the Zoo's mission and vision through meaningful management.

Action Step Year Measurable Impact Create an internal communication plan to articulate vision for the future using strategic plan and core values. 2022 Aligning performance with organizational strategy will allow for an increase in efficiencies, measurable in the achievement of strategic plan objectives and departmental output.

Define a bar for "high-performance" integrating strategic goals, core values and duties for each position. 2023

Invest in a new HRMS tool to increase efficiency and output from HR. 2023

Create a new performance management process for both individuals and teams integrating strategic plan and core values with each position's duties.

Investment in HRMS tool CEO & VP Organizational Development

Objective: 4. Animal Care - Boldy explore new and innovative means to provide the highest quality care for our animals informed through science-informed research.

Action Step Year Measurable Impact Engage in a Zoo-wide conversation about choice and control, define our philosophy and create taxa specific practices.

Maintain AZA accreditation

# of new choice and control practices implemented at the

Zoo

Increase in cross team animal care workshops

# of staff involved in AZA

Pass AZA inspection with no major concerns.

Revise the Zoo's philosophy and practices to become a 24/7 animal care organization.

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Convene cross functional workshops to explore advancing animal care with external experts from different fields (i.e., health, medical, wellness, nutrition, technology, and operational systems, etc.).

committees or TAG groups

# of staff involved in AZA inspections

# of other organizations that adopt our practices

# of times we share/support other AZA organizations and other wildlife organizations

# of new AZA standards or recommendations that result from our work

Study the external landscape to prioritize technological advancements and investments to support animal husbandry, welfare, veterinary care, and staff communication.

Ongoing

Implement expanded data collection and research efforts to inform and strengthen animal health, welfare, and habitat design.

Investments in technology and staff [positions TBD] Director of Animal Collections

Objective: 5. Facilities & Grounds - Fully leverage our facilities and grounds to support our mission through proactive care and wise stewardship of campus assets.

Action Step Year Measurable Impact Evaluate means and create annual operating plan to care for our grounds, facilities, and horticulture. 2023 Guest satisfaction (via survey/kiosk) about grounds Train staff and reaffirm expectations related to use of work order system. 2023

Create an operations dashboard for grounds and facility management. 2024

Potential increase in contract resources COO

Objective: 6. Zoo Trust & OZS Board Leadership - Cultivate our Trust and OZS Board members to lead with passion and wisdom to support the Zoo's bold vision for the future.

Action Step Year Measurable Impact Rollout fundraising training for OZS Board members. 2022 Trust/Board attendance at meetings, events, and other key gatherings

100% OZS Board giving annually

# of Board/Trust hosted small gatherings annually

Update policies/procedures handbook and culture book for Trust and OZS Board members. 2023

Launch annual effort for feedback about Trust and OZS Board experience. 2023

Develop strategy to bring both Trust and OZS Boards together for both social and business two to three times per year.

Conduct annual Board Retreat and include time to tour the Zoo and engage with the mission. 2023

Re-validate Board member expectations regarding time, money, participation in events, and roles on committees. 2024

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Support for retreat facilitation, if needed Trust & Board social activities

CEO & OZS Executive Director

Objective: 7. Professional Reputation - Be a renowned Zoo, conservation organization and cultural attraction using our professional expertise and reputation to lead the future of our industry.

Action Step Year Measurable Impact Publish PR releases about staff success, expertise and impact related to SSP involvement, medical training, innovative enrichment, research, conservation, etc.

# of PR releases about leadership work of the Zoo

# of meetings, seminars, and conferences led/hosted Organize and lead a regional zoo/conservation consortium. 2024

Increase the number of annual seminars, conferences, and workshops at the OKC Zoo for other zoo and conservation professionals to attend.

Expanded PR resources CMO

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Conservation Action

2. Goal Statement: We will increase science-based knowledge and provide resources that benefit wildlife and wild places.

Objective: 8. Research - Lead and support basic and applied research to increase understanding and generate action to benefit wildlife and wildlife places.

Action Step Year Measurable Impact Increase the number of community science projects that the Zoo contributes to per year and increase staff participation in those projects.

1 in 2023, 1 in 2024, 1 in 2025

# of research projects conducted

# of peer-reviewed publications

# of community science projects

# of staff research proposals

# of staff involved in community science projects and research projects

Determine zoo-wide annual peer-reviewed publication goals and determine publication goals by position (i.e.

animal, conservation, vet, experience, etc.).

Expand post-doc positions throughout the Zoo to increase research and publication. 2024

Develop research communication strategy including adding research piece to staff onboarding. 2024

Provide opportunities for staff and students to learn about and assist with research. 2025

Estimated Financial Impact

Compensation for additional post-doc positions Director of Conservation and Science

Objective: 9. Education Impacts - Transform our educational impact through innovation and applied research.

Action Step Year Measurable Impact Develop a self-guided handout experience for different audiences - family by age and for groups. 2023 # of new learning experiences linking to conservation partners

Evaluation data from education programs

Data tracking "meaning making" moments

Longitudinal study on Nature Explorers

Study the roll and impact of outreach programs and create a plan for it based on findings.

Create interpretive guest experiences to link to our conservation partners to inspire action.

(1) by 2023 and

(3) by

Create and implement evaluation programs for each education program (Living Classrooms, camp, Junior Curator, Nature Explorers, school, and outreach programs).

2024 &

Create a longitudinal study on impact of Nature Explorers. 2025

Develop a "meaning making" measurement effort with guests to learn where the most impactful moments occur throughout the guest experience and how it evolves their behavior.

Find a way to measure conservation impact of typical guest experience. 2025

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Investment in interpretive supplies and handouts Cost of incentives to encourage guest/participant participation in studies

Director of Education

Objective: 10. Sustainability - Become an influential model in environmental sustainability.

Action Step Year Measurable Impact Develop a written sustainability plan. 2023 Data associated with new sustainability projects rolled out

% of zero-waste events and zones

# of PR coverage of Zoo's sustainability efforts

Implement one project per year to improve sustainability in zoo operations.

1 each year starting

Open a new zero-waste Administrative building. 2023 Identify and train a sustainability champion in every department to train their respective teams. 2024

Secure new compost partner to establish zero waste zones and events as permitting allows. 2024

Promote the zoo's sustainability practices and achievements through increasing PR efforts. 2025

Engage our service provides (in particular, food and retail providers) in our commitment to sustainability, create programs to ensure partner accountability, and use their commitment to conservation and sustainability as criteria in selecting future partners.

Cost of new compost contract New bins and signs for zero waste zones Increased construction cost to include green features Incentives for annual sustainability projects

Director of Conservation and

Sustainability Coordinator

Objective: 11. Community Conservation - Expand our conservation reach and actions through collaborations in our community.

Action Step Year Measurable Impact

Identify three new community partners and develop one joint project with each or all of them.

2023, 2024 &

# of students engaged by the Zoo

% of school students across OKC metro visiting the Zoo by fourth grade # of new conservation experiences to expose youth to nature and wildlife

# of Zoo-supported local

Develop a new nature conservation experience directed primarily at increasing youth exposure to nature and wildlife in OKC in conjunction with partners.

Ensure that all students in the OKC Metro Area visit the Zoo by the fourth grade. 2025

Expand existing conservation partnerships to expand impact (i.e. ODWC, TNC) and develop stronger collaborations with universities.

Page - 21 OKC ZOO/OZS • Strategic Plan Report • August 2022

Assist the City of OKC to reach their goals with recycling, water conservation, power usage and other imperative goals tied to conservation through collaborative partnerships and joint marketing.

conservation initiatives in the community

# of conservation partnerships

Explore state conservation initiatives and seek to create collaborations to support state-wide conservation efforts including working with State Parks.

Transportation for school students Investment in planning to create a new nature conservation experience

Director of Conservation and

Objective: 12. Conservation Programs - Increase support and leadership of science-based conservation programs.

Action Step Year Measurable Impact Increase funding to support the range of the Zoo's conservation programs through fundraising, fees, and guest engagement (i.e., round-up).

Amount of Zoo generated conservation funding

# of CARE grants for staff-led projects

# of reintroduction and head start programs

Direct funding to support SAFE programs led by staff. 2022

Create a climate change position statement and talking points for staff. 2024

Designate at least one CARE grant for staff-led project annually. 2025

Expand the number of reintroduction and head start conservation programs. 2025

Estimated Financial Impact Champion Person

Investment in incentives to increase conservation funding Costs of reintroduction and head start initiatives

Director of Conservation & Science and Director of Education

Page - 22 OKC ZOO/OZS • Strategic Plan Report • August 2022

Amazing Experiences

3. Goal Statement: We will deliver transformative experiences that shape the way people value and care for wildlife and our environment.

Objective: 13. Customer Care - Leave guests awestruck by our culture of exceptional customer service.

Action Step Year Measurable Impact Develop ongoing training activities for front-line teams to be done on quiet days or other moments (i.e., lightening protocol).

Ongoing Net promoter scores

% of staff participating in annual customer service training/refresher training Create a brand book to exemplify our brand via customer service and defined policies and procedures.

Implement formal customer service training for both customer facing and non-customer facing roles.

Update and facilitate zoo-wide training on all customer service policies and procedures.

Deploy an Exceptional Guest Service campaign that empowers employees to engage guests.

Estimated Financial Impact Champion Person Investment in training coordinator and/or customer service training if outsourced

GE Manager, VP Organizational Development

Objective: 14. Engagement - Make every visit create happy memories for guests by delivering engaging experiences.

Action Step Year Measurable Impact Evaluate our means to study engagement and satisfaction of guests.

2023 Tracking of metrics of guest satisfaction and engagement year over year

Reduction in guest comments about lack of animal visibility

Reduction in guest reported inconveniences

Number of guests participating in people-led programs

Number of wow-moments (tracked by staff)

Guest participation/attendance seasonal attraction

Resolve issues in our communication and sales experience to present all experiences in a compelling and memorable manner, reducing confusion.

Manage the guest experience to resolve issues that generate guest reported inconveniences.

Identify the timing/type of touring exhibits needed for 2024 through 2026 as additional construction continues to detract from Zoo experience.

Create more convenience of accessing amenities such as food and retail through mobile ordering and ecommerce strategies.

Facilitate conservation action to direct newly inspired visitors to take immediate action for wildlife conservation while still at the Zoo.

Create a series of meaningful/memorable "wow" moments that keep the OKC Zoo top of mind for visitors of all ages.

Enhance and expand existing people-led experiences (staff/visitor interactions) to identify ways we can evolve

Page - 23 OKC ZOO/OZS • Strategic Plan Report • August 2022 our popular encounters to reach more, different people in meaningful, memorable ways.

Address the issue of limited animal visibility. 2023 Update mission signage throughout Zoo through a multi-year plan.

Estimated Financial Impact Champion Person Investment in wayfinding, website upgrades, touring exhibits and means to gather data

COO

Director of Animal Programs

Objective: 15. Accessibility - Live our core values to the fullest by ensuring our experiences are accessible, engaging and welcoming for all audiences.

Action Step Year Measurable Impact Review and refine existing rides and attractions to ensure they are accessible to all abilities and needs.

2023 Increase participation in admission access programs

Guest satisfaction within park accessibility (via survey/kiosk)

Expand and continue to build on admission access programs that enable new groups to visit the OKC Zoo at free or reduced costs.

Ongoing

Develop new interpretive tools and programs that allow guests of all abilities to better connect with wildlife / wild places.

Ongoing

Continue to develop synergistic partnerships that maintain the Zoo's awareness and connect the Zoo to underserved audiences.

Ongoing

Cost of facility enhancements for greater accessibility COO

Objective: 16. Facility Master Plan - Update the facility master plan to develop an inclusive plan for all aspects of mission delivery and creating transformative experiences for guests.

Action Step Year Measurable Impact Finalize the guest experience plan. 2022 Metrics on baseline guest engagement

Progress on master plan

Measure guest engagement of the existing Zoo experience from input from guests and members.

Engage in a zoo-wide facility master planning process that will integrate guest experience, animal care, horticulture, wayfinding, and sustainability.

Finalize Zoo-wide interpretative themes to be integrated into all experiences.

Develop an engagement plan to broaden the larger nature connection through horticultural experiences.

Estimated Financial Impact Champion Person Cost of master planning Investment in horticultural experiences

CEO

COO

Page - 24 OKC ZOO/OZS • Strategic Plan Report • August 2022

Objective: 17. Aquarium - Pursue the development of a downtown Aquarium to expand our reach and mission impact.

Engage architects in concept planning to develop more detailed scope and renderings.

2023 Tracking planning progress

Funding secured to support planning and development of

Aquarium

Define ideal management and business structure. 2023 Launch fundraising efforts to support new aquarium. 2025

Estimated Financial Impact Champion Person Cost of conceptual planning and additional outside consultants

CEO

Page - 25 OKC ZOO/OZS • Strategic Plan Report • August 2022

Business Innovation

4. Goal Statement: We will position our organization for ambitious growth, strength, and resiliency.

Objective: 18. Business Strategy - Practice competitive business strategies to position us for growth, efficiency and effectiveness.

Action Step Year Measurable Impact Address quality control issues and opportunities to integrate 3rd party vendor services (i.e. customer service, graphics, signage and communication) to the same expectations and levels as the Zoo.

Trackable efficiency through systems and tools

Revise and streamline purchase order process, updating vendor list, accepting electronic signatures, developing, and implementing project contracts and accepting electronic payment not just physical checks.

Develop consistent, unified sales reports and operating dashboards uniting Zoo /SSA / Lancer / Kamans data to better track revenues (gross, net and Per Caps).

Explore ways we might use 3rd party vendors or solutions to improve quality, efficiency and effectiveness. 2023

Update existing accounting system. 2023 Audit functionality. Further unify Membership sales/info with Zoo's systems. 2023

Audit functionality and train to fully use and enhance ACME features. 2023

Enhance event rental process through new platform for inventory management and more efficient sales quote/invoice process.

Develop a plan and timeline to move to cashless system(s). 2024

Expand data collection of on-site sales guests and engage in more comprehensive study of guest demographics through post-visit surveys and on-site data collection.

Explore new and/or enhanced ticketing /tracking system that allows guests to optimize their experience, and for Zoo to track / upsell more seamlessly (i.e. guest experience platform/Disney magic band).

Cost of new accounting system Cost of guest experience platform/ticketing system

CFO

Page - 26 OKC ZOO/OZS • Strategic Plan Report • August 2022

Objective: 19. Brand Presence - Maximize our brand value and presence to position us as a key community partner and leader.

Action Step Year Measurable Impact Ensure all 3rd party vendors (SSA / Kamans / Lancer / TIANYU, Bricklive) are using the correct OKC Zoo style guide and logo for brand quality / consistency.

Increase % of new content pushed to public

Number of marketing partnerships

Reduction of use of old or inaccurate brands

Exposure data about views to national audience

Visitation data from outside OKC region

Remove all old or inaccurate Zoo branding across all guest and staff touchpoints. 2022

Update social media communication strategy to support the subject matter expertise and leadership of the Zoo in animal care and conservation.

Develop / launch a new series video content (any platform) that explains how the zoo fulfills our mission in a deeper / more detailed way for a global audience. Build upon the "OKC ZOO@2" series we had during Pandemic.

Expand promotion of OKC Zoo's expertise to include caretakers and staff - not just the wildlife.

Develop a consumer marketing partnership with a national/regional brand(s) that elevates OKC Zoo's brand perception among potential visitors that live outside of Oklahoma, (specifically Texas, Arkansas, or Kansas).

E.g.: Sonic, Braums, other?

Explore virtual wild encounters events to share the OKC Zoo brand with a larger audience and integrate a national brand.

Investment in videography capacity CMO

Objective: 20. Fundraising - Invest in relationship building to develop a robust fundraising program making contributed revenue a significant source for funding the Zoo's mission.

Action Step Year Measurable Impact Develop means to accept crypto currency. 2022 Number of dollars and donors

Number of known planned giving intentions

Increasing percentage of donor retention and upgraded giving year over year

Relaunch annual giving program through multi-channel direct response efforts. 2022

Engage strategic relationship building to build individual and community major giving program. 2023

Expand corporate sponsorship and giving efforts. 2023 Commit to ongoing donor cultivation and stewardship to building a planned giving program. 2024

Cost to expand annual giving appeals OZS Executive Director

Page - 27 OKC ZOO/OZS • Strategic Plan Report • August 2022

Objective: 21. Earned Revenue - Maximize earned revenue to reinvest in mission impact.

Action Step Year Measurable Impact Explore new offerings including identifying, producing, launching new attractions that reflect the Zoo's mission to our current and new markets, stimulating an increase in general admission revenues. Revise existing experiences to optimize engagement, participation, and value.

Annually

Attendance numbers

Revenue per caps

Increase % of upgraded sales (i.e., upgraded experiences and/or membership)

Membership retention and renewal rates

Increase in evening and rental revenue

Evaluate pricing strategies, especially for variable pricing, bundling and upsells to membership. 2022

Develop annual marketing plan integrating admissions and membership sales efforts including combo ticket package.

Integrate on-site and mobile/online sales to have an integrated admissions and membership sales experience that drives upgrades to membership at every point of Zoo experience including exit and post-visit thank you.

Evolve current evening events (after 5pm) into annual franchises that can be stretched to multiple days for bigger audiences.

Continue to grow Zoo's revenues from private events during day or evening hours. (birthdays, weddings, buyouts, retreats, etc.)

Explore OKC Zoo branded product and new entrepreneurial efforts. Ongoing

No new financial investment identified COO & CMO

Objective: 22. Community Stewardship - Be the model of a great community partnership through practicing diligent and transparent stewardship of public support.

Action Step Year Measurable Impact Increase public relations effort to celebrate, thank and inform the community about accessibility and other community efforts at the Zoo.

Number of public officials visiting the Zoo and visited by Zoo staff annually Create an annual program…