CORPORATE PLAN 2020-24 - Parks Victoria
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CORPORATE PLAN 2020–24
Traditional Owner
Acknowledgement
Victoria’s network of parks and reserves
form the core of Aboriginal cultural
landscapes, which have been modified
over many thousands of years of
occupation. They are reflections of
how Aboriginal people engaged with
their world and experienced their
surroundings and are the product
of thousands of generations of
economic activity, material culture
and settlement patterns.
The landscapes we see today are influenced by
the skills, knowledge and activities of Aboriginal
land managers. Parks Victoria acknowledges the
Traditional Owners of
these cultural landscapes, recognising their
continuing connection to Victoria’s parks
and reserves and their ongoing role in
caring for Country.
Cover image
Pillar Point, Wilsons Promontory National Park
Inside cover image
Wurundjeri Koorong Canoe Project
Authorised and published by Parks Victoria
L10, 535 Bourke Street, Melbourne VIC 3000
Copyright © Parks Victoria 2020
Parks Victoria Corporate Plan 2020–2024 ii
Contents
Chair’s Foreword 2
Chief Executive Officer’s Overview 3
Our Vision 4
Our Purpose 4
About Us 4
Our Values 4
Our Strategic Plan – ‘Shaping Our Future’ 4
Our Operating Context 5
Environmental Scan 6
Strategic Risks 9
Our Overall Priorities 11
Our Key Performance Targets 13
Our Key Initiatives 16
4 Year Financial Plan 18
Glossary 26
Photo descriptions 26
Document history 26
Parks Victoria Corporate Plan 2020–2024 1
Chair’s Foreword
The Honourable Lily D’Ambrosio MP, Minister for Energy, The key initiatives in the plan focus on the delivery of
Environment and Climate Change issued both shorter term and long term government priorities;
Parks Victoria with a Statement of Obligations on particularly the ecological protection of
27 October 2018, which sets out the key obligations the parks estate for future generations.
that Parks Victoria has in performing its functions
Parks Victoria is well placed to support communities
and exercising its powers.
and local businesses to recover from a very difficult
To support this accountability, Parks Victoria has in year in 2019–20. The Victorian bushfires, immediately
place a long-term Strategic Plan, and a 4 year Corporate followed by the COVID–19 pandemic, have impacted
Plan. Each financial year, the Board approves an Annual Victorians in many ways. As a key conservation agency
Business Plan and Budget and a significant employer of people in Melbourne and
that supports the delivery of the Corporate Plan. regional Victoria, Parks Victoria will play a strong role in
the growth of regional tourism and local jobs.
I am pleased to present this Corporate Plan FY
2020–2024 that sets out Parks Victoria’s ongoing The Board looks forward to delivering this plan in
key priorities, and its key initiatives to be delivered over close partnership with DELWP for the benefit of
the plan period. the Victorian community.
The Board’s ongoing key priorities that continue
to focus our day-to-day service delivery and
operations are: Jeff Floyd
Chair
• Staff Safety
• Protecting the Parks Estate
• Managing Country Together with Traditional Owners
• Meeting the Expectations of Park Visitors
• Environmental Sustainability
• Healthy Parks, Healthy People
• Culture and Staff Welfare
• Working in Partnership with the Department of
Environment, Land, Water and Planning (DELWP)
• Delivering Key Projects
• Sound Financial Management
• Good Governance
• Increasing Diversity within our Workforce
• Strengthening Victorian Communities.
Parks Victoria Corporate Plan 2020–2024 2
Chief Executive Officer’s Overview
As we commence delivery of this plan, the safety and While we deliver this program, we will engage
wellbeing of our people continues to be a key focus. meaningfully with the community and be transparent
Parks Victoria has withstood cumulative impacts on about our progress.
our people of a devastating fire season in the summer
The largest pressures on the parks estate come from
of 2019–20 resulting in unprecedented environmental
climate change and its increasing impacts, some already
and cultural impacts to the estate, the tragic loss of Bill
manifesting in unprecedented ways. Fire management,
Slade, a 40 year Parks Victoria veteran firefighter whilst
water availability, extreme weather events and
on duty, and the COVID–19 global health pandemic.
changing oceans are all core issues for Parks Victoria.
Recovery from these unprecedented events will be a
High numbers of visitors can also threaten the health of
major focus for us in continuing to protect our people,
some of Victoria’s most popular and iconic parks if not
the delivery of environmental and asset recovery
managed appropriately.
programs, and supporting the recovery of
the tourism sector. The Board has challenged management to focus our
efforts on addressing these pressures through the
To help support the Government’s recovery programs,
ongoing priorities and the key strategic initiatives
we will:
contained in this plan.
• actively intervene to conserve key species
I look forward to leading our people to deliver these
• partner with Traditional Owners to protect cultural initiatives and our core services, to effectively manage,
heritage protect and maintain access to Victoria’s precious places.
• build appropriate infrastructure to ensure our
parks are accessible for visitors once again
Matthew Jackson
• promote park visitation to regional communities Chief Executive Officer
to boost tourism and local jobs.
Tower Hill Wildlife Reserve
Parks Victoria Corporate Plan 2020–2024 3
About Us
Our Vision About Us Our Values
Into nature to create a better Putting nature first today for Parks Victoria works to live the values
Victoria tomorrow, we champion the of the Victorian Public Sector
importance of nature by managing, • Responsiveness
protecting and sharing Victoria’s • Integrity
Our Purpose precious places. In partnership
• Impartiality
We inspire Victorians to protect with Traditional Owners, we help
connect people with Country, • Accountability
and enjoy our unique natural
and cultural heritage understand cultural heritage and • Respect
contribute to • Leadership
human health and wellbeing • Human Rights
Our Strategic Plan – ‘Shaping Our Future’
Our Strategic Plan is framed around 4 Goals, which provide the context and focus for all of our activities.
Caring for Connecting Contributing to
Country People and Healthy, Liveable
Nature Communities
Goal Goal Goal
To sustainably To provide To contribute to
manage, protect experiences for improving the health,
and conserve Victoria’s visitors and volunteers safety and economic
natural and cultural to connect with and wellbeing of all
landscapes. value nature. Victorians.
Enhancing Goal
Organisational To enhance our capability, capacity and culture to deliver on
Excellence our commitments.
Parks Victoria Corporate Plan 2020–2024 4
Our Operating Context
Parks Victoria Act 2018 Other State and Federal Legislation
Victorian Government policies and priorities
Minister for Energy, Key Portfolio Ministers
Environment
and Climate Change Minister for Ports and Freight
DELWP Portfolio - policies, priorities and guidelines
Minister’s Statement of Obligations for Parks Victoria
Land Management Strategy
Parks Victoria Strategic Plan (Shaping our Future)
Parks Victoria Corporate Plan
Parks Victoria Annual Business Plan and Budget
DELWP / Parks Victoria Parks Victoria
Fire Agreement Ports Agreement
Parks Victoria’s Frameworks and Strategies
Parks Victoria Corporate Plan 2020–2024 5
Environmental Scan
The current and emerging challenges and opportunities Stagnation of the Global Economy
in our operating environment impact the way we think Following a global pandemic that saw economies
about and plan completely shut down and many people killed as a
for the future. The following trends have informed the result of the virus, world’s economies are at extremely
development of this plan. low levels. The availability of public funds will be
constrained. Parks Victoria will need to continue to
Self-determination of Traditional Owners
make a strong case for investment in priority programs.
Key areas of public land are being transferred back into
Traditional Ownership. Parks Victoria is uniquely placed Increased Social Media Driven Activism
to help the broader community understand and protect
Increased access to largely unmoderated social media
the cultural values, recognise the rights, and enable the
worldwide supports a high volume of mis-information.
interests of Victorian Traditional Owners of these lands.
Parks Victoria must be proactive in getting across
Parks Victoria is a key partner with Traditional Owners
the facts and in harnessing community activism on
in park management. More joint park management
these platforms to build a strong social licence in
arrangements are being established which will enrich
the community.
the management of these parks.
Asset Management
Climate Change
The increased frequency and severity of extreme
The world is warming, the oceans are changing, and
weather events and bushfires is triggering more
extreme climatic events are becoming more frequent.
frequent large-scale recovery programs. This provides
Climate change is the single largest threat to Victoria’s
opportunities for park assets to be replaced, redesigned
natural environments and species. Increased storm
or permanently decommissioned.
activity, altered fire regimes, changes to rainfall and
In unaffected areas, ageing infrastructure requires
access to water are all pressures that are already
significant investment to ensure assets do not become
manifesting themselves in unprecedented ways.
unsafe or unattractive to visitors. With Industrial
This poses significant challenges for Parks Victoria’s land
Manslaughter now to be a criminal offence from
management, which require rapid responses
1 July 2020 under amendments to the Occupational
to adapt in the face of climate change.
Health and Safety Act 2004 (Vic) (OHS Act) there will be
a greater focus on managing the asset risk. Adapting to
Species Extinction
increased compliance requirements
Many native plant and animal species are under and visitor demands at key sites requires Parks Victoria
threat as Victoria’s biodiversity continues to decline. to maintain a combination of innovation, clear
The Intergovernmental Science-Policy Platform on prioritisation and a risk-based approach to
Biodiversity and Ecosystem Services (IPBES, 2019) managing assets.
presents a stark call to action to address global
biodiversity loss, documenting both the threats to, Embracing Digital
and declines of, species worldwide. In 2019-20 Victoria
In a world of increased connectivity, people are
experienced an extreme fire season which resulted
immersed in the virtual world. Communities expect
in possible further extinctions. To minimise further
easy access to online information and there is a growing
extinctions, Parks Victoria must prioritise
dependence on online services. Organisations are
action to protect healthy natural places from threats.
vulnerable to threats from those seeking to exploit data
illegally, which threatens the privacy and security of
entities and individuals. For Parks Victoria, our challenge
is to utilise digital platforms to influence
and manage park visitation, while ensuring visitors’
needs are met and data is secure.
Parks Victoria Corporate Plan 2020–2024 6
Lake Catani Mount Buffalo National Park
Increasing Visitor Demands Community Health and Wellbeing
Increasing visitor demands and expectations of service The social and economic impact of health and wellbeing
quality, affordability and accessibility are driving issues are increasing cost burdens for Government
governments to reform their service delivery. A large and society. Urbanisation and changing lifestyles have
proportion (80%) of visitation to the parks estate occurs resulted in more people disengaging with nature, doing
in a window of approximately 16 weeks running from less physical activity, and reporting higher levels of
the Spring Racing Carnival in mid-November to the stress and feelings of being socially isolated. Parks, as
Easter school holidays. However, the rapid increase of places that facilitate contact with nature, contribute to
visible climate change impacts such as changing fire improved physical and mental health. Access to nature
regimes may result in a shift of peak visitation windows will continue to be an important factor for Parks Victoria
to periods when fire danger is lower. International to plan for and promote, especially in the wake of the
visitation may be reduced for a period following the COVID–19 pandemic.
COVID–19, but an increase in park visitation through
domestic travel is likely. This poses challenges in
planning for high demand peaks, changes in demand
and the experiences users are seeking. Increased and
changing visitation will continue to put pressure on
visitor facilities and
park environments.
Parks Victoria Corporate Plan 2020–2024 7
Hollow Mountain Grampians (Gariwerd) National Park
Parks Victoria Corporate Plan 2020–2024 8Strategic Risks
These Strategic Risks facing Parks Victoria have also been addressed in the development of this plan.
Health, Safety and Environment Parks Victoria’s activities result in the death, serious injury or illness
to employees, contractors, volunteers or visitors and/or significant
environmental damage.
Governance A major governance failure exposes the organisation to potential risk,
compromises service delivery and results in a loss of public confidence.
Financial Capacity A major reduction in government funding reduces Parks Victoria’s financial
capacity to a level where it cannot sustain current levels of environmental
protection and service delivery.
Sustainable Assets Parks Victoria assets progressively degrade in condition and are not
in a fit-for-purpose state, leading to adverse environmental impacts,
declining visitor service levels and increased financial liabilities.
Organisational Culture Parks Victoria fails to closely align its organisational culture to its
core values and its strategic priorities and to build workforce capacity,
leading to both disengaged staff and poor outcomes.
Government and Interdepartmental Parks Victoria fails to effectively engage with and respect its responsible
Relationships Ministers, their offices and departments, leading to a loss of faith in Parks
Victoria and its capabilities.
Traditional Owner Relationships Parks Victoria’s relationships with Traditional Owners are significantly
damaged resulting in the loss of respect and failure to progress critical
partnership outcomes.
Business Disruption A major disruption to Parks Victoria’s operations and services leads to
a breach of key service obligations and loss of stakeholder trust.
Nature Conservation Parks Victoria fails to adequately protect and conserve key natural
assets for future generations and does not meet legislative obligations for
nature conservation.
Community Involvement Parks Victoria does not effectively involve or engage with partners, visitors,
and Support volunteers and the community at large, leading to a loss of
faith in and support for the organisation.
Visitor Experience Parks Victoria’s fails to meet visitor expectations because its parks do
not accommodate visitor growth, diversity and changing needs.
Project Management Parks Victoria consistently fails to deliver major projects on time and on
budget, leading to a loss of confidence and consequential government
funding reductions.
Value Proposition Parks Victoria is unable to clearly demonstrate its value to the Government
of the day and the people of Victoria leading to a
loss of faith and goodwill in the organisation.
Cyber Compromise Cyber-attacks expose Parks Victoria staff, assets and/or finances
to harm, compromises service delivery and can result in a loss of
public confidence.
Parks Victoria Corporate Plan 2020–2024 9Epicormic growth recovering after bushfires
Parks Victoria Corporate Plan 2020–2024 10Our Overall Priorities
To support our legislative and Government policy obligations, the Board has established clear ongoing priorities for
Parks Victoria which inform this plan.
Staff Safety Parks Victoria puts staff safety and wellbeing first, and supports our people to
be safe, healthy and engaged at work.
Protecting the Parks Estate We work to protect Victoria’s parks to ensure that they are secure for
future generations.
Managing Country Together Managing Country Together is Parks Victoria’s commitment to recognising
Traditional Owners as land owners and managers - working in partnership to
protect the unique natural and cultural values across Victoria’s parks estate.
It is our contribution to the Victorian Government’s clear support for the self-
determination of Aboriginal people and the recognition of Aboriginal cultural
rights.
We are committed to doing more than just meeting our responsibilities
– we strive to build meaningful partnerships with Traditional Owners.
Meeting the Expectations of Park Maintaining a parks estate that is open to the public, with safe and clean
Visitors facilities is core business for Parks Victoria. We work to meet baseline
service standards that ensure visitors’ expectations are met when they
visit Victoria’s parks.
Environmental Sustainability Parks Victoria strives to achieve environmental sustainability in the parks
estate, and be a model environmentally sustainable organisation, including
the work of its volunteers, contractors and other providers. Parks Victoria
is committed to contributing to the UN Sustainable Development Goals.
Healthy Parks, Healthy People Healthy Parks Healthy People recognises the connection between the
health of our environment and the health and wellbeing of communities.
Parks Victoria builds this philosophy into its day to day park management.
Culture and Staff Welfare We strive for an outcomes-focussed organisational culture which is positive,
resilient and ethical. We are accountable for our actions and committed to
being responsive to the Victorian public, our key stakeholders, and our visitors.
Working in Partnership with Parks Victoria works closely and collaboratively with DELWP and other land
DELWP managers to ensure effective and efficient public land management.
Delivering Key Projects Sound project management enables our people to effectively deliver key
infrastructure projects that contribute to the Victorian economy including
capital works, recovery works, and Government commitments.
Sound Financial Management Financial discipline and rigour enable optimal allocation and responsible
use of our resources. Accurate, transparent financial reporting informs
our decision-making and improves performance.
Good Governance Good governance supports improved performance, risk management
and decision-making. It helps us to deliver services to the Victorian public
in an efficient, effective and sustainable way.
Increasing Diversity within Diversity and inclusion are central to our development as a modern,
our Workforce high performing, sustainable organisation.
Strengthening Victorian Parks Victoria’s operations boost tourism by attracting visitors to regional
Communities Victoria. In addition to supporting local businesses through increasing
visitation to parks, the organisation is a major employer of people living
in Regional Victoria.
Parks Victoria Corporate Plan 2020–2024 11Sea Search Point Addis Marine National Park
Parks Victoria Corporate Plan 2020–2024 12Our Key Performance Targets
MEASURES Measure type/ 18–19 actual 19–20 target 19–20 20–21 target 21–22 target 22–23 target 23–24 target
Unit forecast
Total Reportable Number 16.1 16.7 12.3 14.5 13.5 12.5 11.5
Injury Frequency Rate (TRIFR) Number (per million hours worked). This measures the rate injuries are occurring and
demonstrates current and ongoing focus on safety and wellbeing. The TRIFR result in 2019–20
was due to changed work priorities as a result of COVID–19, and significantly increased hours
worked by staff during the bushfire season. The 2020–21 target is lower than the 2019–20 target,
reflecting a return to normal working patterns post COVID–19.
Number of hectares treated to Area/hectares 1,500 1,100 Forecast 2,200 1,100 1,100 1,100
minimise the impact of pest (000) 2,200
plants, This measure indicates in hectares (000) the extent of the terrestrial parks estate that has been
pest animals and treated to minimise impact of threats to natural values from pest or overabundant native plants
overabundant native animals and animals. This is a Budget Paper 3 measure. The target reduction in hectares treated from
and plants in parks managed 2021–22 reflects a return to base line funding, post the completion of projects funded through
by Biodiversity 2037.
Parks Victoria
Total area of estate managed Area/hectares 4,111 4,111 4,117 4,117 4,117 4,117 4,117
by Parks Victoria (000)
This measure indicates the area of service provided in hectares (000). This is a Budget Paper 3
measure. There are no known major additions to Parks Victoria’s estate in the plan period.
Number of nights Number 232,267 236,910 Available 242,000 246,000 251,000 256,000
booked at Parks after
Victoria camping 30 June
and accommodation This measure indicates overnight stays (number of booked nights) in the parks estate which
sites benefit local tourism and the economy. The target is a 2% increase year on year.
Level of satisfaction Index N/M 85 85.3 N/M 85 N/M 85
of visitors to parks (out of 100)
Index (out of 100) This measure indicates perception of the quality of visitor experience.
The Visitor Satisfaction Monitor is conducted biennially and will be conducted again in
2021–22. With the increasing number of visitors, the target is to maintain the current
high level of overall satisfaction.
Visits to Parks Victoria Number 111.9 N/M N/M 115 117 119 121
managed estate (million)
(combination of A and B This measure indicates total number (million) of visits to parks and marine-based facilities.
below) Park user visitation is a measure of connectedness. The Visitor Number Monitor survey is
conducted biennially and will be conducted again in 2020–21. The below indicators are
Budget Paper 3 measures.
A. Visits to National, State, Number 79 N/M N/M 80 81 82 83
urban and other terrestrial (million)
parks
B. Visits to piers Number 32.9M N/M N/M 35 36 37 38
and jetties (million)
Parks Victoria Corporate Plan 2020–2024 13Scar tree Wurundjeri Country Parks Victoria Corporate Plan 2020–2024 14
MEASURES Measure type/ 18–19 actual 19–20 target 19–20 20–21 target 21–22 target 22–23 target 23–24 target
Unit forecast
Parks Victoria Employee Number 60 69 N/M 71 73 73 73
engagement index
This measure is based on the 2018 Victorian Public Sector Commission People Matters Survey
results. The survey is conducted biennially. Parks Victoria aims to increase employee engagement
and sustain this improvement over the life of the plan
Ministerial request responses Percentage 85% Forecast 85% 90% 95% 95%
76%
This measure indicates the percentage of responses to Ministerial correspondence requests
completed within 13 days of receipt. Performance is measured in 2019-20 from
23 September 2019, following implementation of improved management processes.
Project delivery Percentage 85% 85% Forecast 90% 90% 90% 90%
>85%
90% projects delivered on time and within budget.
Total output cost Percentage +6.3% Within Available Within Within Within Within
(variation between +/- 5% of after +/- 5% of +/- 5% of +/- 5% of +/- 5% of
actual expenditure budget 30 June budget budget budget budget
and budget) Per cent (within +/- 5% of budget). This measure indicates delivery performance against original
budget expectations. It is also a measure of timeliness of program delivery for
core operations and specific purpose projects.
Significant built park assets Percentage 87% 88% 86.81% 88% 88% 88% 88%
managed by This measure indicates the condition of terrestrial park assets to guide asset investment and
Parks Victoria in average to maintenance. Assets are rated 1 – Excellent; 2 – Good; 3 – Average; 4 – Poor; 5 – Very Poor. This is a
excellent condition Budget Paper 3 measure.
The target is to improve the current rating, then maintain this improvement over the plan period.
Significant built bay Percentage 70% 80% Forecast 80% 80% 80% 80%
assets managed by 66%
Parks Victoria in average to This measure indicates overall condition of marine-based assets in bays to guide asset investment
excellent condition and maintenance. This is a Budget Paper 3 measure.
Parks Victoria Corporate Plan 2020–2024 15Our Key Initiatives
The following key plan initiatives are supported by clear, aspirational 4 year targets to be delivered
by June 2024. Progress against these targets will be reported annually.
KEY INITIATIVE TARGET
1. Staff Wellbeing Program Parks Victoria has the capability to deploy a
Further refine and implement the staff wellbeing world-leading staff wellbeing program during
program– during/post major fires and other events. and immediately post major events.
2. Bushfire Recovery All approved and funded key projects are
Actively support the State’s Bushfire Recovery Program. being delivered in a timely, effective and
efficient manner.
3. Land Management Strategy The Land Management Strategy is being
Implement the Land Management Strategy. effectively implemented.
4. Traditional Owner Relationships
Work closely with Traditional Owners to implement Traditional Owners are very satisfied
and further strengthen established joint management (>80%) with Parks Victoria’s contribution
arrangements and other partnerships. to joint management.
Support Traditional Owners, and Parks Victoria’s The capacity of partner Traditional Owners
Aboriginal staff, to build their capacity to support and Aboriginal staff have been measurably
joint management. enhanced through Parks Victoria’s programs.
Work with Traditional Owners to document and protect Identification, documentation and
Aboriginal cultural heritage and comply with relevant assessment of all known rock art sites
legislation across the parks estate. has been completed.
5. Species Protection Key at risk species are being effectively
Implement high priority species protection programs. protected.
6. Emergency Response and Recovery Programs Response and recovery programs are agile,
Improve emergency response and recovery programs efficient and effective.
to adapt to the effects of climate change.
7. Community Engagement The community is highly satisfied (>80%)
Enhance Parks Victoria’s community consultation and with Parks Victoria’s consultation approaches.
engagement approaches.
8. Stakeholders All key stakeholder groups are operating
Enhance long-term partnerships with key stakeholder groups. in close and effective partnerships with Parks
Victoria.
9. Issue Management Parks Victoria is effectively managing all
Strengthen Parks Victoria’s issue management capabilities. major issues and is achieving sound and
positive outcomes.
10. Asset Management Parks Victoria’s asset base reflects sustainable
Implement a community needs approach to the monitoring, best practice and supports quality visitor
maintenance and replacement of built assets. experiences.
Parks Victoria Corporate Plan 2020–2024 16KEY INITIATIVE TARGET
11. Enforcement Parks Victoria is effectively discharging
Review Parks Victoria’s enforcement delivery model and all of its enforcement obligations to
implement the required improvements. protect its parks and the community.
13. Volunteers Parks Victoria’s volunteer base is over 30,000
Grow Parks Victoria’s volunteer base. volunteers, contributing over 500,000 hours
of service.
14. Cultural Burning Cultural burning is embedded in
Establish cultural burning as a key ecological management Parks Victoria’s operations and is being
tool. implemented in partnership with DELWP.
15. Fire Model Parks Victoria’s fire model is at best practice
Review Parks Victoria’s fire model; and the memorandum for a leading parks agency, with >90% of
of understanding with DELWP. commitments under the fire model being
met annually.
16. Visitor Management Park peak visitation has been spread across a
Implement key initiatives to improve visitor safety and the longer period or is being effectively managed
management of peak visitation periods in major parks. to minimise environmental
and visitor satisfaction impacts.
17. Visitor Service Standards Basic service standards are being consistently
Implement ‘open, safe and clean’ basic service standards across met in all major parks.
all major parks.
18. Visitor Services Visitor services are achieving a high level of
Further develop visitor services and ensure an appropriate visitor satisfaction (>80%), and the pricing of
balance between users pays and community funding of these these services fairly reflects the benefits to
services. the community and to operators.
19. Nature-based Tourism All approved and funded key nature-
Implement key nature-based sustainable tourism initiatives, based initiatives have been successfully
to support Victoria’s positioning as a nature-based tourism implemented.
destination.
20. New Metropolitan Parks All new metropolitan parks have been
Support the implementation of the new metropolitan parks designed and implementation is proceeding
program. in accordance with funding agreements.
21. Business Systems The community is highly satisfied (>80%)
Make a substantial improvement to Parks Victoria’s business with Parks Victoria’s customer services and
systems and processes to improve community services and internal productivity has been measurably
internal productivity. improved.
22. Regulatory Improvement Parks Victoria’s legislative and regulatory
Develop a legislative and regulatory improvement program to framework is providing for effective control
support enhanced park management, in partnership over the use of and access to the parks estate.
with DELWP.
Parks Victoria Corporate Plan 2020–2024 174 Year Financial Plan
Operating Statement
TABLE 1: OPERATING STATEMENT 2019-20 2019-20 2020-21 2021-22 2022-23 2023-24
- TOTAL OPERATIONS Budget Forecast Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000) ($’000)
Operating Income - Total Operations
Parks and Reserves Trust (PRT) funding 93,493 99,402 94,669 96,684 98,060 100,598
Government funding
DELWP Appropriations (1) 85,051 83,760 85,376 76,293 76,171 72,585
Project Firefighters and Fire Suppression 19,742 29,759 20,730 21,008 21,295 21,591
Other Appropriations (DOT and DJPR) (2) 16,622 14,614 16,534 19,682 46,924 9,692
(3) (3)
Interest 2,750 1,795 781 508 300 275
Fair value of assets received free of charge - - - - - -
Other Income
Sponsored Works (4) 8,215 8,215 9,621 5,500 5,500 5,500
Commercial Income (5) 28,785 17,544 17,145 31,736 33,323 34,989
Insurance Claims 2,585 2,585 935 450 - -
Other Miscellaneous Income 250 250 250 250 250 250
Total Income from Transactions 257,492 257,924 246,040 252,111 281,822 245,480
- Total Operations
Operating Expenses - Total Operations
Employee Expenses 152,066 159,233 152,718 154,669 157,157 160,682
Other Operating Expenses 100,718 87,998 95,202 81,203 83,570 81,459
Total Expenses from Transactions 252,785 247,232 247,920 235,872 240,727 242,140
- Total Operations
Surplus / (Deficit) before Depreciation 4,708 10,692 (1,880) 16,239 41,095 3,339
and Amortisation - Total Operations
Depreciation and Amortisation 18,717 24,872 25,909 29,133 27,997 27,279
Net Result - Total Operations (14,009) (14,180) (27,789) (12,893) 13,099 (23,939)
(1) A large proportion of DELWP appropriations relates to tied funding for specific programs and projects e.g. biodiversity and pest control
programmes, that typically have a 2 – 3 year funding cycle which lapses during the Plan period. The financial forecasts do not assume that
these funding sources will be replaced unless already announced at the time of preparing the forecast.
(2) This funding relates to the funding required to manage ports and specific tied funding for projects such as Grampians Peaks Trail and
St Kilda Pier.
(3) The increase in funding in 2022–23 and decrease in 2023–24 largely relates to funding associated with St Kilda Pier (recognised as revenue in
2022–23 in line with project delivery projections).
(4) Sponsored works comprises numerous smaller sources of funding received from entities such as Catchment Management Authorities.
Parks Victoria Corporate Plan 2020–2024 18Operating Statement
TABLE 1A: OPERATING STATEMENT 2019-20 2019-20 2020-21 2021-22 2022-23 2023-24
- CORE OPERATIONS Budget Forecast Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000) ($’000)
Operating Income - Core Operations
Parks and Reserves Trust (PRT) funding 85,124 83,875 86,069 88,307 90,601 92,952
Government funding
DELWP Appropriations 53,532 55,492 58,630 59,834 59,612 56,576
Fair value of assets received free of charge - - - - - -
Interest 2,750 1,795 781 508 300 275
Other Income
(5) Commercial Income
Leases and Licences Income 9,451 4,388 4,186 9,929 10,178 10,432
Camping Income 3,664 2,929 2,466 4,132 4,386 4,653
External / Retail Sales Income 4,659 3,312 3,750 5,254 5,577 5,917
Accommodation Income 3,855 2,562 2,455 4,348 4,615 4,897
Parking Income 2,974 1,948 2,015 3,355 3,560 3,778
Other Commercial Income 4,182 2,405 2,274 4,717 5,007 5,312
Total Commercial Income 28,785 17,544 17,145 31,736 33,323 34,989
Other Miscellaneous Income 250 250 250 250 250 250
Total Income from Transactions 170,441 158,957 162,875 180,635 184,085 185,042
- Core Operations
Operating Expenses - Core Operations
Employee Expenses 107,891 107,128 110,758 115,390 118,275 121,232
Other Operating Expenses 60,918 52,298 53,963 57,793 60,161 60,038
Total Expenses from Transactions 168,808 159,425 164,722 173,184 178,436 181,270
- Core Operations
Depreciation - Right of Use (ROU) Assets 0 8,744 8,873 6,973 5,130 3,227
Total Expenses from Transactions (including 168,808 168,169 173,595 180,157 183,566 184,497
Depreciation - ROU Assets) - Core Operations
Surplus / (Deficit) before Depreciation and 1,633 (9,213) (10,719) 477 519 545
Amortisation (including Depreciation - ROU Assets) -
Core Operations
Surplus / (Deficit) before Depreciation and 1,633 (469) (1,847) 7,451 5,649 3,772
Amortisation - Core Operations
Depreciation and Amortisation 18,717 24,872 25,909 29,133 27,997 27,279
Net Result - Core Operations (17,084) (25,341) (27,755) (21,682) (22,348) (23,507)
(5) The large year-on-year changes in commercial revenue relate to the impact of bushfires and COVID–19 in 2019–20 and the ongoing
of impact of COVID–19 in 2020–21 – before commercial operations return to ‘normal’ levels in the later years.
Parks Victoria Corporate Plan 2020–2024 19Operating Statement – continued
TABLE 1A: OPERATING STATEMENT 2019-20 2019-20 2020-21 2021-22 2022-23 2023-24
- TIED OPERATIONS Budget Forecast Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000) ($’000)
Operating Income - Tied Operations
Parks and Reserves Trust (PRT) funding 8,369 15,527 8,600 8,378 7,460 7,646
Government funding
DELWP Appropriations 31,519 28,268 26,746 16,459 16,559 16,009
Project Firefighters and Fire Suppression 19,742 29,759 20,730 21,008 21,295 21,591
Other Appropriations (DOT and DJPR) 16,622 14,614 16,534 19,682 46,924 9,692
Other Income
Sponsored Works 8,215 8,215 9,621 5,500 5,500 5,500
Insurance Claims 2,585 2,585 935 450 - -
Total Income from Transactions
- Tied Operations 87,051 98,967 83,166 71,476 97,737 60,438
Operating Expenses - Tied Operations
Employee Expenses 44,176 52,106 41,960 39,278 38,882 39,450
Other Operating Expenses 39,800 35,701 41,239 23,410 23,409 21,421
Total Expenses from Transactions
- Tied Operations 83,976 87,806 83,199 62,688 62,291 60,870
Surplus / (Deficit) before Depreciation
and Amortisation - Tied Operations 3,075 11,161 (33) 8,788 35,446 (432)
Net Result - Tied Operations 3,075 11,161 (33) 8,788 35,446 (432)
Parks Victoria Corporate Plan 2020–2024 20Balance Sheet
TABLE 2: BALANCE SHEET 2019-20 2019-20 2020-21 2021-22 2022-23 2023-24
Budget Forecast Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000) ($’000)
Financial Assets
Cash, Deposits and Receivables 21,782 22,296 19,967 21,349 19,676 20,122
Investments and Other Financial Assets 125,878 115,878 60,878 50,878 50,878 50,878
Total Financial Assets 147,660 138,175 80,845 72,227 70,554 71,000
Total Non-Financial Assets 5,131,873 5,162,163 5,190,290 5,197,177 5,212,197 5,184,918
TOTAL ASSETS 5,279,533 5,300,337 5,271,135 5,269,404 5,282,751 5,255,918
Liabilities
Payables and Prepaid Revenue 28,251 28,185 28,204 26,497 25,160 23,813
Provisions and Other Liabilities 47,285 74,779 67,684 62,453 59,040 57,493
TOTAL LIABILITIES 75,535 102,964 95,889 88,951 84,199 81,306
Equity
Accumulated Surplus / (Deficit) 109,009 107,646 79,858 66,965 80,063 56,124
Contributed Capital and Physical Asset 5,094,989 5,089,727 5,095,389 5,113,489 5,118,489 5,118,489
Revaluation Surplus
TOTAL EQUITY - NET WORTH 5,203,998 5,197,373 5,175,247 5,180,453 5,198,552 5,174,612
Parks Victoria Corporate Plan 2020–2024 21Cash Flow Statement
TABLE 3: CASH FLOW STATEMENT 2019-20 2019-20 2020-21 2021-22 2022-23 2023-24
Budget Forecast Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000) ($’000)
Cash Flows from Operating Activities
Receipts
Receipts from Parks and Reserves Trust 93,493 99,402 94,669 96,684 98,060 100,598
Receipts from Customers and Other Sources 174,904 174,574 159,853 170,462 198,594 161,189
Interest Received and GST Receipts 17,805 16,381 16,993 13,894 14,484 9,803
Total Receipts 286,201 290,357 271,515 281,041 311,138 271,591
Payments
Payments to Suppliers and Employees (251,504) (252,497) (249,491) (239,320) (244,002) (245,628)
Payments to Government for Revenue (25,311) (22,110) (21,768) (24,576) (25,874) (21,742)
Collected and GST Payments
Total Payments (276,815) (274,607) (271,259) (263,896) (269,875) (267,370)
Net Cash From / (Used In) Operating Activities 9,386 15,750 256 17,145 41,263 4,221
Net Cash From / (Used In) Investing Activities (26,581) (17,347) 964 (26,019) (43,016) 0
Net Cash From / (Used In) Financing Activities 10,505 (4,541) (3,401) 10,936 (270) (3,322)
Cash Held at the End of the Financial Year 16,381 16,933 14,752 16,814 14,790 15,689
Other Financial Assets (Investments held
with Central Banking System (CBS)) 125,878 115,878 60,878 50,878 50,878 50,878
Total Funds at the End of the Period 142,259 132,811 75,630 67,692 65,669 66,567
Consisting of:
Cash Set Aside for Projects and Liabilities 93,146 94,690 49,099 39,432 35,632 34,719
Cash Set Aside for Provisions 47,285 47,719 49,319 50,919 52,519 54,119
Cash Set Aside for Other 1,828 (9,598) (22,788) (22,659) (22,482) (22,271)
Total Funds at the End of the Period 142,259 132,811 75,630 67,692 65,669 66,567
Parks Victoria Corporate Plan 2020–2024 22Capital Program
TABLE 4: CAPITAL PROGRAM EXPENDITURE 2019-20 2019-20 2020-21 2021-22 2022-23
- CAPEX AND OPEX PROJECTS Budget Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000)
Capital Program - Capex Component
Grampians Peaks Trail
Implement a world-class long distance hiking experience enabling visitors
8,310 10,111 10,773 - -
to complete a 13-day/12-night walk from one end of the Grampians
(Gariwerd) National Park to the other.
Shipwreck Coast
Upgrade visitor infrastructure in Port Campbell and Port Campbell National
Park, including a new pedestrian bridge, viewing platforms, 2,644 4,532 8,157 - -
Wi-Fi networks and interpretation capability.
IT Infrastructure Refresh Program
Parks Victoria’s current IT Infrastructure is ageing or at end of life.
The IT infrastructure refresh includes three projects: Core Infrastructure 4,480 3,330 876 - -
Refresh, Network Infrastructure Refresh, PC/Laptop Refresh.
Yarra Bend Netball Facilities
New netball precinct including 8 netball courts, community pavilion,
improved cricket and football (soccer) pitches, sports lighting, 2,140 316 6,964 - -
car parking and associated services and amenities.
Olinda Precinct Development
Construction of a new park on the site of the old Olinda Golf Course 1,870 2,021 1,192 2,010 -
including a playscape and sports oval.
Albert Park Sporting Assets
Deliver priority Stage 1 works associated with the Albert Park 295 127 3,730 1,500 -
Master Plan.
Victoria’s Great Outdoors Program (1)
Parks Victoria’s share of the Great Outdoors Package projects
including campground upgrades, 4WD track upgrades and 375 449 648 2,453 200
building and upgrading walking trails.
St Kilda Pier
Complete rebuild of the pier including a new dedicated penguin 375 - 2,339 10,000 37,110
viewing area, new toilet facilities and sheltered areas.
Twelve Apostles Wastewater Upgrade
Construct a new sewage pipeline connecting toilets at the 12 Apostles with
the Port Campbell treatment plant. Project will be delivered by Wannon 3,172 3,373 - - -
Water.
Twelve Apostles Potable Water
Construct a potable water connection to the 12 Apostles Visitor Centre. 3,352 2,090 1,956 - -
Project will be delivered by Wannon Water.
Point Nepean National Park
Deliver improvements to interpretation and visitor facilities through - 478 2,126 300 -
delivery of funded elements of the Point Nepean Master Plan.
Asset Management Information System (AMIS)
Introduce a new asset management system across Parks Victoria. 1,927 1,512 1,259 - -
Wye River and Otway Community Fire Recovery
Recovery works in the Wye River precinct and the Surf Coast and 2,495 1,553 950 - -
Colac Otway Park areas following the 2015 bushfires.
Jells Park
Replace playground equipment at Jells Park with an all abilities nature play
space with amenities that will be better integrated with the surrounding 345 620 2,298 - -
gardens and bushland.
Parks Victoria Corporate Plan 2020–2024 23Capital Program – continued
TABLE 4: CAPITAL PROGRAM EXPENDITURE 2019-20 2019-20 2020-21 2021-22 2022-23
- CAPEX AND OPEX PROJECTS Budget Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000)
Capital Program - Capex Component
Anglesea Heath
Incorporate Anglesea Heath into the Great Otway National Park.
300 392 482 - -
Includes the rehabilitation of denuded areas and the establishment
of park facilities.
Maits Rest Visitor Site: Great Otway National Park
Upgrade the visitor facilities at Maits Rest, including a new footbridge,
viewing platform, replacement of the boardwalk, and redesign and renewal 1,370 1,576 - - -
of carpark.
Sustainable Hunting Action Plan
Deliver the action items identified in the Sustainable Hunting Action Plan,
including improvement of signage and access, and the development of 249 514 801 - -
management principles to maintain quality habitats.
Kerferd Road Pier Upgrade Works: Albert Park
Overhaul of the Kerferd Road Pier. 145 14 - - -
Arthurs Seat Landscape Master Plan
Upgrade the visitor facilities at Arthurs Seat, including upgrades to the
lower station carpark, refurbishment of toilet facilities, walking trail 980 784 189 - -
upgrades and two nature-based playscapes.
Point Cook Homestead and Toilets Refurbishment Works
Upgrade the facilities at the Point Cook Homestead precinct, including
structural repairs on the building; decommissioning the septic tanks 725 499 455 - -
and establishment of a new sewer connection.
Werribee River Park New Entrance Road
Design, plan and implement a new park entrance, access road and 250 124 717 300 -
associated landscaping at Werribee River Park.
Fix Failed Toilet Infrastructure at Four Parks
Repair of failed toilet facilities at Braeside Park, Dandenong Ranges NP, Point 461 283 400 - -
Nepean NP and Alfred Nicholas Gardens.
Cowes Jetty Replacement
Replacement of the Cowes Jetty at Phillip Island. - 482 918 - -
Merri Creek Culvert Bridge and Paths
Upgrade visitor infrastructure at Merri Creek Park in Campbellfield,
including 6km of new bike and walking paths and a link to the Whittlesea 350 375 1,133 - -
Public Gardens in Lalor.
Reinstatement of Mornington Pier Wave Protection
Reinstatement of the wave protection system at Mornington Pier including
installation of concrete wave screen panels, pile clamps, walers, core drilling - 13 - - -
of capping beam, and reinstallation of timber decking.
Woowookarung Park Establishment
Developed a park plan and with visitor facilities within new regional park in - 100 45 - -
Ballarat.
Mount Buffalo Gorge Day Visitor Area Upgrade
Upgrade of facilities at Mount Buffalo Gorge. - 464 300 - -
Capital City Trail Gipps Street Ramp
All-ability access ramp to replace the Gipps Street steps. - 33 - - -
Suburban Parks Program
Implementation of the program on the Parks Victoria estate - 3,000 17,800 5,000
including works at Plenty Gorge.
Projects less than $1m 4,971 6,188 2,334 1,656 706
Total Capital Program - Capex Component 41,581 42,352 54,041 36,019 43,016
Parks Victoria Corporate Plan 2020–2024 24Capital Program – continued
TABLE 4: CAPITAL PROGRAM EXPENDITURE 2019-20 2019-20 2020-21 2021-22 2022-23
- CAPEX AND OPEX PROJECTS Budget Forecast Forecast Forecast Forecast
($’000) ($’000) ($’000) ($’000) ($’000)
Capital Program - Opex Component
Shipwreck Coast 581 29 546 - -
St Kilda Pier - 421 430 - -
Point Nepean National Park
- Master Plan Implementation Program 294 143 - - -
Anglesea Heath - - - - -
Maits Rest Visitor Site 390 301 356 - -
Sustainable Hunting Action Plan 150 - - - -
Projects less than $1m 116 12 103 - -
1,458 1,366 1,712 805 805
Total Capital Program - Opex Component 2,990 2,272 3,146 805 805
Grand Total Capital Program (Capex and Opex Components) 44,571 44,624 57,187 36,824 43,821
Parks Victoria Corporate Plan 2020–2024 25Glossary
TERM DEFINITION
DELWP Department of Environment, Land, Water
and Planning
DOT Department of Transport
N/M Not Measured
NP National Park
Photo descriptions
PAGE LOCATION/PHOTOGRAPHER
Cover Pillar Point, Wilsons Promontory National Park
Inside Wurundjeri Koorong Canoe Project
Cover
Page 3 Tower Hill Wildlife Reserve
Page 7 Lake Catani, Mount Buffalo National Park
Page 8 Hiking, Hollow Mountain, Grampians (Gariwerd)
National Park
Page 10 Epicormic Growth – Kim Cott
Page 12 Sea Search, Point Addis Marine National Park
– Carlie Bronk
Page 14 Scar tree, Wurundjeri Country
Page 27 Smooth Stingray (Dasyatis brevicaudata),
Western Port – Jordan Reynolds
Document history
Version 1.0
Date published To be confirmed
Issue comment New 4 Year Corporate Plan
Approval Parks Victoria Board 26 June 2020
Parks Victoria Corporate Plan 2020–2024 26Smooth Stingray Western Port Parks Victoria Corporate Plan 2020–2024 27
Parks Victoria Level 10, 535 Bourke Street, Melbourne, Victoria, Australia www.parks.vic.gov.au or call 13 1963
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