Milwaukee County Zoo presents 7–10 year strategic, master-plan refresh; no funding request yet
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Summary
Zoo leadership and the Zoological Society presented a strategic plan and a master-plan refresh that prioritize three major exhibit projects and a business plan to grow earned and philanthropic revenue. Presenters said the plan is a vision only and not a request for county funds at this time.
The Milwaukee County Zoo and the Zoological Society of Milwaukee presented a joint strategic plan and a master-plan refresh to the County Parks and Culture Committee on April 8, outlining a 7–10 year vision but making no current funding request.
Amos Morris, the zoo’s executive director, and Jodi Gibson, president of the Zoological Society of Milwaukee, described the process used to craft the plan, which included internal staff work, collaboration with the society and concession partner SSA, and an emphasis on fiscal realism and achievable priorities. “We’re not asking for funds at this time,” Morris said, adding that the Zoological Society’s board has reviewed and adopted the plan as its strategic direction.
The refresh focuses on three major project areas the zoo would prioritize in coming years: - A Latin American tropics complex that would combine terrestrial species (jaguars, howler and spider monkeys) with a large aquarium element to reflect the Mesoamerican coral reef system; - A reimagined Primate Building (“Primates of the World”) to change visitor circulation, expand outdoor space for bonobos and gorillas and increase visible animal encounters; - A “Wild North” overhaul for bear habitats and northern species, with flexible water features that could be adapted for brown bears and, in future, polar bears if population/sourcing and permitting allow.
Morris and Gibson emphasized that the plan also contains smaller projects — a front entrance improvement already in progress, a refreshed carousel, consolidated administrative space and improved visitor flow — and that the society will pursue earned revenue and philanthropic growth to support capital work. The zoo highlighted population-management constraints (for example, polar bears are difficult to source and breed in human care) and said phasing and partnership are central to feasibility.
Committee members generally welcomed the plan. Supervisor Wasserman praised the cooperative “zoo coalition” model; Supervisor Coggs Jones asked about retaining popular species (orangutans) and audience access, and Morris said species choices will be balanced against modern animal-care and accreditation standards. Supervisors also discussed regional cooperation among accredited zoos and the zoo’s 2024 AZA reaccreditation.
Why it matters: The plan frames the zoo’s capital priorities and business model for the next decade and signals the society’s intent to help pursue philanthropic and earned revenue to limit immediate county capital asks. If and when the zoo seeks county funds, the strategic plan gives a blueprint for which exhibits and visitor improvements would be prioritized.
Committee action: Informational only; referred to the committee on health equity, human needs and strategic planning.
