Performance Audits and Expenditure Reviews

The highest priority for the Bratislava Zoo is the setting of systematic and reliable planning and regulation in all areas of organisation management. The procurement process has not been transparent in the past and the contracts have been significantly overpriced. There is lack of regulation within the organisation, nor is it formally established in the organisational structure.

We have identified the potential for savings in the purchase of feed to the amount of €62,000 per year (24%) and a number of possible Public Procurement Act violations. Savings of 24% can be achieved by streamlining the purchase of animal feed through open and transparent competition. We can demonstrate the importance of correctly set tendering conditions on the example of two major investments (The European Wolf Enclosure and The Main Road Repair LES.

The completion of feed rations for animals represents an area for improvement in the planning of the feed purchase. Savings on animal feed can be achieved by expanding the possibilities for growing grass, on the city grounds or by renting from other entities.

The ZOO signs the rental contracts just for 10 days a month, bypassing the City Cuncil when approving leases. At the same time, it loses possible rental income in the form of fast-food kiosks or attractions for visitors.

Documents:

• Final report ↗︎
• Implementation plan ↗︎
• Data Sheet appendix ↗︎

The setting up of systematic and reliable planning in all areas of organisational management is considered to be the biggest challenge for the STaRZ. We have identified the potential for operational savings in the region of €310,370 (45 % of operating costs, 11,13 % of the city contribution), mainly in staffing costs and support services. Another potential for savings represents an increase in transparency and public procurement competition and a stricter setting of PHZ in the procurement of investments.

Increasing appeal and higher number of visitors could raise more revenue from admission fees by up to 26% (€268,000). It is necessary to reconsider the pricing strategy for summer lidos. The potential for higher incomes and steady cashflow is also found in rental contracts for vendors and gastronomic operations. In terms of competencies and relationship with the City Hall, we propose that STaRZ should not be held accountable to one Affairs Manager. We propose to transfer the agenda of cycle routes to the agenda of the City Hall.

Dokumenty:

• Final report ↗︎
• Implementation plan ↗︎
• Data Sheet appendix ↗︎

The highest priority for Marianum is the re-organisation, separation between a company (commercial services) and a contributory organisation (administration of cemeteries, military graves, memorials).

In terms of streamlining the process and operations we put utmost importance to the transparent procurement, including the low-value contracts. The savings potential is demonstrated by the contract for graffiti removal (72%, €174,000).

The need for a new burial ground (needed by 2029) and the price adjustment for the grave plots’ rentals together with the reduction of the number of non-payers are seen as the key strategic challenges for Marianum.

At the current capacity, the crematorium has room to double the number of cremations, the construction of a third furnace for €747,000 is not considered a priority project.

Documents:

• Final report ↗︎
• Implementation plan ↗︎
• Data Sheet Appendix ↗︎