23   Royal Tasmanian Botanical Gardens

Authority Outline

The Royal Tasmanian Botanical Gardens (RTBG) is a Statutory Authority, governed by the Royal Tasmanian Botanical Gardens Act 2002 (RTBG Act). The RTBG Board, comprising seven members, is appointed by the Minister and is responsible for managing, conserving and enhancing the RTBG in accordance with the Act.

The responsible Minister is the Minister for Environment, Parks and Heritage, Hon Matthew Groom MP, and the supporting Agency is the Department of Primary Industries, Parks, Water and Environment.

The vision of the RTBG is to create and maintain an exceptional garden that enriches Tasmania's social and cultural life, educates the community about the importance of plants and contributes to the conservation of the flora of Tasmania and the world.

The mission of the RTBG is to:

·       act as an ex‑situ repository for species of conservation significance and participate in other conservation programs aimed at preserving bio‑diversity in the world;

·       incorporate plants of an economic value to the community;

·       create and maintain core/priority plant collections based on Tasmania's flora and associated cool climate flora from the southern hemisphere;

·       maintain the Gardens in a manner that recognises and interprets the layered history of the site from Aboriginal times through to the present;

·       maintain identified heritage collections of plants that are of State, national and international significance; and

·       manage the Gardens in a manner that respects its important landscape and sense of place values.

This chapter provides the RTBG's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018‑19). Further information on the RTBG is provided at www.rtbg.tas.gov.au.


Key Deliverables

The key deliverables for the RTBG include:

·       continuing to implement the Government's allocation of additional funding of $100 000 per annum in 2014‑15 and 2015‑16 for essential infrastructure maintenance. The RTBG has prioritised this funding to maintenance on its heritage Superintendent's Cottage (c1829) and the Arthur (c1829) and Eardley‑Wilmot (c1845) walls to maintain the standard of one of Tasmania's key tourism assets;

·       returning the RTBG’s budget to a sustainable position through the continued implementation of savings strategies identified in the 2014-15 Budget. To deliver on this commitment the RTBG will implement savings including the outsourcing of the operation of the RTBG kiosk, restaurant and catering services for functions across the site, strategic reductions to program budgets and a further restructure to achieve operational efficiencies;

·       the ongoing operation of the Tasmanian Seed Conservation Centre and its associated research projects in partnership with the Royal Botanic Gardens Kew in London; Department of Primary Industries, Parks, Water and Environment; University of Tasmania; Tasmanian Museum and Art Gallery Herbarium and the Australian Seed Bank Partnership;

·       ongoing development and delivery of innovative learning programs and opportunities in accordance with the Education Review undertaken in 2014‑15;

·       developing and implementing strategies aimed at increasing donations and self‑generated revenue;

·       the ongoing implementation of recommendations from the RTBG Living Collections Recommendations Plan 2008; and

·       preparation of draft plans for the RTBG Bicentenary including a year-long events schedule and projects to be undertaken over the course of the celebration year.


Detailed Budget Statements

Table 23.1:        Statement of Comprehensive Income

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Grants1

 2 726)

 2 684)

 2 665)

 2 749)

 2 828)

Sales of goods and services2

 1 505)

  551)

  551)

  552)

  553)

Interest3

  75)

  25)

  25)

  25)

  25)

Other revenue

  295)

  258)

  257)

  263)

  263)

Total revenue and other income from transactions

 4 601)

 3 518)

 3 498)

 3 589)

 3 669)

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits4

 2 989)

 2 582)

 2 537)

 2 587)

 2 639)

Depreciation and amortisation5

  429)

  303)

  303)

  303)

  303)

Supplies and consumables6

 1 398)

 1 519)

 1 111)

 1 141)

 1 171)

Total expenses from transactions

 4 816)

 4 404)

 3 951)

 4 031)

 4 113)

 

 

 

 

 

 

Net result from transactions (net operating balance)

(215)

(886)

(453)

(442)

(444)

 

 

 

 

 

 

Other economic flows included in net result

 

 

 

 

 

Net gain/(loss) on non-financial assets

  10)

  10)

  10)

  10)

  10)

Total other economic flows included in net result

  10)

  10)

  10)

  10)

  10)

 

 

 

 

 

 

Net result

(205)

(876)

(443)

(432)

(434)

 

 

 

 

 

 

Comprehensive result

(205)

(876)

(443)

(432)

(434)

 

 

 

 

 

 

Notes:

1.   The decrease in Grants in 2015-16 reflects the impact of 2014‑15 Budget savings strategies which is partially offset by additional funding of $100 000 for essential infrastructure maintenance.

2.   The decrease in Sales of goods and services in 2015‑16 is due to the change from internal RTBG operation of the kiosk, restaurant and catering services to a private operator.

3.   The decrease in Interest is due to the Government's funding contribution being paid quarterly instead of annually in advance.

4.   The decrease in Employee benefits in 2015‑16 reflects the impact of 2014‑15 Budget savings strategies and the change from internal RTBG operation of the kiosk, restaurant and catering services to a private operator.

5.   The decrease in Depreciation and amortisation is due to a revaluation of Infrastructure as at 30 June 2014.

6.   The increase in Supplies and consumables in 2015‑16 reflects expenditure for essential buildings and infrastructure maintenance which largely reflects the expenditure of additional in-house funds. This is partially offset by the change from internal RTBG operation of the kiosk, restaurant and catering services to a private operator.


 

Table 23.2:        Statement of Financial Position as at 30 June

 

2015)

 

Budget)

2016)

 

Budget)

2017)

Forward)

Estimate)

2018)

Forward)

Estimate)

2019)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

 1 007)

  673)

  493)

  311)

  127)

Receivables2

  99)

  43)

  44)

  46)

  48)

 

 1 106)

  716)

  537)

  357)

  175)

Non-financial assets

 

 

 

 

 

Inventories

  117)

  116)

  121)

  121)

  121)

Property, plant and equipment

 6 030)

 6 240)

 6 112)

 5 974)

 5 831)

Infrastructure3

 4 936)

 3 309)

 3 209)

 3 114)

 3 019)

 

 11 083)

 9 665)

 9 442)

 9 209)

 8 971)

 

 

 

 

 

 

Total assets

 12 189)

 10 381)

 9 979)

 9 566)

 9 146)

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables

  152)

  142)

  144)

  146)

  148)

Employee benefits2

  422)

  629)

  629)

  629)

  629)

Other liabilities

  51)

  89)

  128)

  145)

  157)

Total liabilities

  625)

  860)

  901)

  920)

  934)

 

 

 

 

 

 

Net assets (liabilities)

 11 564)

 9 521)

 9 078)

 8 646)

 8 212)

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

 11 863)

 10 237)

 10 237)

 10 237)

 10 237)

Accumulated funds

(299)

(716)

(1 159)

(1 591)

(2 025)

Total equity

 11 564)

 9 521)

 9 078)

 8 646)

 8 212)

 

 

 

 

 

 

Notes:

1.   The decrease in Cash and deposits in 2016 reflects planned expenditure for essential infrastructure maintenance.

2.   The decrease in Receivables and the increase in Employee benefits in 2016 reflects revised estimates based on the 30 June 2014 actuals.

3.   The decrease in Infrastructure in 2016 is due to a revaluation as at 30 June 2014.


 

Table 23.3:        Statement of Cash Flows

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Grants1

 2 726)

 2 684)

 2 665)

 2 749)

 2 828)

Sales of goods and services2

 1 503)

  549)

  550)

  550)

  551)

GST receipts

  150)

  171)

  111)

  114)

  117)

Interest received3

  75)

  25)

  25)

  25)

  25)

Other cash receipts

  303)

  275)

  275)

  275)

  275)

 Total cash inflows

 4 757)

 3 704)

 3 626)

 3 713)

 3 796)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits4

(2 727)

(2 326)

(2 285)

(2 330)

(2 377)

Superannuation

(262)

(256)

(252)

(257)

(262)

GST payments

(142)

(171)

(111)

(114)

(117)

Supplies and consumables5

(1 396)

(1 717)

(1 108)

(1 139)

(1 169)

Total cash outflows

(4 527)

(4 470)

(3 756)

(3 840)

(3 925)

 

 

 

 

 

 

Net cash from (used by) operating activities

  230)

(766)

(130)

(127)

(129)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets

(55)

(60)

(65)

(70)

(70)

Proceeds from the disposal of non-financial assets

  15)

  15)

  15)

  15)

  15)

Net cash from (used by) investing activities

(40)

(45)

(50)

(55)

(55)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

  190)

(811)

(180)

(182)

(184)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

  817)

 1 484)

  673)

  493)

  311)

Cash and deposits at the end of the reporting period

 1 007)

  673)

  493)

  311)

  127)

 

 

 

 

 

 

Notes:

1.   The decrease in Grants in 2015‑16 reflects the impact of 2014‑15 Budget savings strategies which is partially offset by additional funding of $100 000 for essential infrastructure maintenance.

2.   The decrease in Sales of Goods and Services in 2015‑16 is due to the change from internal RTBG operation of the kitchen, restaurant and catering services to a private operator.

3.   The decrease in Interest received is due to the Government's funding being paid quarterly instead of annually in advance.

4.   The decrease in Employee benefits in 2015‑16 reflects the impact of 2014‑15 Budget savings strategies and the change from internal RTBG operation of the kiosk, restaurant and catering services to a private operator. This is partially offset by additional expenditure for the 27th pay (refer to Chapter 1 of this Budget paper for further information).

5.   The increase in Supplies and consumables in 2015‑16 reflects expenditure for essential infrastructure maintenance which largely reflects the expenditure of additional in-house funds. This is partially offset by the change from internal RTBG operation of the kiosk, restaurant and catering services to a private operator.