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 RTBG 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, showcases and contributes to the conservation of the flora of Tasmania and educates the community about the importance of plants.

The mission of the RTBG is to sustainably manage the RTBG, conserve and develop the RTBG's living heritage collections of plants, and create and deliver an exemplary and enlightening visitor experience and thriving organisational culture.

This chapter provides the RTBG's financial information for 2016‑17 and over the Forward Estimates period (2017‑18 to 2019‑20). Further information on the RTBG is provided at www.rtbg.tas.gov.au.
Key Deliverables

The key deliverables for the RTBG include:

·       implementing the Board's Business Operational Plan for 2016‑2021 and continuing the implementation of the Strategic Master Plan and its associated recommendations;

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

·       planning and fundraising for the RTBG's Bicentenary in 2018;

·       developing and implementing a new Promotions and Marketing Plan;

·       conducting a structural and operational review of the organisation with the aim of ensuring the most efficient and effective use of resources;

·       reviewing the strategic direction of the RTBG's education, learning and interpretation programs;

·       continuing to develop community engagement programs based around the Tasmanian Community Food Garden and other aspects of the RTBG's operations; and

·       the ongoing operation of the Tasmanian Seed Conservation Centre and its associated research projects in partnership with the Royal Botanic Gardens Kew in London; the Department of Primary Industries, Parks, Water and Environment; the University of Tasmania; the Tasmanian Museum and Art Gallery Herbarium and the Australian Seed Bank Partnership. The RTBG will continue to identify and secure ongoing funding for targeted collection and research programs both locally and in conjunction with the Australian Seed Bank Partnership.


Detailed Budget Statements

Table 23.1:        Statement of Comprehensive Income

 

2015-16)

 

Budget)

2016-17)

 

Budget)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

2019-20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Grants1

 2 684)

 2 665)

 2 749)

 2 828)

 2 894)

Sales of goods and services

  551)

  593)

  604)

  618)

  630)

Interest

  25)

  35)

  35)

  35)

  35)

Other revenue2

  258)

  80)

  82)

  84)

  86)

Total revenue and other income from transactions

 3 518)

 3 373)

 3 470)

 3 565)

 3 645)

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits3

 2 582)

 2 451)

 2 512)

 2 575)

 2 638)

Depreciation and amortisation

  303)

  303)

  303)

  303)

  303)

Supplies and consumables4

 1 519)

  910)

  928)

  942)

  956)

Total expenses from transactions

 4 404)

 3 664)

 3 743)

 3 820)

 3 897)

 

 

 

 

 

 

Net result from transactions (net operating balance)

(886)

(291)

(273)

(255)

(252)

 

 

 

 

 

 

Other economic flows included in net result

 

 

 

 

 

Net gain/(loss) on non-financial assets

  10)

....)

....)

....)

....)

Total other economic flows included in net result

  10)

....)

....)

....)

....)

 

 

 

 

 

 

Net result

(876)

(291)

(273)

(255)

(252)

 

 

 

 

 

 

Comprehensive result

(876)

(291)

(273)

(255)

(252)

 

 

 

 

 

 

Notes:

1.   The decrease in Grants in 2016‑17 reflects the completion of essential infrastructure maintenance funding.

2.   The decrease in Other revenue reflects the completion of major projects funded by donations.

3.   The decrease in Employee benefits in 2016-17 reflects revised estimates based on 30 June 2015 actuals.

4.   The decrease in Supplies and consumables from 2016-17 reflects the completion of several major projects in 2015‑16 including: infrastructure maintenance projects, the construction of the 24 Carrot School Gardens and the RTBG restaurant renovations.


 

Table 23.2:        Statement of Financial Position as at 30 June

 

2016)

 

Budget)

2017

 

Budget1)

2018)

Forward)

Estimate)

2019)

Forward)

Estimate)

2020)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits

  673)

  695)

  717)

  757)

  800)

Receivables

  43)

  16)

  18)

  20)

  31)

 

  716)

  711)

  735)

  777)

  831)

Non-financial assets

 

 

 

 

 

Inventories

  116)

  91)

  91)

  91)

  96)

Property, plant and equipment

 6 240)

 7 006)

 6 858)

 6 705)

 6 552)

Infrastructure

 3 309)

 3 330)

 3 200)

 3 070)

 2 940)

 

 9 665)

 10 427)

 10 149)

 9 866)

 9 588)

 

 

 

 

 

 

Total assets

 10 381)

 11 138)

 10 884)

 10 643)

 10 419)

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables

  142)

  69)

  88)

  102)

  130)

Employee benefits

  629)

  578)

  578)

  578)

  578)

Other liabilities

  89)

....)

....)

....)

....)

Total liabilities

  860)

  647)

  666)

  680)

  708)

 

 

 

 

 

 

Net assets (liabilities)

 9 521)

 10 491)

 10 218)

 9 963)

 9 711)

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

 10 237)

 10 895)

 10 895)

 10 895)

 10 895)

Accumulated funds

(716)

(404)

(677)

(932)

(1 184)

Total equity

 9 521)

 10 491)

 10 218)

 9 963)

 9 711)

 

 

 

 

 

 

Note:

1.   The variation in statement items between 2016 Budget and 2017 Budget reflect revised estimates based on 30 June 2015 actuals.


 

Table 23.3:        Statement of Cash Flows

 

2015-16)

 

Budget)

2016-17)

 

Budget)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

2019-20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Grants1

 2 684)

 2 665)

 2 749)

 2 828)

 2 894)

Sales of goods and services

  549)

  592)

  602)

  616)

  628)

GST receipts

  171)

  92)

  95)

  96)

  98)

Interest received

  25)

  35)

  35)

  35)

  35)

Other cash receipts2

  275)

  98)

  94)

  96)

  98)

 Total cash inflows

 3 704)

 3 482)

 3 575)

 3 671)

 3 753)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits3

(2 326)

(2 196)

(2 251)

(2 307)

(2 365)

Superannuation

(256)

(255)

(261)

(268)

(273)

GST payments

(171)

(92)

(95)

(96)

(98)

Supplies and consumables4

(1 717)

(907)

(926)

(940)

(954)

Total cash outflows

(4 470)

(3 450)

(3 533)

(3 611)

(3 690)

 

 

 

 

 

 

Net cash from (used by) operating activities

(766)

  32)

  42)

  60)

  63)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets3

(60)

(10)

(20)

(20)

(20)

Proceeds from the disposal of non-financial assets3

  15)

....)

....)

....)

....)

Net cash from (used by) investing activities

(45)

(10)

(20)

(20)

(20)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(811)

  22)

  22)

  40)

  43)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

 1 484)

  673)

  695)

  717)

  757)

Cash and deposits at the end of the reporting period

  673)

  695)

  717)

  757)

  800)

 

 

 

 

 

 

Notes:

1.   The decrease in Grants in 2016‑17 reflects the completion of essential infrastructure maintenance funding.

2.   The decrease in Other cash receipts reflects the completion of major projects funded by donations.

3.   The variations in Employee benefits, Payments for acquisition of non-financial assets and Proceeds from the disposal of non‑financial assets reflect revised estimates based on 30 June 2015 actuals.

4.   The decrease in Supplies and consumables from 2016‑17 reflects the completion of several major projects in 2015‑16 including: infrastructure maintenance projects, the construction of the 24 Carrot School Gardens and the RTBG restaurant renovations.