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.
Table 23.1: Statement of Comprehensive Income
|
|
Budget) |
Budget) |
Forward) Estimate) |
Forward) Estimate) |
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) |
|
|
|
|
|
|
|
|
(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.