The Royal Tasmanian Botanical Gardens is a Statutory Authority, governed by the Royal Tasmanian Botanical Gardens Act 2002. 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 Parks, Hon Will Hodgman 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 RTBG is Australia’s second oldest botanical gardens. It was established in 1818, and 2018 is therefore its bicentennial year. The gardens are home to the largest collection of mature conifers in the Southern Hemisphere and it also has the only subantarctic plant house in the world.
The mission of the RTBG is to sustainably manage the RTBG, conserve and develop the RTBG’s living collections and heritage, and create and deliver an exemplary and enlightening visitor experience and thriving organisational culture.
This chapter provides the RTBG’s budgeted financial information for 2018‑19 and over the Forward Estimates period (2019-20 to 2021-22). Further information on the RTBG is provided at www.rtbg.tas.gov.au.
The key deliverables for the RTBG include:
· constructing a $3.6 million New Visitor Centre adjacent to the main gate, including a shop and public amenities. Construction will commence in 2018-19 and will provide contemporary world class facilities for the almost 460 000 visitors who are now coming to the gardens each year;
· continuing to implement 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;
· implementing the remainder of the RTBG’s Bicentenary Program;
· developing a marketing strategy, informed by recently completed brand and research projects;
· continuing to implement the outcomes of the structural and operational review of the organisation with the aim of ensuring the most efficient and effective use of resources;
· developing and implementing a volunteer operational management plan;
· 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 24.1: Statement of Comprehensive Income1
1. Authority estimates do not include the indexation impact of any variations to Authority expenditure that have been made since the finalisation of the Revised Estimates Report 2017-18 (including December Quarterly Report). For further information see chapter 1 of this Budget Paper.
2. The variation in Grants across the Budget and Forward Estimates primarily reflects additional funding for the New Visitor Centre project.
3. The increase in Sales of goods and services in 2018-19 reflects the continuing implementation of the new business enterprise structure.
4. The decrease in Other revenue in 2018-19 reflects the completion of major projects funded by external grants.
5. The increase in Employee benefits in 2018-19 reflects changes to staffing as part of the new business enterprise structure.
6. The decrease in Supplies and consumables in 2018-19 reflects the completion of major infrastructure maintenance programs for the bicentenary.
Table 24.2: Statement of Financial Position as at 30 June
1. The decrease in Cash and deposits in 2019 partially reflects the significant change in the future operation of the entity including the construction of a New Visitor Centre and the transition to a new business enterprise structure.
2. The variation in this item in 2019 reflects revised estimates based on 30 June 2017 actuals.
Table 24.3: Statement of Cash Flows
1. The variation in Grants across the Budget and Forward Estimates reflects additional funding for the New Visitor Centre project.
2. The increase in Sales of goods and services in 2018-19 reflects the continuing implementation of the new business enterprise structure.
3. The decrease in Other cash receipts in 2018-19 reflects the completion of major projects funded by external grants.
4. The increases in Employee benefits and Superannuation in 2018-19 reflect changes to staffing as part of the new business enterprise structure.
5. The variation in Payments for the acquisition of non-financial assets across the Budget and Forward Estimates reflects the building of a new visitor services centre at the front gate.