25    Royal Tasmanian Botanical Gardens

Authority Outline

The Royal Tasmanian Botanical Gardens is a Statutory Authority, governed by the Royal Tasmanian Botanical Gardens Act 2002. The RTBG Board, comprising six 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 was 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 2019‑20 and over the Forward Estimates period (2020‑21 to 2022‑23). Further information on the RTBG is provided at www.rtbg.tas.gov.au.


 

Key Deliverables

The key deliverables for the Royal Tasmanian Botanical Gardens include:

·       constructing a $3.6 million New Visitor Centre adjacent to the main gate, including a shop and public amenities. Construction commenced 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;

·       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.


 

Detailed Budget Statements

Table 25.1:       Statement of Comprehensive Income

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Grants1

3 828 

5 494 

2 988 

3 073 

3 163 

Sales of goods and services

870 

875 

915 

981 

960 

Interest

35 

80 

50 

35 

10 

Other revenue

219 

237 

222 

232 

243 

Total revenue and other income from transactions

4 952 

6 686 

4 175 

4 321 

4 376 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits

2 955 

3 165 

3 158 

3 110 

3 178 

Depreciation and amortisation

321 

374 

355 

379 

397 

Supplies and consumables

1 303 

1 423 

1 380 

1 415 

1 451 

Total expenses from transactions

4 579 

4 962 

4 893 

4 904 

5 026 

 

 

 

 

 

 

Net result from transactions (net operating balance)

373 

1 724 

(718)

(583)

(650)

 

 

 

 

 

 

Net result

373 

1 724 

(718)

(583)

(650)

 

 

 

 

 

 

Comprehensive result

373 

1 724 

(718)

(583)

(650)

 

 

 

 

 

 

Note:

1.    The variation in Grants across the Budget and Forward Estimates primarily reflects funding for the New Visitor Centre project.


 

Table 25.2:       Statement of Financial Position as at 30 June

 

2019 

2020 

2021 

2022 

2023 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits

53 

1 197 

(1 042)

(1 246)

(1 499)

Receivables

.... 

64 

64 

64 

64 

Other financial assets

68 

48 

48 

48 

48 

 

121 

1 309 

(930)

(1 134)

(1 387)

 

 

 

 

 

 

Non-financial assets

 

 

 

 

 

Inventories

81 

77 

77 

77 

77 

Property, plant and equipment1

9 634 

11 561 

13 307 

13 177 

13 047 

Infrastructure1

4 854 

3 898 

3 736 

3 574 

3 412 

Other assets

.... 

20 

20 

20 

20 

 

14 569 

15 556 

17 140 

16 848 

16 556 

 

 

 

 

 

 

Total assets

14 690 

16 865 

16 210 

15 714 

15 169 

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables

84 

92 

92 

92 

92 

Employee benefits

654 

605 

668 

755 

860 

Other liabilities

61 

10 

10 

10 

10 

Total liabilities

799 

707 

770 

857 

962 

 

 

 

 

 

 

Net assets (liabilities)

13 891 

16 158 

15 440 

14 857 

14 207 

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

14 096 

14 378 

14 378 

14 378 

14 378 

Accumulated funds

(205)

1 780 

1 062 

479 

(171)

Total equity

13 891 

16 158 

15 440 

14 857 

14 207 

 

 

 

 

 

 

Note:

1.    The variation in Property, plant and equipment and Infrastructure reflects a reallocation of funding provided for the construction of the New Visitor Centre. The Government provided $3.6 million in the 2018‑19 Budget over two years (2018‑19 and 2019‑20) for this purpose.


 

Table 25.3:       Statement of Cash Flows

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Grants1

3 828 

5 494 

2 988 

3 073 

3 163 

Sales of goods and services

870 

875 

915 

981 

960 

GST receipts

130 

138 

198 

514 

643 

Interest received

35 

80 

50 

35 

10 

Other cash receipts

219 

237 

222 

232 

243 

Total cash inflows

5 082 

6 824 

4 373 

4 835 

5 019 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits

(2 631)

(2 822)

(2 816)

(2 771)

(2 831)

Superannuation

(324)

(343)

(342)

(339)

(347)

GST payments

(130)

(138)

(198)

(514)

(643)

Supplies and consumables

(1 303)

(1 423)

(1 380)

(1 415)

(1 451)

Total cash outflows

(4 388)

(4 726)

(4 736)

(5 039)

(5 272)

 

 

 

 

 

 

Net cash from (used by) operating activities

694 

2 098 

(363)

(204)

(253)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets2

(1 045)

(1 121)

(1 889)

(13)

(13)

Proceeds from the disposal of non-financial assets

13 

13 

13 

13 

13 

Net cash from (used by) investing activities

(1 032)

(1 108)

(1 876)

.... 

.... 

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(338)

990 

(2 239)

(204)

(253)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

391 

207 

1 197 

(1 042)

(1 246)

Cash and deposits at the end of the reporting period

53 

1 197 

(1 042)

(1 246)

(1 499)

 

 

 

 

 

 

Notes:

1.    The variation in Grants across the Budget and Forward Estimates primarily reflects funding for the New Visitor Centre project.

2.    The variation in Payments for acquisition of non‑financial assets across the Budget and Forward Estimates reflects the building of the New Visitor Centre.