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.
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.
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|
2018-19 |
2019-20 |
2020-21 |
2021-22 |
2022-23 |
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|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
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|
|
|
|
|
|
|
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) |
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|
|
|
|
|
|
|
Net result |
373 |
1 724 |
(718) |
(583) |
(650) |
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|
|
|
|
|
|
|
Comprehensive result |
373 |
1 724 |
(718) |
(583) |
(650) |
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|
|
|
|
|
|
Note:
1. The variation in Grants across the Budget and Forward Estimates primarily reflects funding for the New Visitor Centre project.
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|
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 |
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|
|
|
|
|
|
|
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 |
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|
|
|
|
|
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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.
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|
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.