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 Heritage, Hon Elise Archer 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 2020‑21 and over the Forward Estimates (2021‑22 to 2023‑24). Further information on the RTBG is provided at www.rtbg.tas.gov.au.
Table 25.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Authority.
|
2020-21
Budget |
2021-22 Forward Estimate |
2022-23 Forward Estimate |
2023-24 Forward Estimate |
|
$'000 |
$'000 |
$'000 |
$'000 |
COVID-19 Response and Recovery Measures |
|
|
|
|
Public Building Maintenance Program |
234 |
…. |
…. |
…. |
Royal Tasmanian Botanical Gardens Upgrades1 |
4 000 |
…. |
…. |
…. |
|
|
|
|
|
Note:
1. This initiative is funded through the Department of Primary Industries, Parks, Water and Environment.
Funding of $302 000 has been provided for the RTBG over two years, concluding in 2020‑21, as part of the Government’s Public Building Maintenance Program. Projects to be delivered include various construction and maintenance works on site, as well as asset record digitisation and project photography.
An additional $4 million has been provided in 2020‑21 for the RTBG to fund its biggest capital works program in 30 years. As one of Tasmania’s most popular attractions, visitation to the Gardens has grown by more than 40 per cent over the past six years, especially by locals, placing pressure on ageing infrastructure and facilities.
Other key deliverables for the RTBG include:
· construction of a $3.6 million new Visitor Centre, at the main gate and associated works, including the redevelopment of the existing café/restaurant and function venue, and increased and improved parking and drop-off area around the main gate entry;
· redevelopment of the Tasmanian Collection precinct following storm damage in 2018, including improved pathways and visitor interpretation signage;
· developing a project plan and timeline for rebuilding the RTBG website; 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.
|
2019‑20 |
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
|
|
|
Forward |
Forward |
Forward |
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
Revenue and other income |
|
|
|
|
|
Grants1 |
5 494 |
7 332 |
3 177 |
3 273 |
3 379 |
Sales of goods and services2 |
875 |
356 |
409 |
529 |
815 |
Interest3 |
80 |
35 |
30 |
20 |
20 |
Other revenue4 |
237 |
76 |
72 |
78 |
94 |
Total revenue |
6 686 |
7 799 |
3 688 |
3 900 |
4 308 |
Net gain/(loss) on non‑financial assets |
.... |
(13) |
(13) |
(13) |
(13) |
Total income |
6 686 |
7 786 |
3 675 |
3 887 |
4 295 |
|
|
|
|
|
|
Expenses |
|
|
|
|
|
Employee benefits5 |
3 165 |
2 871 |
2 949 |
3 009 |
3 070 |
Depreciation and amortisation |
374 |
461 |
474 |
552 |
570 |
Supplies and consumables |
1 423 |
1 460 |
1 138 |
1 163 |
1 209 |
Total expenses |
4 962 |
4 792 |
4 561 |
4 725 |
4 849 |
|
|
|
|
|
|
Net result |
1 724 |
2 994 |
(886) |
(837) |
(554) |
|
|
|
|
|
|
Comprehensive result |
1 724 |
2 994 |
(886) |
(837) |
(554) |
|
|
|
|
|
|
Notes:
1. The variation in Grants across the 2020‑21 Budget and Forward Estimates primarily reflects funding for the New Visitor Centre project, and the Public Building Maintenance Program.
2. The variation in Sales of goods and services reflects the reduction in visitor numbers due to the impact of the COVID‑19 pandemic.
3. The decrease in Interest reflects falling interest rate returns on cash deposits.
4. The variation in Other revenue reflects the reduction in visitor numbers due to the impact of the COVID‑19 pandemic.
5. The decrease in Employee benefits is the result of salary efficiency gains.
|
2020 |
2021 |
2022 |
2023 |
2024 |
|
|
|
Forward |
Forward |
Forward |
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
Assets |
|
|
|
|
|
Financial assets |
|
|
|
|
|
Cash and deposits |
1 197 |
2 538 |
(857) |
(1 355) |
(1 650) |
Receivables |
64 |
10 |
10 |
10 |
10 |
Other financial assets |
48 |
54 |
54 |
54 |
54 |
|
1 309 |
2 602 |
(793) |
(1 291) |
(1 586) |
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
Inventories |
77 |
74 |
74 |
74 |
74 |
Property, plant and equipment1 |
11 561 |
15 601 |
18 359 |
18 287 |
18 295 |
Infrastructure1 |
3 898 |
4 515 |
4 353 |
4 191 |
4 029 |
Other assets |
20 |
28 |
28 |
28 |
28 |
|
15 556 |
20 218 |
22 814 |
22 580 |
22 426 |
|
|
|
|
|
|
Total assets |
16 865 |
22 820 |
22 021 |
21 289 |
20 840 |
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
Payables |
92 |
89 |
89 |
89 |
89 |
Employee benefits2 |
605 |
739 |
826 |
931 |
1 036 |
Other liabilities |
10 |
20 |
20 |
20 |
20 |
Total liabilities |
707 |
848 |
935 |
1 040 |
1 145 |
|
|
|
|
|
|
Net assets (liabilities) |
16 158 |
21 972 |
21 086 |
20 249 |
19 695 |
|
|
|
|
|
|
Equity |
|
|
|
|
|
Reserves |
14 378 |
16 267 |
16 267 |
16 267 |
16 267 |
Accumulated funds |
1 780 |
5 705 |
4 819 |
3 982 |
3 428 |
Total equity |
16 158 |
21 972 |
21 086 |
20 249 |
19 695 |
|
|
|
|
|
|
Notes:
1. The increase in Property, plant and equipment and Infrastructure reflects the construction of the New Visitor Centre.
2. The increase in Employee benefits primarily relates to the movement in discount rates and probability factors in the calculation of leave liabilities.
|
2019‑20 |
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
|
|
|
Forward |
Forward |
Forward |
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
Cash inflows |
|
|
|
|
|
Grants1 |
5 494 |
7 332 |
3 177 |
3 273 |
3 379 |
Sales of goods and services2 |
875 |
356 |
409 |
529 |
815 |
GST receipts |
138 |
166 |
347 |
105 |
107 |
Interest received3 |
80 |
35 |
30 |
20 |
20 |
Other cash receipts4 |
237 |
76 |
72 |
78 |
94 |
Total cash inflows |
6 824 |
7 965 |
4 035 |
4 005 |
4 415 |
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
Employee benefits |
(2 822) |
(2 544) |
(2 613) |
(2 666) |
(2 721) |
Superannuation |
(343) |
(327) |
(336) |
(343) |
(349) |
GST payments |
(138) |
(166) |
(347) |
(105) |
(107) |
Supplies and consumables5 |
(1 423) |
(1 614) |
(1 293) |
(1 356) |
(1 499) |
Total cash outflows |
(4 726) |
(4 651) |
(4 589) |
(4 470) |
(4 676) |
|
|
|
|
|
|
Net cash from (used by) operating activities |
2 098 |
3 314 |
(554) |
(465) |
(261) |
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
Payments for acquisition of non‑financial assets |
(1 121) |
(4 493) |
(2 841) |
(33) |
(34) |
Proceeds from the disposal of non‑financial assets |
13 |
.... |
.... |
.... |
.... |
Net cash from (used by) investing activities |
(1 108) |
(4 493) |
(2 841) |
(33) |
(34) |
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
990 |
(1 179) |
(3 395) |
(498) |
(295) |
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
207 |
3 717 |
2 538 |
(857) |
(1 355) |
Cash and deposits at the end of the reporting period |
1 197 |
2 538 |
(857) |
(1 355) |
(1 650) |
|
|
|
|
|
|
Notes:
3. The variation in Grants across the 2020‑21 Budget and Forward Estimates primarily reflects funding for the New Visitor Centre project and the Public Building Maintenance Program.
4. The decrease in Sales of goods and services reflects the reduction in visitor numbers due to the impact of the COVID‑19 pandemic.
5. The decrease in Interest received reflects falling interest rate returns on cash deposits.
6. The decrease in Other cash receipts reflects the reduction in visitor numbers due to the impact of the COVID‑19 pandemic.
7. The variation in Supplies and consumables primarily reflects expenditure under the Public Building Maintenance Program.