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 Jacquie Petrusma 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 and was established in 1818. 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 financial information for 2021‑22 and over the Forward Estimates (2022‑23 to 2024‑25). 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 new Visitor Centre and redeveloping the existing centre, adjacent to the main gate, including a shop and public amenities, providing contemporary world class facilities for the almost 460 000 visitors who are now coming to the Gardens each year. Increased and improved parking and road works will take place in future years following completion of the Centre;
· developing and implementing sustainable business strategies aimed at increasing donations and self‑generated revenue from commercial activities and events;
· 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.
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2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
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|
Forward |
Forward |
Forward |
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|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
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|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
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|
|
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|
Revenue and other income |
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|
|
|
|
|
Grants1 |
7 332 |
3 188 |
3 285 |
3 392 |
3 486 |
|
Sales of goods and services2 |
356 |
1 010 |
2 638 |
2 766 |
2 907 |
|
Interest |
35 |
20 |
20 |
20 |
20 |
|
Other revenue |
76 |
115 |
111 |
116 |
121 |
|
Total revenue |
7 799 |
4 333 |
6 054 |
6 294 |
6 534 |
|
Net gain/(loss) on non‑financial assets |
(13) |
.... |
.... |
.... |
.... |
|
Total income |
7 786 |
4 333 |
6 054 |
6 294 |
6 534 |
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|
|
|
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Expenses |
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|
|
|
|
|
Employee benefits |
2 871 |
2 883 |
3 432 |
3 501 |
3 573 |
|
Depreciation and amortisation |
461 |
530 |
575 |
587 |
678 |
|
Supplies and consumables |
1 460 |
1 450 |
2 623 |
2 691 |
2 794 |
|
Total expenses |
4 792 |
4 863 |
6 630 |
6 779 |
7 045 |
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|
|
|
|
|
|
Net result |
2 994 |
(530) |
(576) |
(485) |
(511) |
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Comprehensive result |
2 994 |
(530) |
(576) |
(485) |
(511) |
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|
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Notes:
1. The decrease in Grants in 2021‑22 reflects the provision of funding for the new Visitor Centre in 2020‑21.
2. The increase in Sales of goods and services in 2022‑23 reflects the anticipated rise in commercial activities and events.
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2021 |
2022 |
2023 |
2024 |
2025 |
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|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
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Assets |
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Financial assets |
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|
|
|
|
Cash and deposits1 |
2 538 |
7 506 |
4 670 |
3 755 |
905 |
|
Receivables2 |
10 |
57 |
57 |
57 |
57 |
|
Other financial assets2 |
54 |
.... |
.... |
.... |
.... |
|
|
2 602 |
7 563 |
4 727 |
3 812 |
962 |
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|
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Non‑financial assets |
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|
|
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|
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Inventories |
74 |
90 |
90 |
90 |
90 |
|
Property, plant and equipment1 |
15 601 |
11 703 |
14 134 |
14 839 |
17 453 |
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Infrastructure |
4 515 |
3 952 |
3 801 |
3 549 |
3 299 |
|
Other assets |
28 |
35 |
35 |
35 |
35 |
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|
20 218 |
15 780 |
18 060 |
18 513 |
20 877 |
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|
|
|
|
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|
Total assets |
22 820 |
23 343 |
22 787 |
22 325 |
21 839 |
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Liabilities |
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|
|
|
|
|
Payables |
89 |
40 |
40 |
40 |
40 |
|
Employee benefits |
739 |
810 |
851 |
894 |
939 |
|
Other liabilities |
20 |
81 |
60 |
40 |
20 |
|
Total liabilities |
848 |
931 |
951 |
974 |
999 |
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|
|
|
|
|
|
|
Net assets (liabilities) |
21 972 |
22 412 |
21 836 |
21 351 |
20 840 |
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|
|
|
|
|
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Equity |
|
|
|
|
|
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Reserves |
16 267 |
16 706 |
16 706 |
16 706 |
16 706 |
|
Accumulated funds |
5 705 |
5 706 |
5 130 |
4 645 |
4 134 |
|
Total equity |
21 972 |
22 412 |
21 836 |
21 351 |
20 840 |
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|
|
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Notes:
1. The variation in Cash and deposits, and Property, plant and equipment from 2022 primarily reflects the timing of the construction of the new Visitor Centre.
2. The variation in Receivables, and Other financial assets from 2022 reflects alignment with classifications in RTBG’s 2019‑20 financial statements.
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|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
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|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
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|
|
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|
|
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Cash flows from operating activities |
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|
|
|
|
|
Cash inflows |
|
|
|
|
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Grants |
7 332 |
3 188 |
3 285 |
3 392 |
3 486 |
|
Sales of goods and services |
356 |
1 010 |
2 638 |
2 766 |
2 907 |
|
GST receipts |
166 |
166 |
496 |
337 |
528 |
|
Interest received |
35 |
20 |
20 |
20 |
20 |
|
Other cash receipts |
76 |
115 |
111 |
116 |
121 |
|
Total cash inflows |
7 965 |
4 499 |
6 550 |
6 631 |
7 062 |
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|
|
|
|
|
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Cash outflows |
|
|
|
|
|
|
Employee benefits |
(2 544) |
(2 555) |
(3 041) |
(3 103) |
(3 166) |
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Superannuation |
(327) |
(328) |
(391) |
(398) |
(407) |
|
GST payments |
(166) |
(166) |
(496) |
(337) |
(528) |
|
Supplies and consumables |
(1 614) |
(1 450) |
(2 623) |
(2 691) |
(2 794) |
|
Total cash outflows |
(4 651) |
(4 499) |
(6 551) |
(6 529) |
(6 895) |
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|
|
|
|
|
|
Net cash from (used by) operating activities |
3 314 |
.... |
(1) |
102 |
167 |
|
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|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non‑financial assets |
(4 493) |
(378) |
(2 835) |
(1 017) |
(3 017) |
|
Net cash from (used by) investing activities |
(4 493) |
(378) |
(2 835) |
(1 017) |
(3 017) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
(1 179) |
(378) |
(2 836) |
(915) |
(2 850) |
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|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
3 717 |
7 884 |
7 506 |
4 670 |
3 755 |
|
Cash and deposits at the end of the reporting period |
2 538 |
7 506 |
4 670 |
3 755 |
905 |
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