Royal Botanic Gardens Victoria - Interim Annual Business Plan 2020-21 - Royal Botanic ...
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Royal Botanic Gardens Victoria Interim Annual Business Plan 2020-21
TABLE OF CONTENTS Acknowledgement of Country 2 2020-21 Annual Business Plan summary 3 Introduction 4 About us 6 Governance 6 Our vision 7 Our mission 7 Our values 7 Our statutory objectives 7 Our strategic planning framework 8 Our longer-term strategic priorities 8 The year ahead 9 Our priority actions in 2020-21 10 Goal 1, People: Resilient communities 10 Goal 2, Place: Vibrant places 11 Goal 3, Plants: Sharing plant knowledge and discovery 12 Goal 4, Planet: Conservation action 13 Building internal capability 14 Our organisational culture 14 Our organisational performance 14 Measuring our success 16 2020-21 budget 17 Our revenue and expenditure 17 ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 1
Acknowledgement of Country Royal Botanic Gardens Victoria proudly acknowledges Aboriginal people as Australia’s First Peoples and as the Traditional Owners and custodians of the lands on which we live, work and learn. We recognise the intrinsic connection of Traditional Owners to Country and acknowledge their contribution in the management of land, water, the natural landscape and our built environments. 2
2020-21 Annual Business Plan summary
Royal Botanic Gardens Victoria Annual Business Plan 2020 - 2021
VISION Life is sustained and enriched by plants
MISSION Safeguarding plants for the wellbeing of people and the planet
GOALS PEOPLE PLACE PLANTS PLANET
Resilient communities Vibrant places Sharing plant knowledge Conservation action
and discovery
Key Actions Implement the Placemaking projects Develop and implement Partner in State-
Safeguarding Children developed for both sites the whole of organisation based conservation
Program. to include finalisation of Science Strategy. programs, including the
the Interpretation Master establishment a Plant
Improve access to Plans. Illustrate diagnostic Rescue and Care Unit in
Cranbourne Gardens features for every readiness for the next
through launch of free Complete and open species in RBGV’s on- bushfire season
shuttle bus service. Arid Garden with new line identification and
interpretation plan. information resource Scope the capacity
Invest in Aboriginal for Victorian plants and facilities needed at
culture, representation Complete landscape (VicFlora) Cranbourne Gardens for
and employment. works associated with a major centre for the
Fern Gully (e.g. Sensory Database more of the conservation of Victoria’s
Expand learning and Garden) at Melbourne Global Collection (non-
participation, digital and most at-risk plants
Gardens. Australian component including research in
STEM experiences offered of the State Botanical
for schools and through Relocate Lakeview Rest seed banking and plant
Collection) to provide propagation
the Virtual Garden. House to north side of access to the information
Ornamental Lake. on these specimens of Strengthen strategic
Develop donor
acquisition strategy Complete White Oak historic and scientific management of trees at
for RBGV and bequest landscape project on importance. Complete by Melbourne Gardens and
strategy for RBG Oak Lawn in Melbourne 2024. Cranbourne Gardens for
Foundation. Gardens. increased plant health
Continue to mount and risk mitigation.
Deliver Major Gifts Make Melbourne Gardens specimens in the State
Campaign and FASE safer for staff and Botanical Collection Upgrade and replace
Plan for the Nature and visitors. in preparation for Melbourne Gardens’
Science Precinct. digitisation. irrigation, communication
Develop Cranbourne and electrical cables (and
Develop and deliver Gardens Built Form Better resolve the entire system if funding
successful 175th Resolution Plan. taxonomy, conservation available).
Anniversary programme. genetics and evolution of
Collaborate with City of the Australian biota. Continue to lead the
Seek new partnership and Casey on new gateway Secretariat for the Global
business opportunities treatments to improve Build capacity across Botanic Gardens Climate
to support sustainability entry experience for the Australian research Change Alliance and
and growth of RBGV Cranbourne Gardens. community to handle development of a Global
genomic data through Tree Collections Climate
Deliver engaging major the Genomics for Risk Framework
events with social and Australian Plants
cultural impact initiative Continue planning for
successful hosting of
Publish Melbourne the 7th Global Botanic
Gardens Living Gardens Congress to
Collections Strategy be held in Melbourne in
2020-2040. September 2021.
Our values Creative Open Brave Remarkable
ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 3Introduction
As communities and habitats around the Long before the establishment of
world struggle to adapt to a changing Melbourne Gardens, its site by the Yarra
climate and unprecedented coronavirus River was a significant meeting place
pandemic, botanic gardens provide for the five language groups of the Kulin
important green public spaces for people nation, and the living heart of what is now
to connect meaningfully with nature the city of Melbourne. We acknowledge
and with one another. Playing a vital role and share living culture at both Melbourne
in recovery and resilience in our cities, and Cranbourne Gardens through
botanic gardens are places where we ongoing collaboration with the Traditional
breathe freely, feel safe, slow the senses, Owners of these lands.
move easily and clear the mind. They are
The 2020-2021 Interim Annual Business
vibrant landscapes with documented
Plan (the Plan) demonstrates our
effects in reducing stress and increasing
commitment, as an international leader
physical and mental wellbeing.
in plant conservation and biodiversity,
Put simply, botanic gardens are to create opportunities for visitors of all
stimulating environments that are good ages to experience our unique offering of
for us and make us feel good, too. nature, science and culture in ways that
enrich, provoke and inspire.
However, beyond their physical beauty,
botanic gardens contribute to global and This Plan also represents ongoing work
local biodiversity knowledge through at Board, Executive and staff levels to
research, discovery, protection, cultivation evolve into an increasingly responsive
and restoration of rare and threatened plant and contemporary global organisation,
species both ex-situ and in bushland, and an organisation that is stronger despite
as the insurance policy for a state’s unique current global challenges. In particular,
flora pre- and post-bushfire recovery. Public we will examine, and be informed by, the
gardens are also stewards for irreplaceable lessons learnt during this period to further
preserved plant collections, the plant our mission of safeguarding plants for the
records, seeds and knowledge required for wellbeing of people and the planet.
future generations to thrive.
For nearly 175 years, Royal Botanic
Gardens Victoria has connected people
with nature at iconic public gardens in
Melbourne – incorporating the National
Herbarium of Victoria, State Botanical
Collection and Melbourne Observatory –
and at Cranbourne. These sites are home to
extraordinary landscapes, innovative public
programming and world-leading botanic,
horticultural and conservation research.
4ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 5
About us
Royal Botanic Gardens Victoria Revitalised infrastructure will not only Governance
incorporates two outstanding botanic protect this priceless asset but allow
gardens: a heritage-listed landscape in the scientists and visitors unparalleled access The Royal Botanic Gardens Board is
heart of Melbourne and a contemporary to the Collections and knowledge within responsible to the Minister for Energy,
native garden set within a natural it through creation of state-of-the-art Environment and Climate Change for
bushland reserve at Cranbourne. research facilities in plant sciences and the overall direction and governance of
biodiversity. The Precinct, alongside our organisation. It delegates day-to-
It is also home to the $252 million State day responsibility for operations and
Birdwood Avenue, will connect a publicly
Botanical Collection (including over 1.5 administration to the Director and Chief
accessible National Herbarium of
million preserved plants, algae and fungi), Executive.
Victoria with the rejuvenated Melbourne
housed within the National Herbarium
Observatory, facilitating an increase in Our officers exercise various statutory
of Victoria, and is a hub for global
visitation and engagement as well. and regulatory powers delegated by the
plant knowledge, with internationally
recognised biodiversity management and The Board and staff remain committed Board, Ministers and the Secretary of the
conservation research programs. to advocating for the Nature and Science Department of Environment, Land, Water
Precinct as an enabler for deepening the and Planning.
The organisation is increasingly known
connection and respect all Victorians and
for innovative engagement programs
visitors have with, and for, nature.
that highlight the role of nature in
underpinning individual and community
wellbeing, whilst fostering social inclusion Minister for Energy, Environment and Climate Change
for community benefit. Our organisation is
also dedicated to stimulating conservation
action and contributing to climate Royal Botanic Gardens Board
resilience, lifelong learning and unique
memories for all our visitors, at every
Director and Chief Executive
stage of their lives.
This is reflected in our highest and most Corporate Cranbourne Engagement Melbourne
Science
critical organisational priority – the Services Gardens and Impact Gardens
development of a Nature and Science
Precinct at Melbourne Gardens as a
transformational project for our gardens
and city. At the heart of the Precinct
will be a secure and state-of-the-art
vault containing Victoria’s plant ark, the
State Botanical Collection incorporating
the Victorian Conservation Seedbank,
underpinning plant science, agriculture
and conservation for future generations.
6Our vision Our values Our statutory objectives
Life is sustained and enriched by plants Under the Royal Botanic Gardens Act 1991,
Creative Open
the objectives of the organisation are:
Our vision is a flourishing community and
healthy planet, sustained and enriched We are inventive We make time to
To conserve, protect and improve the
by plants. Through iconic landscapes, and enthusiastic listen, learn and
Botanic Gardens and managed land and
horticultural excellence and scientific be clear
their collections of living plants
eminence we will make an enduring
contribution to this vision. Brave Remarkable To conserve and enhance the State
Botanical Collection and National
Plants, along with fungi and algae, are We have the We leave a lasting Herbarium of Victoria
fundamental to life on Earth. They provide courage to impression
the air we breathe, the food we eat, many change things To provide for the use of the State
of the medicines that heal us, and habitat Botanical Collection or plants or plant
and shelter for our planet’s wildlife. They specimens at the botanic gardens or
give our lives meaning and inspiration. managed land for scientific or reference
purposes, consistent with accepted
We prosper and our planet benefits when international practice
we understand, appreciate and protect
plants for their life-giving qualities. The To increase public knowledge and
actions we all take should be based on our awareness of plants and plant
knowledge and respect for plants. communities
To provide for the use of the Botanic
Our mission Gardens for education, public enjoyment
Safeguarding plants for the wellbeing of and tourism
people and the planet.
To provide for the carrying out of and
Our mission underscores our commitment contribution to research into biodiversity
to evidence-based social, scientific, and the conservation of biodiversity.
educational and economic benefit
for the state. In this way, we are an
influencer, communicator, collaborator
and catalyst for behavioural change, both
within Victoria and beyond, through our
extensive international networks.
ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 7Our Strategic Planning Framework
Our strategic planning
framework
Our
Royal Botanic Gardens Victoria’s Strategic Charter
Planning Framework outlines how our Royal Botanic
annual business planning process relates Gardens Act 1991
to key elements of our operating context.
In response to coronavirus (COVID-19’s)
immediate impact on our operating
Organisational direction
environment and the Victorian economy
2021-2024 Corporate Plan
more broadly, we have adjusted our
strategic planning process to prepare
an annual business plan for 2020–21,
rather than the strategic corporate plan
originally intended to cover the period
2020-2024. It is anticipated that this more Functional Strategies
strategic plan will be developed over the Melbourne Gardens Master Plan; Cranbourne Gardens
Master Plan; Engagement & Impact Strategy
next twelve months, ready for delivery
in mid-2021. The actions in this plan will
be monitored and reported to the Board
on a quarterly basis. Adjustments will be
made as we continue to respond to the
Our people
coronavirus (COVID-19) pandemic.
Individual Performance Plans
Our longer-term strategic
priorities
In this interim plan, we outline the
priorities that will form the basis of our
work over the coming year. While these
are our immediate areas of focus, they
also form part of the following long-term
strategic priorities:
Nature and Science Precinct project
Landscape succession and climate
resilience
Improving access and inclusion for all
Deepening visitor engagement
Management of living collections
Scientific research and discovery
Nature for health and wellbeing
We will use the next 12 months to work
with our staff and stakeholders to further
develop these longer-term priorities to
underpin the 2021-2024 Corporate Plan.
8The year ahead
Across all seasons, even in the middle significant revenue losses across most Victoria. This will include ongoing funding
of a cold Victorian winter, Royal Botanic non-government related funding sources. advocacy for Stage 1 of the project,
Gardens Victoria welcomes visitors to our Our modelling is conservative, and we which will include a new home for the
Melbourne and Cranbourne sites. Some recognise that the coronavirus (COVID-19) State Botanical Collection, a fourfold
visit only on special occasions, while locals situation is still rapidly evolving. investment return in new plant research
and others consider these landscapes to infrastructure, and public access to the
As such, our priorities and budget for the
be an essential part of their daily routine. treasures of this state asset for the very
year ahead are deliberately contained
first time.
In early 2020, and for the first time in Royal and we have made conscious decisions to
Botanic Gardens Victoria’s history, the gates defer, pause or modify a range of initiatives We will also start to implement actions
were closed at both sites for nearly seven and projects across the organisation. under the newly released Melbourne
weeks, in response to the unprecedented Gardens Master Plan 2020-2040,
We have made these decisions in a
global pandemic of coronavirus (COVID-19). adding to those already in train through
way that minimises the impact on our
This was not a decision Royal Botanic the Cranbourne Gardens Master Plan
global scientific and conservation work,
Gardens Victoria made lightly, but a 2016-2026.
and our life-giving contributions to the
necessary decision given the increasing risk
local community. This demonstrates We will play a critical role in helping
of community virus transmission to visitors,
our commitment to be both financially local communities recover from the
staff and volunteers, and to support the
and socially responsible during a very devastating 2020 Victorian bushfires
Victorian State Government’s directive to
challenging period. through our newly formed Plant Rescue
stay at home.
and Care Unit, building upon the
Despite making difficult decisions to
As for all organisations and businesses existing work of the successful Victorian
restrict and reduce expenditure, without
in Victoria, we anticipate Royal Botanic Conservation Seedbank.
additional investment from the Victorian
Gardens Victoria will experience the social
Government we expect to be in deficit We will boost our growing sponsorship
and economic impacts of coronavirus
by the end of June 2021. This is not a and partnership program, seeking new
(COVID-19) for many months and even
situation we welcome, and through this business opportunities consistent with the
years to come. These impacts are open-
year and the next one of our primary aims organisation’s vision and mission.
ended and will be felt by our visitors and
is to reduce this deficit through deliberate
organisational stakeholders alike – from We will move boldly into our 175th
and conscious decision-making around
participants in the Gardens’ respected and Anniversary year, with a dynamic public
priorities and expenditure.
much-loved public programs, to those in program offering an aligned public
our lively volunteer-based activities; from While the next year is not likely to be awareness campaign to celebrate Royal
valued commercial partners and corporate as imagined just a few months ago, we Botanic Gardens Victoria, our special
sponsors, to the generous committed still have the capability and a chartered people and their stories.
donors and other funders that are the mandate to maintain a leadership position
With this, we’ll open new landscapes and
lifeblood of Royal Botanic Gardens Victoria. as one of Victoria – and the world’s
interpretation such as the Arid Garden
– leading botanical, educational and
We also expect these impacts to result and Sensory Garden at Melbourne and
scientific organisations.
in permanent changes to Royal Botanic launch the first free shuttle bus between
Gardens Victoria’s operations beyond the As a key enabler of our aims for social and Cranbourne train station and Cranbourne
immediate changes we have had to make scientific impact, deepening engagement Gardens, all the while showcasing the
over the past few months. and nature connectivity, we will continue diverse, fascinating and quirky plant
to advocate for the Nature and Science stories our audiences love through
As a direct result of coronavirus
Precinct as a place where visitors of every mainstream and social media.
(COVID-19), we find ourselves in a
age can engage in lifelong learning about
more challenging financial situation
biodiversity and the natural world, and
than in past years. We are forecasting
as a new attractor for eco-tourism in
ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 9Our priority actions in 2020-21
For 2020-21 we will focus on four priority
Responsible
goals, with the aim of further embedding Priority actions By when
Division
these impact areas as the organisation
progresses to its next strategic planning Implement the All personnel have completed Child Engagement and
Safeguarding Children Safety training, have Working with Impact
horizon of 2021-24.
Program Children Checks and signed Child
Our priorities in 2020-21 are consistent Safe Statement of Commitment by
December 2020
with the controls to manage the risks
identified in our risk management Improve access to Successful post-coronavirus (COVID Engagement and
framework, a requirement of the Cranbourne Gardens 19) launch of free shuttle bus Impact
through the launch of free service between Cranbourne Train
Victorian Government Risk Management
shuttle bus service Station and Cranbourne Gardens by
Framework. 31 October 2020
Goal 1: People Invest in Aboriginal Establish Reconciliation Action Plan Engagement and
culture, representation and Working Group to support creation Impact
Resilient communities employment of Reflect RAP by May 2021 (see
Corporate Services
also Section 5)
Our Gardens will welcome more visitors
seeking comfort, solace and space to Expand learning and Develop new learning and Engagement and
participation, digital and participation programs and digital Impact
feel safe and connected through nature,
STEM experiences offered experiences for families and
humanity and story, than ever before. for schools and through the schools responsive to changing
The coronavirus (COVID-19) pandemic Virtual Garden. circumstances as a result of
coronavirus (COVID-19) by June
and other natural disasters are likely to
2021.
impact upon individuals, families and
communities in ways that may last a Develop donor acquisition 10% increase in Director’s Circle Engagement and
generation or more. strategy for RBGV and members and confirmed bequestors Impact
bequest strategy for RBG by June 2021
As the living heart of our city, Melbourne Foundation
Christmas and tax-time appeals
and Cranbourne Gardens offer an meet budgeted targets in the 2020-
important gateway to the environment and 21 financial year.
a chance for people to feel engaged and
Deliver Major Gifts Quiet phase of Major Gifts Engagement and
connected to nature, and to each other. Campaign for the Nature Campaign transitions to active Impact
and Science Precinct campaign phase.
Develop and deliver 175th Anniversary programme Engagement and
successful 175th meets targets for participation and Impact
Anniversary programme customer satisfaction in 2020-21
Seek new partnership and Increase the number of Engagement and
business opportunities to sponsorships/partnerships in 2020- Impact
support sustainability and 21 in support of, and consistent
growth of RBGV with, RBGV objectives Corporate Services
Investigate and pursue new
business opportunities including
development of a revenue
diversification plan by March 2021.
10Goal 2: Place Responsible
Priority actions By when
Division
Vibrant places
Placemaking projects Tender prepared for development Engagement and
Royal Botanic Gardens Victoria will deliver developed for both sites of Interpretation Master Plans for Impact
a range of infrastructure, major events including the tender for the Melbourne and Cranbourne by June
and interpretation projects at Melbourne Interpretation Master Plans. 2021
and Cranbourne Gardens, deploying the
Complete and open Successful launch of Arid Garden Melbourne Gardens
required creative and technical knowledge Arid Garden with new in September 2020 with donors,
to ensure all projects improve the visitor interpretation plan visitors and media engaged. Engagement and
Impact
experience and add to the quality,
diversity and experience of both sites. Complete associated Fern Sensory Garden and pathway Melbourne Gardens
Gully landscape works at upgrade completed by December
Melbourne Gardens 2020.
Relocate Lakeview Rest Rest House relocated by March Melbourne Gardens
House to north side of 2021.
Ornamental Lake
Complete White Oak Project completed by December Melbourne Gardens
landscape project on Oak 2020.
Lawn in Melbourne Gardens
Make Melbourne Gardens Year 1 actions implemented from Melbourne Gardens
safer for staff and visitors the Management Response to Risk
and Security report for Melbourne
Gardens by June 2021.
Develop Cranbourne Placemaking brief finalised and Cranbourne Gardens
Gardens Built Form consultant appointed by January
Resolution Plan 2021 Engagement and
Impact
Conceptual built form resolution
plan and renders finalised by June
2021
Collaborate with City of Landscape design for new South Cranbourne Gardens
Casey on new gateway Gippsland Highway roundabout
treatments to improve entry accepted by City of Casey and
experience for Cranbourne included in roundabout build as per
Gardens City of Casey project plan.
Deliver engaging major PHOTO 2020, Yirrimboi/ Engagement and
events with social and Reconciliation Week, Big Bandicoot Impact
cultural impact Backyard, Nature Festival and
Lightscape partnership events
meet targets for participation and
customer satisfaction in 2020-21.
ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 11Goal 3: Plants Responsible
Priority actions By when
Division
Sharing plant knowledge
and discovery Develop and implement
the whole of organisation
Science Strategy implemented by
30 June 2021
Science
We will continue to strengthen our role Science Strategy
as leaders in scientific, horticultural and
Illustrate diagnostic features 80% completion of Acacia exemplars Science
biodiversity research. We will maintain for every species in RBGV’s and images available in VicFlora by
high-quality research output and on-line identification and June 2021. Corporate Services
safeguard, curate and showcase valuable information resource for
Victorian plants (VicFlora)
plants through living and preserved
collections. We will work closely with Database more of the 17,500 global specimens databased Science
our scientific peers, media and partners Global Collection (non- by June 2021
to effectively translate and disseminate Australian component
of the State Botanical
Royal Botanic Gardens Victoria’s diverse Collection) to provide
research outputs. access to the information on
these specimens of historic
and scientific importance.
Complete by 2024.
Continue to mount 30,500 specimens mounted or Science
specimens in the State remounted from the State Botanical
Botanical Collection in Collection by June 2021
preparation for digitisation
Better resolve the Publication or progress of 35 papers Science
taxonomy, conservation on conservation genetics, taxonomy
genetics and evolution of and evolution of plant and fungal
the Australian biota species by 30 June 2020
Build capacity across Three project streams (Genomes, Science
the Australian research Phylogenomics, Conservation
community to handle Genetics) delivering data and
genomic data through the infrastructure to the community by
Genomics for Australian June 2021.
Plants initiative
Publish Melbourne Gardens Strategy is published by June 2021 Melbourne Gardens
Living Collections Strategy
2020-2040 Engagement and
Impact
12Goal 4: Planet Responsible
Priority actions By when
Division
Conservation action
Partner in State-based Continue propagation of rare and Science
We will expand the role Royal Botanic conservation programs, threatened orchids and other plants
Gardens Victoria plays in shaping how including the establishment for reintroduction in 2020-21
people value, perceive, and care for the of a Plant Rescue and Care
Unit in readiness for the
environment and adapt to climate change. next bushfire season
To do this, we will lead by example in
all aspects of our work, in particular Scope the capacity Concept finalised for Plant Cranbourne Gardens
on sustainability. All our actions will and facilities needed at Conservation Centre at Cranbourne
Cranbourne Gardens for Gardens incorporating seed Science
contribute to a healthy, flourishing planet. a major centre for the bank facility, orchid conservation
conservation of Victoria’s program, research and public
most at-risk plants engagement functions by June
including research in 2021.
seed banking and plant
propagation
Strengthen further strategic RBGV Tree Strategy 2021-2041 Melbourne Gardens
management of trees at completed by June 2021.
Melbourne Gardens and Cranbourne Gardens
Cranbourne Gardens for
increased plant health and
risk mitigation
Upgrade and replace Tender documentation completed Corporate Services
Melbourne Gardens’ by December 2020
irrigation, communication & Melbourne Gardens
electrical cables Stage 1 replacement works
completed by June 2021.
Continue to lead the Number of international botanic Melbourne Gardens
Secretariat for the Global gardens committing to Alliance
Botanic Gardens Climate objectives increases. Cranbourne Gardens
Change Alliance
Continue planning for Call for abstracts completed, and Cranbourne Gardens
successful hosting of the final program developed by June
7th Global Botanic Gardens 2021 Engagement and
Congress to be held in Impact
Melbourne in September Sponsorship prospectus developed
2021, subject to easing and sponsors secured by June 2021
of international travel
restrictions
ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 13Building internal capability
In a rapidly changing world, Royal At Royal Botanic Gardens Victoria we’re Remarkable – we leave a
Botanic Gardens Victoria must develop clear about the culture we wish to have, lasting impression
a sound and effective administrative and and this is reflected through our four
We create experiences and special places
corporate base to ensure the organisation values:
that help everyone to learn and see the
is agile and responsive to opportunities
Creative – we are inventive and world differently. Whether our actions are
and changes in our environment. Long-
enthusiastic big or small, they inspire people to think
term planning and expert financial
and act. We seek out knowledge and
management will be critical to ensure Our curiosity allows us to find considered
apply our learning because we believe in
Royal Botanic Gardens Victoria delivers on solutions to challenges. We use our
the importance of plants and our planet.
our mandate to be a centre of excellence resources wisely and draw upon
We do things that are different and
for horticulture, science and public our collective intelligence to answer
exciting if they help us achieve our vision.
engagement, protect and grow the State questions. We have a joyful, positive and
We are proud of our past and passionate
Botanical Collection, increase audiences, respectful approach that is expressed with
about our future.
contribute to education and learning, and a good sense of humour. Our inclusive
maintain and enhance two iconic botanic and engaging style helps us to learn Our organisational
gardens. and share our knowledge in new and
interesting ways.
performance
The experience of the coronavirus
We recognise that a great organisational
(COVID-19) pandemic has provided Open – we make time to listen,
culture is supported by a number
valuable insight into how and where we learn and be clear
of underlying elements, all of which
can improve or expand our organisational
To help us achieve our vision we listen influence how we perform as an
capacity and nurture our capabilities.
to each other and the community. We organisation. These include:
In a changing operating environment,
are friendly and respectful of different
our success depends on having a strong A clear strategy and goals so our people
perspectives. We solve problems
organisational culture and the right can immediately see and understand
together because supporting and
capabilities—people, resources, processes what Royal Botanic Gardens Victoria is
learning from each other results in better
and systems—to achieve our objectives. aiming to achieve;
work. We share our knowledge because
Our organisational culture it helps people inside and outside Appropriate planning frameworks and
our organisation to understand the mechanisms that are inclusive of staff,
Organisational culture arises from the importance of safeguarding plants for the ensuring our people influence and
shared beliefs, behavioural expectations wellbeing of people and the planet. contribute to the future direction of Royal
and practices that govern how people
Brave – we have the courage to Botanic Gardens Victoria;
approach their work and interact with
each other. change things Strong systems and processes to support
We have the confidence to challenge our people to be their best;
People learn about organisational culture
by (amongst other things) observing established ways of thinking if it improves Empowering leadership skills and
others, and they experience it through our collective understanding of plants. behaviours that engage and involve
messages they receive about “the way we We embrace our responsibility to protect people.
do things here”. plants and biodiversity. We have the
courage to try new things, and we help
These messages arrive most often in each other as we make these changes. We
observing the behaviour of others; through are positive, so we turn challenges into
explicit or implicit expectations to conform opportunities. We lead the way to inspire
(for example, to unwritten ‘rules’ or to confidence and enthusiasm in others.
existing custom and practice); through
participation in celebrations, recognition
events and other forms of public
acknowledgement; and also through the
use of symbols and storytelling about and
within an organisation.
14During 2020-21, we will further improve
Organisational
our organisational performance through Initiative
Performance Factor
the the following initiatives:
Strategy and direction Development of Royal Botanic Gardens Victoria’s first
People Strategy, an overarching framework that guides
the creation of a positive organisational culture to drive
excellence through strong leadership, capability, diversity,
collaboration and innovation.
Launch the Royal Botanic Gardens Victoria Reflect
Reconciliation Action Plan (RAP)
Organisational structures Identify opportunities to strengthen organisational design
to support priorities across the organisation
Scope and implement revenue-raising initiatives and/or
new enterprise/s to offset losses relating to coronavirus
(COVID-19)
Systems and processes Improve internal productivity, responsiveness and efficiency
through commencement of a substantial improvement
process to RBGV’s business systems, internal processes and
procedures.
Leadership skills and Train and advance people leaders and managers in core
behaviours developmental areas
Conduct 360-degree feedback surveys to raise awareness
and positive action regarding personal impact on culture
and performance
Extend Executive Performance Planning processes to reflect
the Garden’s commitment to leadership.
Sustainability focus Convene a whole of organisation Sustainability Working
Group to provide recommendations, expertise and insights
regarding the future state required for best practice at both
Gardens.
Demonstrate our commitment to sustainable environmental
practice in all aspects of our work.
ROYAL BOTANIC GARDENS BOARD VICTORIA — INTERIM ANNUAL BUSINESS PLAN 2020-21 15Measuring our success
To track progress against our four goals,
2020-21 Target
we have developed the following list of
success measures. These estimates factor Performance Unit of Q1 Q2 Q3 Q4 Full
in the likelihood that the coronavirus measure measure year
(COVID-19) pandemic will continue
Visitors to Melbourne Number 0.4161 0.6351 0.6789 0.4599 2.19
to offer high levels of economic and Gardens (million)
community disruption within Australia
* Subject to change in
and around the world, with a large the event of COVID-19
forecast drop in international tourism, and gardens closure
are therefore subject to change. requirements
Performance measures under State Visitors to Cranbourne Number 0.0513 0.0783 0.0837 0.0567 0.270
Budget Paper Number 3 are included Gardens (million)
here. * Subject to change in
the event of COVID-19
gardens closure
requirements
Increase in the number Number 2,500 7,700 10,050 10,250 30,500
of curated specimens (thousand)
in State Botanical
Collection
Increase in visitation to Per cent Annual target 10
Royal Botanic Gardens
Victoria website and
social media channels
Increase in donors to Percent Annual target 10
Royal Botanic Gardens
Victoria
Increase in climate- Number 120
suited taxa in Melbourne
Gardens, comprising
a majority of wild
provenance
Increase in specimens Number 3,200 5,300 4,250 4,750 17,500
from the Global (thousand)
Collection databased
16Royal Botanic Gardens Board Victoria Birdwood Avenue Melbourne Victoria 3004 Private Bag 2000 South Yarra Victoria 3141 Australia T +61 3 9252 2300 F +61 3 9252 2442 E rbg@rbg.vic.gov.au rbg.vic.gov.au
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