Conservation / Collections / Community ConnectionsRoyal Botanic Gardens Board Victoria

Corporate Plan 2011–2015

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Our Vision

To connect people with our natural world by advancing knowledge and understanding of the value of plants.

Our Mission

To advance knowledge, enjoyment and conservation of plants through excellence in biodiversity research and management, horticultural displays and public programs.

Our Values

In all our dealings with Government, our sponsors, staff, supporters and volunteers, visitors and clients, we commit to Integrity, Respect, Innovation, Team Work, Accountability, Excellence and Leadership.

Our Charter

Under the Royal Botanic Gardens Act 1991, the objectives of the organisation are:

– To conserve, protect and improve the botanic gardens and managed land and their collections of living plants

– To conserve and enhance the State Botanical Collection and National Herbarium of Victoria

– To provide for the use of the State Botanical Collection or plants or plant specimens at thebotanic gardens or managed land for scientifi c or reference purposes, consistent with accepted international practice

– To increase public knowledge and awareness of plants and plant communities

– To provide for the use of the Botanic Gardens for education, public enjoyment and tourism

– To provide for the carrying out of and contribution to research into biodiversity and the conservation of biodiversity.

Front cover: MEL 583558 specimen of Banksia serrata collected by Joseph Banks and Daniel Solander in Botany Bay, April 1770. The National Herbarium of Victoria (MEL) holds over 1.2 million dried plant specimens, of which this is one of the most historic. The red ‘iso-lectotype’ label at the bottom left of the sheet indicates that this is a type specimen. A type specimen is a herbarium specimen which is selected as a permanent reference for a given scientifi c plant name. Type specimens are essential in ensuring that a name is properly defi ned and applied.

Inside front cover: Banksia serrata, Anita Podwyszynski, 1982, State Botanical Collection, Royal Botanic Gardens Melbourne.

Images: Janusz Molinski

Royal Botanic Gardens Corporate Plan 2011–2015 Page 3

ForewordIt is with great pleasure that I introduce the Royal Botanic Gardens Board’s Corporate Plan for 2011–2015. We are proud of our signifi cant achievements during the period of the last Corporate Plan, having continued to position ourselves as a leader in effi cient water management with the opening of Guilfoyle’s Volcano in March 2010, the fi rst stage of the Integrated Water Management Project. The project continues during the period of this Corporate Plan with the next stage (Working Wetlands) focussing on the harvest and storage of rainwater from local stormwater fl ows, including fi ltering and circulation of the stored water to areas of RBG Melbourne to help maintain the verdant landscapes for all to enjoy.

We are providing insights to our scientifi c activities through initiatives such as the highly successful three-year touring exhibition Hidden in plain view: the forgotten fl ora, which commenced in 2007, the opening of the self-guided Herbarium Discovery Walk in August 2010, and the science pages on the new Royal Botanic Gardens’ website. July 2011 will see the XVIII International Botanical Congress in Melbourne and this will provide an exciting opportunity for us to showcase our scientifi c research and achievements to the national and international scientifi c communities. The Australian Research Centre for Urban Ecology commenced providing consulting services during the period of the last Corporate Plan and we look forward to consolidating this commercial aspect and the opportunities it provides. During the period of this Corporate Plan we look to further strengthen our scientifi c reputation with the national and international scientifi c communities and to raise the profi le of our science within the broader community.

November 2008 saw the opening of the Woodland Picnic Area and September 2009 the opening of the extension to the Visitor Centre and Boonerwurrung Café at RBG Cranbourne. We continue to demonstrate ecologically sustainable development principles, with a geothermal system providing heating and cooling for the extension. Development of our award-winning Australian Garden at RBG Cranbourne continues, with Stage 2 being due for completion in mid-2012. It was very exciting to see the Australian Garden exhibit at the Royal Horticultural Society Chelsea Flower Show in May 2011. The success of the exhibit, confi rmed by a Gold Medal, established the international reputation and profi le of the Australian Garden and ensured the Australian Garden will be a must-see destination for international tourists.

I would like to take this opportunity to warmly thank all our staff, support groups, volunteers, the Executive team and my fellow Board Members for their enthusiasm, dedication and vision, both in formulating this new Corporate Plan and in realising our considerable achievements throughout the life of the previous Corporate Plan.

Elaine Canty

ChairmanRoyal Botanic Gardens Board Victoria30 June 2011

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Introduction

In the fast-paced world of today, we face the challenges and opportunities of the digital age and a constant stream of communication and information in their many forms. It is easy to forget that we are part of a wider world – a natural world where plants are vital and fundamental to the continued existence and quality of human life on Earth.

The Royal Botanic Gardens is dedicated to helping people connect to the natural world through the expansion of knowledge, understanding, conservation and appreciation of plants1.

The Royal Botanic Gardens Board Victoria is proud to present its Corporate Plan for 2011–2015. This Plan, the product of consultation and strategic planning throughout the organisation, builds upon the achievements of the Corporate Plan 2008–2011 and sets out the medium-term vision for the Royal Botanic Gardens. It specifi es three key corporate goals for the Royal Botanic Gardens over the next four years, the strategic priorities associated with each goal, and the actions required to achieve them.

Background

The Royal Botanic Gardens Board Victoria was established by the Royal Botanic Gardens Act 1991 to conserve, protect, manage and improve the Royal Botanic Gardens and its living and preserved collections. The Board administers the Royal Botanic Gardens Melbourne (RBG Melbourne) and the Royal Botanic Gardens Cranbourne (RBG Cranbourne). RBG Melbourne is widely renowned for the great visual beauty of its landscapes, and these hold special meaning for generations of Melburnians. RBG Cranbourne is one of the region’s most precious areas of native bushland, and is recognised as a site of State signifi cance for the conservation and display of Australia’s unique fl ora and fauna. It is the home of the Australian Garden, the world-class garden showcasing Australia’s remarkable landscapes and fl ora. The Board also manages the National Herbarium of Victoria, the State Botanical Collection – an irreplaceable scientifi c collection of preserved plant specimens, botanical artworks, literature and other material – and the Australian Research Centre for Urban Ecology (ARCUE). In this document, these gardens and scientifi c units are referred to collectively as the Royal Botanic Gardens.

In striving to meet our goals and our Charter under the Royal Botanic Gardens Act 1991, we remain committed to our Values, our Mission, and our ultimate Vision for the future – to connect people with our natural world by advancing knowledge and understanding of the value of plants.

Context

The Royal Botanic Gardens is resolute in pursuing its research focus on the conservation of biodiversity2 and on urban ecology. The unique collections of the Royal Botanic Gardens provide an exceptional resource for scientifi c investigation, and these collections are fundamental to advancing our research programs. Our research-based knowledge is enhanced through our engagement with Government and other national and international scientifi c research and educational institutions. The conservation research outcomes are actively applied in the management of our natural areas and we share this knowledge with other land managers for the benefi t of the environment. We are committed to excellence and innovation in the continuing expansion and sharing of this knowledge to reinforce the scientifi c reputation of the Royal Botanic Gardens as a leading botanical research institution.

Our visitors are able to connect with nature through the diversity of experiences offered at the Melbourne and Cranbourne sites. Experiences range from the enjoyment and spiritual refreshment offered by the verdant landscapes and beautiful living collections, Guilfoyle’s Volcano, The Ian Potter Foundation Children’s Garden, an engaging and informative program of walks and activities, and evening programs such as summer cinema and theatre at RBG Melbourne, to the natural beauty of RBG Cranbourne’s heathlands, wetlands and woodlands, programmed activities, bushwalks, picnics, stunning wildfl owers, precious wildlife, programs such as the Garden Grubs Kids’ Club, and the award-winning Australian Garden. At both sites there is the opportunity to recharge with delicious food and refreshments at cafés and to purchase botanically-inspired products at one of our retail shops.

1 The word plant is used throughout this document to denote plants, algae and fungi.

2 Biodiversity means the variety of life forms on Earth or in a given region; that is, all the different living organisms including plants, animals and micro-organisms, the genes they contain and the ecosystems they form.

MEL 2013790 Seed capsule of Flindersia australis (Crow’s Ash or Australian Teak), collected near Gayndah, Queensland

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We are leaders in our approach to horticulture, landscape design and sustainable water management, and demonstrate innovation in our community engagement programs. We are dedicated to enhancing knowledge and appreciation about the fundamental role of plants in supporting all life by producing food and oxygen and as carbon-sinks to help moderate the impact of climate change. Our publications, schools and student programs, our community education, visitor, tourism and online programs (collectively termed our ‘public programs’), and our engagement with the media, all play an essential role in sharing this knowledge and promoting our achievements.

By planning strategically and sustainably for the future we will ensure that the Royal Botanic Gardens will continue to contribute to knowledge and be enjoyed and experienced by many generations to come.

Supporters and staff

The support and investment of the Victorian Government, our stakeholder organisations, Friends and volunteers, and the generosity of our valued donors and sponsors are fundamental to the ability of the Royal Botanic Gardens to achieve its goals and to remain one of Victoria’s most treasured natural assets.

Our staff are integral to meeting the goals, priorities and actions set out in this Plan. We have dedicated, professional staff who are strongly committed to fulfi lling the organisation’s Vision, Mission and Values. We will pursue excellence, equity and continual improvement in the management of staff and all workplace practices.

The outcomes from this Corporate Plan will be achieved through the integrated actions of both our ‘front of house’ and ‘back of house’ staff. Their continuing teamwork will enable our goals to be achieved.

Governance

We are committed to responsible fi nancial management and economic and environmental sustainability, to improving and expanding our fundraising activities, and to the development of Royal Botanic Gardens-related businesses and products. Whilst this Corporate Plan focuses on goals that demonstrate the unique nature of the Royal Botanic Gardens’ operations, goals associated with fi scal responsibility and high standards for management of staff are refl ected in Divisional, Branch and individual performance plans.

The strategic priorities and actions of this Corporate Plan refl ect the objectives of the Royal Botanic Gardens Act 1991, and are aligned with the relevant economic, environmental, educational and resource management goals of the Victorian Government.

The Corporate Plan will be implemented through annual business plans containing key performance measures to assess our progress in achieving our objectives. The Royal Botanic Gardens’ performance will be reported to the Victorian Government and stakeholders through the Royal Botanic Gardens Board Victoria’s annual reports, which are tabled in Parliament.

Serving our diverse community: Strategic Goals 2011 –2015

In serving our diverse community, our three key strategic goals are:

1. Advancing scientifi c knowledge and understanding through excellence in our research and by engaging with scientifi c partners and our community

2. Engaging with our diverse community to enhance their knowledge and appreciation of nature and our gardens through high-quality on-site and online experiences

3. Delivering effective and environmentally sustainable management of our landscapes, plant collections, built assets and resources to protect our gardens for future generations.

In this Plan, these goals are framed in terms of strategic priorities and the actions required to achieve them.

environmental, educational and resource management goals of the Victorian Government.

The Corporate Plan will be implementedthrough annual business planscontaining key performance measuresto assess our progress in achieving our objectives. The Royal Botanic Gardens’ performance will be reported to the Victorian Government and stakeholders through the Royal Botanic Gardens Board Victoria’sannual reports, which are tabled in Parliament.

in terms of strategic priorities and theactions required to achieve them.

Delicate orchid fl owers are sometimes preserved in alcohol to maintain the structure of the fl ower

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The Royal Botanic Gardens plays a vital role in documenting plant biodiversity across Australia, and especially in Victoria, and provides valuable support to Government in conserving threatened species and ecosystems and in the identifi cation of plants. Working closely with Government, universities, industry bodies and other national and international botanical and environmental institutions, our scientifi c research programs focus on taxonomy and systematics and how this information can be applied to new and innovative conservation methodologies. Our areas of expertise range from taxonomy (the naming and classifi cation of plants) and systematics (the study of relationships between groups of plants) to plant conservation, urban ecology and horticulture. We will deliver excellence in our scientifi c results and increase scientifi c knowledge, public awareness and understanding of our research through publications, scientifi c partnerships and collaboration, lectures, online information, interpretive signage, educational and visitor programs and engagement with the community.

Advancing scientifi c knowledge and understanding through excellence in our research and by engaging with scientifi c partners and our community

One

Ensuring the preservation of seed from rare and threatened plants – the Victorian Conservation Seedbank, part of a global initiative

Royal Botanic Gardens Corporate Plan 2011–2015 Page 7

Strategic Priority 1A

To be a leader in advancing knowledge in the fi elds of conservation, taxonomy, systematics, horticulture and urban ecology nationally and internationally

Actions

1. Review and update the Plant Sciences and Biodiversity Division Master Plan 2008–2012 to provide direction for the Royal Botanic Gardens’ research programs in 2012–2016 and to progress the vision of becoming internationally respected for the quality and relevance of scientifi c research by advancing and sharing knowledge.

2. Review and update the ARCUE Strategic Plan 2008–2011 to refl ect emerging research priorities for 2011–2015 in urban ecology and associated business opportunities.

3. Attract high-quality research staff and students and strengthen collaboration with other key national and international scientifi c and academic institutions to maximise the research capacity of the Royal Botanic Gardens.

4. Deliver research projects on the ecology and conservation of plant and animal biodiversity in urban and natural landscapes and on the lands managed by the Royal Botanic Gardens to advance knowledge in the fi elds of ecology and conservation.

Strategic Priority 1B

To increase awareness of the Royal Botanic Gardens’ contributions to plant biodiversity research and plant conservation by increasing our national and international partnerships with the scientifi c community

Actions

5. Expand our national and international partnerships with key scientifi c institutions, community groups, land managers and industry bodies, participate in international forums such as the XVIII International Botanical Congress, and engage with Government to raise awareness and utilisation of the Royal Botanic Gardens’ scientifi c and conservation expertise.

6. Review and update the ARCUE Commercialisation Plan 2006 to enhance ARCUE’s environmental business activities and consulting services.

7. Further develop the electronic Living Plant Census, the online Census of Vascular Plants of Victoria, and the electronic version of the Flora of Victoria to provide products that deliver additional functionality to assist the public’s understanding of Victoria’s plants and the Royal Botanic Gardens’ living collections.

8. Assist State, Territory and Federal governments to develop and implement management plans for rare and threatened plants and ecosystems, both on the Royal Botanic Gardens’ sites and elsewhere, to further the conservation of plants and ecosystems.

9. Work closely with other botanic gardens and State, Territory and Federal Governments to make a signifi cant contribution to Australia’s achievement of the targets set out in the Global Strategy for Plant Conservation 2011–2020.

10. Continue our partnership with the Royal Botanic Gardens, Kew in the Millennium Seed Bank Project, focus locally on the Victorian Conservation Seedbank initiative to ensure the long-term preservation of seed from Victoria’s rare and threatened plant species, and support the re-establishment of ecosystems through our participation in the Australian Seed Bank Partnership.

Strategic Priority 1C

To raise awareness of the Royal Botanic Gardens’ role as a scientifi c institution by making community connections to our scientifi c heritage past, present and future

Actions

11. Maintain horticultural research programs and apply knowledge through living collections and exhibition gardens, with an emphasis on demonstrating sustainable and innovative horticultural and home gardening practices, to enable the community to make adaptations to climate change.

12. Educate the community in relation to the management and eradication of environmental weeds, to advance the integrated conservation of plant biodiversity.

13. Enhance and develop online and mobile information and education experiences for new and existing audiences to raise awareness of the Royal Botanic Gardens’ scientifi c history, research and achievements.

14. Increase accessibility to and awareness of the State Botanical Collection by the national and international scientifi c community and the public.

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TwoThe Royal Botanic Gardens is one of Melbourne’s premier leisure and tourist attractions, offering a vibrant and engaging visitor experience through its Melbourne and Cranbourne sites. We will continually enrich and improve the experiences of our diverse on-site and online visitors and remain responsive to their needs. We aim to connect people of all ages, cultures, abilities and backgrounds with nature by developing new gardens and collections, through innovative public programs and by engagement with the media. We will reach a wider audience through our online programs, with an emphasis on educational services. By connecting with a more diverse audience, we will increase community awareness and appreciation of the Royal Botanic Gardens’ scientifi c and horticultural research and of the importance of plant life and conserving biodiversity.

Engaging with our diverse community to enhance their knowledge and appreciation of nature and our Gardens through high-quality on-site and online experiences

Education programs foster an understanding of the vital importance of plants to life on Earth and of conserving biodiversity

Royal Botanic Gardens Corporate Plan 2011–2015 Page 9Royal Botanic Gardens Corporate Plan 2

Strategic Priority 2A

To engage with our diverse community by delivering stimulating and innovative community engagement programs that enable connections with our natural world

Actions

15. Utilise the competitive advantages of the Royal Botanic Gardens in environmental education and nature-based tourism to meet growing market needs.

16. Review and defi ne our target audiences, including the needs of under-represented visitor groups, to respond to demographic and social changes in connecting our diverse community with the natural world.

17. Continue to evaluate and deliver curriculum-based educational services and environmental education products to ensure that we meet the changing needs of our education clients.

18. Develop and implement a digital strategy to increase the scope and appeal of our online services.

Strategic Priority 2B

To foster appreciation of the essential role that plants play in sustaining all life on Earth and the pressing need to conserve biodiversity

Actions

19. Better utilise our publications and public programs to highlight the life-sustaining importance of plants and the role of the Royal Botanic Gardens and other botanic gardens in advancing knowledge about plant conservation.

20. Continue developing and delivering programs, demonstrations and products with an emphasis on climate change, effi cient water usage, plants that require less water to fl ourish in a dry environment, and effi cient resource management to enable more sustainable home gardening and water use.

Strategic Priority 2C

To foster community connections by promoting strategic community relationships, involvement and participation in the Royal Botanic Gardens’ activities

Actions

21. Foster and enhance existing relationships with Government, community organisations, philanthropic organisations, educational institutions, other botanic gardens, and industry bodies to further their engagement with, and contribution to, the Royal Botanic Gardens.

22. Continue to provide mentoring support to Victorian regional botanic gardens and play a leading role in the activities of Botanic Gardens Australia and New Zealand Inc. to foster its development.

23. Strengthen collaborative relationships with Indigenous communities to ensure that the cultural heritage of Indigenous Australia is appropriately represented in our public programs.

24. Foster our relationships with, and assist the activities of, our Friends and similar groups to encourage their continuing growth and their support of and contributions to the Royal Botanic Gardens.

25. Maintain, and where practical expand, volunteer programs that are closely aligned with the Royal Botanic Gardens’ Mission.

26. Improve access for visitors to the Royal Botanic Gardens by the development and implementation of a Disability Action Plan.

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ThreeAs custodians of lands and collections that are rich in plant and animal life and renowned for their visual beauty and heritage, we have the capability to deliver innovative resource management programs. As we face the accelerating impacts of global climate change, we will maintain our landscapes sustainably and ensure that excellent environmental practices inform everything we do. We will continue to focus on strategic and effective fundraising and revenue generation to ensure that, combined with Victorian Government support, we have suffi cient capital to maintain and improve our assets for future generations. Our people are important to our achievements and we will provide them with opportunities to develop their skills and continue contributing to our successes.

Delivering effective and environmentally sustainable management of our landscapes, plant collections, built assets and resources to protect our gardens for future generations

The Observatory buildings, RBG Melbourne: maintaining and improving our assets for future generations

Royal Botanic Gardens Corporate Plan 2011–2015 Page 11Royal Botanic Gardens Corporate Plan 2011–2015 Page 11e

Strategic Priority 3A

To manage our assets, collections and resources effi ciently and effectively so that they are protected and enhanced for future generations

Actions

27. Strive to continue managing RBG Melbourne and RBG Cranbourne to the highest curatorial standards, so as to conserve their landscape beauty and their biodiversity, their horticultural and their heritage values in the face of climate change and other challenges.

28. Continue to implement the Royal Botanic Gardens’ Strategic Tree Plan to improve arboricultural management and mitigate risks.

29. Develop the RBG Cranbourne Master Plan to ensure strategic planning for current and future needs of the site.

30. Complete and open Stage 2 of the Australian Garden to consolidate national and international recognition for this innovative display of Australia’s remarkable landscapes and plant life.

31. Develop and implement an effective asset management system for RBG Melbourne and RBG Cranbourne to improve asset maintenance and mitigate risks.

32. Undertake planning for and commence construction of Observatory Gate Stage 2 (subject to funding), including restoring the Great Melbourne Telescope Building and potentially re-installing its historic telescope, to provide new community infrastructure and programs at RBG Melbourne.

33. Continue contributing to the operation of Australia’s Virtual Herbarium Project as a partner with the Council of Heads of Australasian Herbaria to further develop this internationally important repository of Australia’s plant specimen data.

34. Continue to employ the highest standards of curatorial practice in maintaining the State Botanical Collection to enhance the collections and mitigate the risks of degradation, damage or loss.

Strategic Priority 3B

To lead the community in sustainable environmental policies and practices for the management and conservation of natural resources

Actions

35. Implement the Royal Botanic Gardens’ Environmental Stewardship Policy, including water, energy, conservation and waste, to drive our sustainable environmental practices.

36. Continue to engage with and educate industry and land managers in relation to sustainable water management practices for large landscapes to further the conservation of this vital resource.

37. Follow sustainable development guidelines for the design, implementation and management of works undertaken by the Royal Botanic Gardens and its contractors to promote ecologically responsible practices.

38. Develop and implement a living landscape succession and plant selection policy to protect the Royal Botanic Gardens’ landscapes from the environmental challenges caused by climate change.

39. Implement the Royal Botanic Gardens’ Biosecurity Policy and Procedures to mitigate the risks from pests and diseases, including adopting a common approach to border quarantine by the Royal Botanic Gardens and its contractors.

Strategic Priority 3C

To effectively manage our fi nancial and people resources to support the activities of the Royal Botanic Gardens

Actions

40. Continue to implement the Royal Botanic Gardens’ retail strategy to increase revenue, and enhance visitor activities, experiences and awareness of the Royal Botanic Gardens.

41. Strategically align our community engagement programs to maximise their commercial benefi ts.

42. Diversify sources of funding utilised for the development and delivery of programs to the education sector, with the aim of achieving increased fi nancial viability.

43. Secure funding to maintain and improve the Royal Botanic Gardens’ buildings and capital infrastructure, in accordance with Government standards and visitor expectations.

44. Develop a commercial strategy for increasing revenue and developing new revenue streams to improve non-government recurrent income.

45. Undertake workforce planning to manage the Royal Botanic Gardens’ staffi ng and skill requirements and balance the demands for people resources from project, operational, fi nancial management and compliance activities.

Royal Botanic Gardens Board Victoria Strategic Planning – the Corporate Plan

is endorsed by the Minister for Environment and Climate Change and the Royal Botanic Gardens Board Victoria.

Corporate Plan

4-year corporate goals and strategic priorities to achieve the Royal Botanic Gardens’

Charter and Mission

Photography: Janusz Molinski; p 8 – l: Kilvington Girls Grammar & Hughesdale Primary School students, RBG Cranbourne, 2009.

Royal Botanic Gardens Melbourne: Birdwood Avenue, South Yarra Victoria, Australia 3141Tel (03) 9252 2300, Fax (03) 9252 2442, Email rbg@rbg.vic.gov.au, Website www.rbg.vic.gov.au

Printed on Tudor RP 100% recycled stock. A percentage of the proceeds from the sale of this paper is contributed to Landcare, assisting in the rehabilitation of ex-landfi ll sites throughout Australia. ISBN: 978-0-9804076-3-1. © Royal Botanic Gardens Melbourne 2011

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The Corporate Plan establishes priorities for:

Annual Business Plans

Divisional plans

Branch plans

Individual performance plans

The Corporate Plan is shaped by:

Government policy and priorities

Legislation

Royal Botanic Gardens Board Victoria priorities

Management and staff feedback

The Royal Botanic Gardens’ performance is reported to Government through the

Royal Botanic Gardens Board Victoria’s Annual Report