Royal Botanic Gardens Victoria Annual Report 2018-19

Table 11: Overview of specific actions and performance measures 2018–19
Action
2018–19 specific actions
Overall progress against deliverables and
performance measures 2018–19
Long-term Strategy 2.1: More people knowing about Royal Botanic Gardens Victoria and visiting it, taking home the key
messages and vision
2.1.3 Organisational structure and resources aligned to
meet objectives of new Engagement and Impact
Plan by 30 June 2019
New structure implemented
New online booking solution implemented across both Gardens
and yielding higher bookings
Enquiries for tourism and volunteer programs increased
Corporate engagement targets met, with two new corporate
partners
2018–19 targets met for increased visitation and participation
Increased attendance in tours and experiences by 35% over
2017–18.
Long-term Strategy 2.2: Creating more opportunities for people to encounter our plants and landscapes
2.2.2 Scope and implement appropriate commercial and
tourism development programs by 30 June 2018
Develop and implement a Visitor Experience and
Tourism Plan to increase revenue and raise Royal
Botanic Gardens Victoria’s brand profile as an
inclusive tourist destination
Develop and implement a Programming Plan to
increase participation and deepen engagement
Increase investment in and focus on Aboriginal
culture, representation and employment
opportunities through new programs, partnerships
and site interpretation
Research and benchmarking completed
New Aboriginal tourism product being scoped for Cranbourne
Gardens
New Bush Food Experience Aboriginal tourism product
created with William Angliss Institute and Charcoal Lane Social
Enterprise restaurant
Regis Aged Care Partnership allows for development of
outreach program to Regis Centres and new public program,
Branch Out, for older Victorians
Business and Product Development Working Group has
formed to develop and test business cases for new commercial
investment.
Visitor Experience and Tourism Plan 2018–19 implemented
Attendance at Australian Tourism Exchange 2019 yielded new
contracts
Disabled Access Key developed for both sites and available via
our website and as a hard copy
Digital App and Audio Tour in Mandarin currently in
development
Royal Botanic Gardens Victoria continued to provide leadership
in the growing tourism sector southeast of Melbourne with
the Executive Director Cranbourne Gardens becoming Deputy
Chair of the newly formed Tourism Board, Casey Cardinia
Visitor Economy (CCVE)
Visitor Experience and Tourism Plan records revenue growth
(29% increase across all tours).
Programming Plan 2018–19 implemented
Programming Plan meets forecast participation targets
(129,000 participants).
Aboriginal community is being actively engaged and consulted
at both sites
One new Indigenous program created at Melbourne Gardens
Two new Indigenous specific roles created and recruited in
Programming Team
Large scale NAIDOC event at Cranbourne Gardens with deep
community collaboration and engagement
Reconciliation Action Plan in early stages, with significant
consultation across three Traditional Owner groups
Long-term Strategy 2.5: Actively promoting plant happenings and discoveries
2.5.1 Develop and implement the Virtual Botanic Garden
with aligned Digital Strategy to provide improved
access to Royal Botanic Gardens Victoria’s plantrelated
database information by 30 June 2019
Marketing, Media and Communications Plan 2018–19
implemented.
ROYAL BOTANIC GARDENS BOARD VICTORIA — ANNUAL REPORT 2018–19 51