Royal Botanic Gardens Victoria Annual Report 2018-19

Action
2018–19 Specific actions
Overall progress against deliverables and
performance measures 2018–19
Long-term Strategy 4.3: Developing a sustainable business
4.3.1 Implement the Information and Communication
Technology (ICT) Strategy and subsequently
review it by 30 June 2019
4.3.2 Seek to address shortcomings in Royal
Botanic Gardens Victoria resourcing through a
Transforming Victoria’s Royal Botanic Gardens bid
by 30 June 2018
Invest in social impact evaluation and ‘Nature for
Health’ research to support philanthropic and
government lobbying efforts
Scope appropriate commercial and tourism
development cases
Leverage impact data and new value proposition
to secure uplift in philanthropic, corporate and
earned revenue
4.3.4 Develop a stronger consultancy capability around
key skills such as children’s gardens, water
conservation, and Victorian flora by 30 June 2020
Develop a whole-of-organisation fundraising
campaign
EDRMS (Records Management System)
implemented and relevant staff training completed
Mobile Device Management system will be rolledout
with the Microsoft 365 suite by September
2019
Victorian Protective Data Security Framework
report completed by 31 July 2018
Current online booking system replaced
Cabling completed in Works Yard in preparation
for PABX replacement.
$27 million funding package secured from
Victorian State Government.
Framework for evaluating success of Engagement
and Impact activity established and early data
collection training continues.
Appropriate new partnerships established with
Tourism and Visitor Economy sector
Appropriate new revenue-raising projects
identified
2018–19 targets met for increased visitation and
participation (2.3 million visitors overall), increase
in occupancy rates for tours (by 66% across all
tours) and earned/contributed revenue (53%
increase).
Fundraising and Business Development Plans
implemented
New relationships and prospects established
and actively leveraged. Integrated Marketing
and Communications Plan implemented. Targets
were met for increased Corporate engagement.
Framework for evaluating the success of all
fundraising and business development activity
established and data collection in process.
New structure allowed for the expansion of
consultancy capacity, with at least two new major
consultancies engaged.
Royal Botanic Gardens Victoria Christmas and tax
appeals met budgeted financial targets
Increase in total number of donor prospects
New relationships established with key Trusts,
Foundations and potential donors.
ROYAL BOTANIC GARDENS BOARD VICTORIA — ANNUAL REPORT 2018–19 67