9. Administration and Management

9.1 Staffing

Aims:

a) To maintain a staffing structure and skills base to manage the Gardens, in accordance with this Plan; and

b) To manage staff in a manner which recognises their importance as key assets of Environment Australia and facilitates high levels of job satisfaction and productivity.

Background

All staff of the Gardens are employees of Environment Australia employed under the Commonwealth’s Public Service Act 1999 and the conditions of service for staff are covered under the Environment Australia Certified Agreement. The general duties of staff are to assist the Director of National Parks in carrying out the Director’s functions under the EPBC Act.

Many of the programs of the Gardens are labour intensive, particularly those involved with horticultural activities, professional botanical services and visitor contact. Maintaining high standards of horticultural maintenance and visitor and professional services has presented a number of management challenges in a contracting public sector environment. A number of activities formerly conducted by staff have been contracted to outside service suppliers and a range of procedural changes have been made to improve staff productivity. Engagement of temporary staff to assist with periods of intensive horticultural and visitor activity has also assisted in maintaining high standards. Temporary staff also assist with the preparation and delivery of education programs.

An active volunteer program operates at the Gardens. This program has facilitated significant community involvement in the operation of the Gardens and expansion of a range of services, particularly in education and interpretation programs. For insurance and occupational health and safety purposes, volunteers are deemed to be staff.

Policies

• The Director Gardens will seek to maintain appropriate staffing levels and skills to enable the Gardens to be managed in accordance with this Management Plan and to enable the key objectives of the Plan to be met.
• Opportunities for career development will be maintained through appropriate training, development activities, staff rotation and higher duties.
• Benchmarking and market testing approaches will be used where appropriate to ensure outputs are being delivered in a cost effective manner. Where a business case exists, further outsourcing of activities may be considered.
• Volunteers will be used to enhance Gardens programs where appropriate.

Management Actions

• The Gardens will participate in Environment Australia’s approaches to improve cost effectiveness through benchmarking, market testing and outsourcing.
• As part of the development of an annual operation plan for the Gardens, staff requirements and training needs will be identified.
• Opportunities for suitable staff exchanges to other positions within Environment Australia or with other botanic gardens will be pursued.
• Regular staff awareness meetings will be held to facilitate communication between all staff.
• Access to a range of appropriate courses, seminars and counselling services will continue to be offered to staff. (Refer to Section 5.7 for management actions associated with volunteers)

9.2 Funding and Financial Management

Aim: To seek ongoing funding for the Gardens to implement this Plan; and to ensure expenditure of funds and management of the Gardens meets the obligations of the Director of National Parks under the EPBC Act and the Commonwealth Authorities and Companies Act 1997.

Background

Funds for management of the Gardens come from the Australian National Parks Fund under the EPBC Act. The principal sources of the moneys of the Fund are prescribed by section 514S of the EPBC Act. They are: money appropriated by the Commonwealth Parliament for the purposes of Environment Australia and allocated by the Secretary for the management of Commonwealth reserves; amounts paid to the Director of National Parks in respect of leases, licences and permits granted or issued by the Director; and, charges determined and imposed by the Director under section 356A of the EPBC Act for entering or using a Commonwealth reserve or part of a Commonwealth reserve and using services or facilities provided by the Director.

Gardens staff are responsible for management of the Garden’s budget, within the Commonwealth government’s purchasing and financial guidelines, the requirements of the EPBC Act, and the Director’s obligations under the EPBC Act and the Commonwealth Authorities and Companies Act 1997. In line with Commonwealth government policy, accounts are maintained on an accrual accounting basis and decisions regarding capital works and infrastructure must consider total life cycle costings.

Section 514T of the EPBC Act prescribes how the Director of National Parks may apply the money of the Australian National Parks Fund. Principally the moneys must be used in payment or discharge of the costs, expenses and other obligations incurred by the Director in the performance of the Director’s functions. As an authority for the purposes of the Commonwealth Authorities and Companies Act 1997 the Director is also subject to the requirements of that Act.

The Gardens’ main scientific functions are conducted jointly with CSIRO Plant Industry through the CPBR. CSIRO Plant Industry acts as the agent for the Centre, administering funds for operational purposes. Salaries for Gardens staff at the Centre and maintenance and capital costs of Gardens assets are met from the Gardens budget allocation.

Revenue from Gardens programs is principally used to extend the range and diversity of programs and services available for clients of the Gardens. Sources of revenue include licence charges for the operation of the Gardens’ cafe and shop; charges for activities such as weddings, commercial photography and the hire of facilities; charges for the use of the Gardens’ photograph collection; ‘user pays’ education and recreational programs, and charges for professional services. In late 1998 a modest charge for car parking was also introduced. External funding from a variety of government and industry sources has also been instrumental in ensuring an active program of horticultural research. Charges were reviewed in June 2000 to take into account the introduction of the Goods and Services Tax. A schedule of fees at 1 July 2000 is at Appendix 6. These charges may be reviewed and amended during the life of this Plan.

Allocation of funds for specific programs varies according to functional and program requirements. In the 2000/2001 financial year the operational budget (excluding salaries and capital expenditure) was $1,407,000; which was distributed to the following programs:

• Corporate support and infrastructure: $626,000;
• Living collections and horticultural research: $221,000;
• Botany and botanical research: $281,000;
• Integrated Botanical Information System: $64,000
• Visitor Services: $158,000
• Visual Resources: $20,000
• Externally funded (including the Council of Heads of Australian Botanic Gardens): $37,000.
• The revenue for the financial year was $160,000 and capital expenditure (including building maintenance) was $637,000.

Policies

• Purchasing procedures will meet Commonwealth purchasing and procurement guidelines and the Director of National Parks’ obligations under the Commonwealth Authorities and Companies Act 1997, and the Director’s Chief Executive Instructions.
• Fees and charges may apply to various services and programs of the Gardens. These may be waived or discounted where activities assist in promoting the Gardens’ stated mission.
• Fees and charges related to the Copyright Act 1968 may be imposed.
• Revenue raised by Gardens programs and charges under the EPBC Act will be used to enhance the range of programs and services available to clients.

Management Actions

• As part of the development of annual operational plans, Gardens managers will develop annual costed program proposals, including estimates of revenue where appropriate, for Garden programs.
• Expenditure and revenue reviews will be conducted regularly.
• Staff will be provided with training necessary to ensure compliance with Commonwealth purchasing guidelines and other relevant statutory and procedural requirements.
• A training program will be implemented to improve staff business skills appropriate to the aims and values of the Gardens.
• The schedule of charges will be reviewed regularly and may be varied in accordance with the EPBC Act.

9.3 Occupational Health and Safety

Aim: To create a safe and healthy environment for staff, volunteers and visitors.

Background

The Gardens strives to operate in a way which at least meets the Occupational Health and Safety (Commonwealth Employment) Act 1991 and which promotes high levels of health and safety awareness.

A workplace Occupational Health and Safety Committee oversees hazard reduction strategies for the Gardens. The committee conducts regular inspections of workplaces and work practices to ensure appropriate standards are met. Training in safe work practices is provided for all staff. Further discussion of risk management practices is provided in Chapter 8.

Visitor safety is a particular priority and potential hazards to visitors are under constant review. A number of staff and contractors have been trained in first aid to assist in the care of visitors. Bushfire and high winds have been identified as risks with particular potential to cause injury, and emergency evacuation and closure procedures have been developed and are regularly tested. Closure of particular sections of the Gardens is also necessary from time to time, particularly during Canberra’s icy winters, when pedestrian paths become slippery.

Policies

• The Gardens will strive to ensure a safe and healthy site for staff and visitors through compliance at a minimum with relevant legislation, training, promotion of health and safety issues, hazard minimisation strategies and documentation, review and improvement, of safety procedures.

Management Actions

• A regular program of workplace and work practice inspections will continue to identify and document potential hazards for staff and visitors, and review their management.
• Hazard reduction programs will continue with particular emphasis on tree management, bushfire prevention, trip and slip and other hazards.
• Safety training and awareness programs will continue with an emphasis on safe use of equipment, hazardous chemical use, and the risk associated with ultra-violet exposure.
• Aspects of capital works and maintenance programs related to improvements to staff and visitor safety will be investigated. These may include improvements to chemical storage and disposal facilities, path maintenance and replacement, and improved lighting for after-hours activities.

9.4 Security and Law Enforcement

Aim: To protect Gardens assets and ensure awareness of, and compliance with, relevant laws associated with the Gardens.

Background

A perimeter fence provides security of Gardens assets with after-hours patrols by a commercial security firm. Buildings are fitted with secure locking and alarm systems. Visitors using non-public buildings are required to wear nametags that indicate they are authorised to use the facilities.

Gardens rangers and a number of other staff are trained to appropriate Commonwealth Law Enforcement Standards and have powers to enforce the EPBC Act and the Regulations. Members of the Australian Federal Police are ex officio wardens under the EPBC Act and the Australian Federal Police are consulted in relevant matters. Counselling and warning of people in breach of the Regulations has generally proved a successful strategy in promoting awareness of Regulations and compliance with them.

Policies

• The Gardens will maintain levels of security consistent with ensuring the protection of its assets.
• The Gardens will promote public awareness of Regulations under the EPBC Act as they pertain to the Gardens.
• Consistent with the EPBC Act and Regulations, compliance enforcement will be carried out by appropriately trained staff.

Management Actions

• In relation to compliance and enforcement, the Gardens will:

• provide information
• regulate traffic and visitor movement in the Gardens
• provide for the proper use of Gardens facilities
• take all reasonable steps to prevent illegal activities.

• Commercial security arrangements will be reviewed and improved to maintain high levels of performance.
• Building security will be reviewed and enhanced where feasible.
• Up-to-date lists of assets and portable items of value will be maintained and reviewed on an annual basis.
• Compliance and enforcement will be carried out by selected trained field staff who are appointed as wardens and rangers under the EPBC Act.

9.5 Visitor Services and Commercial Operations

Aim: To encourage the development of appropriate commercial operations which enhance the range of services available for Gardens clients, and which promote the aims and values of the Gardens.

Background

The Gardens currently provides a range of visitor services, some of which are provided by third parties under contractual arrangements with the Director of National Parks. The café, Visitor Centre shop and parking operations are currently operated by contractors. These operations contribute a high proportion of revenue generated by the Gardens.

The Gardens works with commercial partners to ensure high service levels are maintained, appropriate visitor management strategies are in place and that opportunities for cross-promotion and involvement in joint activities are available. Commercial partners are also encouraged to make financial contributions to increasing their business through improving infrastructure and in product development such as of souvenirs and publications.

Partnerships with commercial operators offer a way to enhance the range and quality of visitor services and improve visitor infrastructure at the Gardens while generating revenue to support the Gardens’ core programs. Services which may involve commercial parties include: wedding and special event management, concerts, theatre performances and horticultural advice.

A range of other commercial opportunities which are consistent with the aims of the organisation have been explored. A report titled Revenue Raising Opportunities, commissioned by the Gardens in 1996, identified key areas for development of commercial opportunities within the Gardens. The report also recommended the establishment of a foundation to assist in securing private sector support for the organisation.

Clearly, attracting private sector support for specific attractions or programs has potential to benefit the Gardens. Any such ventures will first need to be assessed as economically viable and consistent with the aims and objectives of the Gardens. Some development proposals, such as one to establish a native plant nursery at the Gardens, have met resistance from the nursery industry. In this case, the Gardens has instead encouraged the Friends of the Gardens to propagate plants as an educational and recreational activity, while generating funds to support the group.

Policies

• Commercial activities and partnerships will be pursued where they can directly contribute to the aims and objectives of the Gardens and encourage appropriate visitor use of the site.
• The ANBG will work in partnership with commercial providers to ensure high levels of customer service and to facilitate opportunities for joint activities and cross promotion.
• Where necessary and considered appropriate in accordance with this Plan the Director of National Parks may: issue permits in accordance with the EPBC Regulations; grant leases or licences; or, enter into contracts for commercial activities to be conducted for the provision of services and facilities in the Gardens.

Management Actions

• The Gardens will operate in a fair,ethical and professional manner in its commercial relationships.
• The Gardens will continue to manage contractual arrangements for the operation of a shop, cafe and parking services. Other commercial ventures and partnerships that are consistent with and/or promote the stated mission and aims of the Gardens will also be explored, and where necessary and considered appropriate in accordance with this Plan the Director of National Parks may: issue permits in accordance with the EPBC Regulations; grant leases or licences; or, enter into contracts for commercial activities to be conducted in the Gardens.
• Existing commercial operators at the Gardens may continue and will be encouraged to contribute private funding to expand and support their business ventures, improve infrastructure and develop products and publications associated with and relevant to the Gardens.
• As part of planning and financing of future programs and attractions, the Gardens will pursue appropriate commercial partnerships.

9.6 Fundraising and Sponsorship

Aim: To increase the financial support for the Gardens through activities and donations sourced from the community.

The Director of National Parks has power under the EPBC Act (s.514C(2)) to accept gifts, devises and bequests made to the Director whether on trust or otherwise, and to act as trustee of moneys or other property vested in the Director upon trust.

The Gardens has received donations, sponsorship and bequests in kind. However, philanthropic financial support for the Gardens has been relatively small.

With the development of the Friends of the Gardens, the Gardens has begun to benefit from an injection of funds from their various initiatives. In recent years the Friends have contributed money to purchase garden furniture, offer staff bursaries, support the cost of musical entertainers and support other projects within the Gardens.

Bequests of funds to the former Australian National Parks and Wildlife Service have, from time to time, enabled the Gardens to establish new facilities. The construction in 1999 of the Ducrou Pavilion on the Eucalypt lawn was made possible through a bequest.

Policies

• Donations, sponsorships, and bequests for purposes appropriate to the Gardens’ needs will be actively sought.
• Where funds are provided for a specific purpose, they will be used for that purpose or for other purposes agreed to by the donor. The Director of National Parks may refuse or dispose of inappropriate bequests.
• The Director will encourage and support the Friends of the Gardens in their attempts to raise money for the Gardens through various initiatives appropriate to a national botanical institution.

Management Actions

Fundraising

• An orderly marketing approach will be developed to raise funds for the Gardens. The Friends of the Gardens will be invited to be involved in these fund-raising efforts in whatever capacity they consider appropriate, consistent with this Plan.
• Independent advice will be sought to define the Gardens product, its position in the market place, target groups, and how best to appeal to the community and potential donors.
• Staff will be made aware of the need to embrace new sources of funding for the Gardens and will be encouraged to support the strategy.
• A communication campaign will be undertaken to effectively position and establish the Gardens’ needs publicly to convey that the Gardens is a unique entity, important to the community and worth supporting financially.
• The Gardens will seek to broaden its volunteer base to include people of standing in the community, willing to endorse and support the role of the Gardens.

Sponsorship

• The Director will seek and accept financial sponsorship for the Gardens from appropriate sources and for appropriate purposes.
• Appropriate sponsorship in kind will be encouraged, especially from the media and industries associated with horticulture, landscaping and scientific pursuits.
• Where the Gardens accepts financial or in-kind sponsorship, appropriate acknowledgment of the donor will be displayed in a manner previously agreed to by the Director and the donor.
• Professional expertise will be sought to assist in development of a sponsorship policy setting out the issues relevant to negotiating, obtaining and maintaining sponsorship and the development of sponsorship packages.

Bequests

• The Director will encourage and facilitate financial bequests for general or specific purposes, and, when requested, provide appropriate clauses to be inserted in the donor’s will.
• Financial bequests for specific purposes will be accepted only when the purpose is consistent with this Plan.
• Bequests in kind will be encouraged, such as appropriate collections for the library, the photograph collection and for herbarium specimens and equipment.
• The Director will encourage people to discuss other potential bequests in kind.
• The Gardens will develop a bequest policy document clearly setting out the issues relevant for those making bequests and the requirements for the acceptance of bequests by the Gardens.

 

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Updated 6 May, 2004 , webmaster, ANBG (anbg-info@anbg.gov.au)

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