Corporate Plan - Royal Botanic Garden Edinburgh

Corporate Plan 2010/2011 - 2014/2015

Front cover photo: John Hope Gateway (Edward Cullinan Architects) by © Matt Laver Photography, 2009.

Contents

Corporate Plan 2010/2011 - 2014/2015

1. INTRODUCTION

2

2. STRATEGY FRAMEWORK

4

3. n SCOTTISH GOVERNMENT’S NATIONAL OUTCOMES 7

4. n IMPACTS

11

5. n ACTIVITIES

23

6. n RESOURCES

33

7. n GOVERNANCE

37

8. CONCLUSION

40

9. ANNEXES

41

1

1 Introduction

1. Introduction Introduction to the Royal Botanic Garden Edinburgh At this most critical point in human history, botanic gardens have a unique potential to be part of the solution to the interconnected challenges of biodiversity loss and climate change. They contribute directly to the generation of new scientific knowledge which enables us to understand, monitor and predict the changing world around us. They gather and protect the world’s plant resources on which we and all other species depend. They build human capacity through formal and informal educational programmes. Above and beyond this, they are places that engage with people, informing and influencing them in ways that help to shape society and its response to global challenges. Unlike most research institutes, botanic gardens are open to the public and some of them are significant visitor attractions. The Royal Botanic Garden Edinburgh (RBGE) is a not for profit charity, formally constituted as a non-departmental public body (NDPB). It is sponsored by the Scottish Government’s Directorate for Rural & Environment Research and Analysis (RERAD). RERAD’s core purpose is to strive for a “Greener Scotland.” The Strategic Review Group recognises the excellence of RBGE, which is one of the major research botanical gardens in the world. It is unique among research institutes and providers funded by RERAD in the breadth of its international profile and recognition. Scotland should rightly be proud of RBGE. Specific points of commendation include: n The strong and genuine integration of horticulture, research and public display n The strong international research presence that stands alongside a strong Scottish research presence n The opening of the John Hope Gateway as a portal for engagement with the public n Scientific leadership in the development of virtual floras and the establishment of international standards for the Bar Code of Life n International research programmes that have established long-term engagement and contributed to capacity building in targeted areas, such as Chile, Nepal, and the Middle East n Significant contributions to Scottish science and in particular research on biological impacts and indicators of climate change within Scotland. This will contribute to European and global predictions/responses to climate change n Published outputs from the RBGE include high profile scientific publications, monographs with substantial longevity in their impact, and important policy reports and documents n The engagement of the RBGE at an ambassadorial level, for example with China and other countries, is to be commended and is an asset to Scotland’s international profile n The integrated development of the regional gardens (Dawyck, Logan and Benmore) and incorporation of international conservation research into their displays is substantial

2

Introduction 1

In addition to these excellent accomplishments, RBGE has much to contribute in the future. In order to assist the RBGE, the Strategic Review Group has identified a number of challenges that, if addressed effectively, would help RBGE build on past achievements and create an even stronger national and international profile. The Strategic Review Group concluded that, “with teamwork, passion, knowledge, commitment, a comprehensive range of education programmes from early to later years, and with the professional programmes integrated in an appropriate manner, the Gardens are a tremendous resource for both educational and community use. The RBGE is further developing its outreach by using web technologies to expand its geographical range. The contribution of research to all education and work in the Gardens is a unique feature of the RBGE”; we welcome this recognition. An independent assessment of the RBGE’s economic and social impact was carried out by the consultants, DTZ Debenham Tie Leung Ltd in the period August to December 2009. They concluded that the total output impact of RBGE’s operations is estimated at £23 million per annum, which is associated with £13.2 million of Gross Value Added (GVA), a government growth measure1. These calculations included an assessment of our visitor impact at £2-3M, our volunteers’ contribution at circa £1.7M and our formal education programme at £1.5-£2.5M. However, they conceded many of our key activities (biodiversity, and conservation research and collections management) can only be assessed qualitatively, meaning that much of the quantitative assessment captured in the GVA figures, can only be seen as the “tip of the iceberg”. DTZ concluded that: “It is difficult to separate out impacts of particular activities because they are all inter-related and different parts of the organisation support each other to achieve impact. Its impact in education provision and research, however, is clearly sizeable, although largely has to be stated qualitatively. The impacts have, potentially, quite profound reach in terms of major environmental, political and socioeconomic issues internationally. Overall, RBGE’s contribution to the Scottish economy is significantly more than just its direct expenditure. Through expenditure and income effects, it is able to contribute substantially more to the Scottish economy and most of the impact is on the local (Edinburgh) economy”. With our four well interpreted gardens and education programmes for every stage of life, we will use the expertise and skills of our staff, volunteers and partners to influence and change the lives of our visitors and others, and for the benefit of the planet. Our research, conservation and education programmes will increasingly focus on the role of plants in relation to the major environmental challenges of our time. This Corporate Plan has been set out in a new way that emphasises the alignment between our work and the activities of the Scottish Government. With the strong support of the Scottish Government, RBGE is a truly international and world class institution that is proud to represent Scotland around the world.

1

GVA is the additional value generated by each part of production activity and, here, is equated as output minus intermediate consumption. 3

2 Strategy Framework

2. Strategy Framework The RBGE employs our adapted version of the Balanced Scorecard (Figure 1). The purpose of our Balanced Scorecard is to translate our mission and strategy into workable objectives and measures. These objectives and their associated ‘measures of success’ are organised into four perspectives (Impacts, Activities, Resources and Governance) that suit the RBGE. It is a framework for communicating the mission and strategy internally and externally, and uses measurements to drive RBGE’s current and future success. The perspectives of the Scorecard allow a balance between both short and long term objectives, and between the ultimate impacts we desire and the contributing activities and inputs. In the RBGE’s Strategy Map (Figure 2) our objectives from the Balanced Scorecard are linked to show the cause and effect relationships between RBGE’s Impacts, Activities, Resources and Governance. These are shown to be aligned upward to contribute to the Scottish Government’s National Outcomes in order to help make Scotland a better place to live and a more prosperous and successful country. At the highest level our strategy has been to prioritise income generation over traditional botanic garden activities. This means that a significant number of gapped posts have arisen impacting on our ambitions to increase our scientific and horticultural outputs. However, in the short-term it does allow us to at least maintain the status quo during a period of considerable challenge in public sector finances. With a modest additional investment of £500,000 (see Annex B) we would secure best value from RBGE. Figure 1 RBGE Balanced Scorecard The Balanced Scorecard is the strategy framework employed by the RBGE to formulate and execute its Corporate Plan and is the basis for its performance management system.

Activities 1. Biodiversity 2. Education 3. Enterprise 4. Environmental Sustainability 5. Visitor Attraction

Scottish Government National Outcomes

Impacts 1. Discovery 2. Conservation 3. Climate Change 4. Learning 5. National Heritage 6. Improving Quality of Life 7. Promoting Scotland 8. Tourism

Corporate Plan Governance 1. Management and Control 2. Strategy 3. External Relations

4

Resources 1. People 2. Land and Buildings 3. Facilities 4. Finances

Strategy Framework 2

Figure 2 RBGE Strategy Map

Royal Botanic Garden Edinburgh

Governance

Resources

Activities

Impacts


Exploring and explaining the World of Plants for a Better Future

Sustainable Places

Healthier Lives

Research and Innovation

Employment Opportunities

Business

Discovery

National Heritage

Biodiversity

People

Management and Control

National Identity

Environment

Conservation

Climate Change

Improving Quality of Life

Education

Young People

Enterprise

Land and Buildings

Environmental Impact

Public Services

Learning

Promoting Scotland

Environmental Sustainability

Facilities

Strategy

Children

Tourism

Visitor Attraction

Finances

External Relations

5

2 Strategy Framework

The Corporate Plan By building public understanding, scientific capacity and world class research we will work to shape a better future for all and champion the importance of plants as the foundation of the biosphere. Our Mission Statement is:

“Exploring and explaining the world of plants for a better future.” The Balanced Scorecard and associated Strategy Map are the basis for the content and organisation of this Corporate Plan. It sets out the strategy for achieving RBGE’s mission and follows the structure of the Strategy Map. RBGE uses numerous performance indicators which we monitor and report on. This Plan has developed Key Performance Indicators (KPIs) and achieving these is crucial to the future success of RBGE. Critical to this Plan’s success is our ability to align RBGE’s Impacts to the National Outcomes developed by the Scottish Government. Figure 3 provides definitions for the pertinent Scottish Government National Outcomes, RBGE’s Impacts and Activities which will feature in this plan. The structure of this Corporate Plan is as follows:

n Scottish Government National Outcomes The eleven National Outcomes with which RBGE aligns itself are stated. The alignment of these National Outcomes and RBGE’s Impacts is defined with an indication (Figure 4) of the strength of RBGE’s contribution. One or more performance indicators for each National Outcome are also defined.

n Impacts RBGE’s Impacts, of which there are eight, capture the effects we have on society, and these are explained in detail. Also listed are the key partnerships RBGE has established to achieve each Impact and one or more KPIs.

n Activities RBGE’s five Activities, which represent the primary work of a research botanic garden, are shown as summaries of their individual strategies. These Activities are aligned upwards to achieve our Impacts, which in turn contributes to achieving the National Outcomes. Also listed are the key partnerships RBGE has established to deliver each Activity effectively and the associated KPIs.

n Resources The resource areas requiring investment are explained.

n Governance The way RBGE directs and controls its functions and relates to its stakeholders is explained.

6

Strategy Framework 2

Figure 3 Definitions Reference Page


Business We live in a Scotland that is the most attractive place for doing business in Europe.

Employment Opportunities We realise our full economic potential with more and better employment opportunities for our people.

Research and Innovation We are better educated, more skilled and more successful, renowned for our research and innovation. Young People Our young people are successful learners, confident individuals, effective contributors and responsible citizens.

Children Our children have the best start in life and are ready to succeed.

Healthier Lives

Sustainable Places We live in well-designed, sustainable places where we are able to access the amenities and services we need. Environment We value and enjoy our built environment and protect it and enhance it for future generations.

National Identity

We live longer, healthier lives.

We take pride in a strong, fair and inclusive national identity.

Environmental Impact We reduce the local and global environmental impact of our consumption and production. Public Services Our public services are high quality, continually improving, efficient and responsive to local people’s needs.

Impacts Discovery

Generation of new knowledge concerning plant biodiversity.

Conservation Effective conservation and restoration activities based on scientific evidence and protocols.

Climate Change Researching the impact of climate change on plants and providing policy advice and public education.

Learning Delivering lifelong learning and capacity building to meet the needs of the future.

National Heritage Development of the living, preserved and other national collections for the benefit of future generations.

Improving Quality of Life Providing access to green spaces and stimulating experiences that enable people to live a more healthy and sustainable lifestyle. Promoting Scotland Enhancing Scotland’s reputation at home and abroad. Tourism Providing four of Scotland’s leading tourist attractions.

Activities

Biodiversity Providing a centre of excellence and leading in international efforts to research and protect biodiversity.

Education Providing formal and informal education programmes to people of all ages and levels.

Enterprise Engaging in activities which secure the investment needed to grow our programmes.

Environmental Sustainability Placing sustainability at the heart of all activities and reducing our footprint.

Visitor Attraction Increasing the effectiveness of our Education and Enterprise by encouraging more visits to RBGE. 7

3 Scottish Government’s National Outcomes

3. S cottish Government’s National Outcomes The Scottish Government has a single purpose – “to create a more successful country where all of Scotland can flourish by increasing sustainable economic growth.” They set out their ambition to live in a successful Scotland: a healthy, safe, well-educated country, with a vibrant economy and opportunities for all. They want Scotland to be fair, tolerant and green. The RBGE shares these ambitions and is working to secure the investment needed to increase its contribution to eleven of the fifteen National Outcomes that describe what the Government wants to achieve. This is shown in Figure 4. The eleven Scottish Government National Outcomes with which RBGE has aligned its impact are listed together with RBGE’s Activities which underpin them. For detailed definitions visit http://www.scotland.gov.uk/About/ scotPerforms/outcomes

Business We live in a Scotland that is the most attractive place for doing business in Europe. RBGE aligned Impacts: Promoting Scotland, Tourism RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

Employment Opportunities We realise our full economic potential with more and better employment opportunities for our people. RBGE aligned Impacts: Learning, Improving Quality of life, Promoting Scotland RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

Research and Innovation We are better educated, more skilled and more successful, renowned for our research and innovation. RBGE aligned Impacts: Discovery, Conservation, Learning RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability

Young People Our young people are successful learners, confident individuals, effective contributors and responsible citizens. RBGE aligned Impacts: Learning, Improving Quality of Life RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

Children Our children have the best start in life and are ready to succeed. RBGE aligned Impacts: Learning, Improving Quality of Life, Tourism RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

Healthier Lives We live longer, healthier lives. RBGE aligned Impacts: Improving Quality of Life, Tourism RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

8

Scottish Government’s National Outcomes 3

Sustainable Places We live in well-designed, sustainable places where we are able to access the amenities and services we need. RBGE aligned Impacts: Conservation, Climate Change, Improving Quality of Life RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

Environment We value and enjoy our built environment and protect it and enhance it for future generations. RBGE aligned Impacts: Conservation, Climate Change, Learning, Improving Quality of Life, Tourism RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

National Identity We take pride in a strong, fair and inclusive national identity. RBGE aligned Impacts: Discovery, Conservation, Learning, National Heritage, Promoting Scotland RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

Environmental Impact We reduce the local and global environmental impact of our consumption and production. RBGE aligned Impacts: Conservation, Climate Change, Learning, Improving Quality of Life RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

Public Services Our public services are high quality, continually improving, efficient and responsive to local people’s needs. RBGE aligned Impacts: Improving Quality of Life RBGE aligned Activities: Biodiversity, Education, Enterprise, Environmental Sustainability, Visitor Attraction

9

3 Scottish Government’s National Outcomes

Alignment Figure 4 The Alignment of the Scottish Government National Outcomes and RBGE’s Impacts; the size of the tick represents the intensity of the link.

Scottish Government National Outcomes Business



Young People

Children

Healthier Lives

Sustainable Places

Link

✔

Promoting Scotland

✔

Tourism

✔

Learning

✔

Promoting Scotland

✔


✔

Discovery, Conservation, Learning

✔

Learning

✔


✔

Learning

✔

Improving Quality of Life, Tourism

✔

Improving Quality of Life, Tourism

✔

Climate Change

✔

Environment

National Identity

Public Services

Conservation, Improving Quality of Life

✔

Conservation, Learning

✔


✔

Climate Change, Tourism

✔ ✔


RBGE Impacts

National Heritage, Promoting Scotland Discovery, Conservation, Learning

✔

Conservation, Improving Quality of Life

✔

Climate Change

✔

Learning

✔


Major Link ✔ Moderate Link ✔ Minor Link ✔ Through this alignment we are able to demonstrate RBGE’s contribution to the National Outcomes. The relevant performance indicators are shown at Annex F.

10

Impacts 4

4. IMPACTS Our Impacts are the influences and effects of our Activities and how successfully we achieve them as perceived by our target audience. In this section, each Impact is discussed in turn and a schematic figure shows the underlying activities the Impact reflects and the Scottish National Outcomes it contributes to.

Discovery Research and Innovation


DISCOVERY Generation of new knowledge concerning plant biodiversity

Biodiversity

RBGE Impact

Enterprise

RBGE Activities

Description We will champion innovation and generate new knowledge as a centre of excellence in plant biodiversity, taxonomy, systematics, and horticulture. This work is the foundation upon which our Institution’s reputation and expertise is built. Our research is user driven and for the benefit of other bioscientists, the Government, conservationists, naturalists and the public. The Impact RBGE is Scotland’s leading international player in plant systematics and biodiversity and we contribute to the Nation’s role in global initiatives to describe the world’s plant biodiversity. We offer our expertise to Scottish and other governments for legislation, policy making and capacity building, to other research collaborators, and to lecturers and teachers. We conduct assessments of the threats to wild plants and numerous other site and conservation reports, and serve on the boards of many organisations. Our expertise in identifying plants and understanding their distributions and requirements for growth are a prerequisite to understanding the basis of the ecosystem function and habitat restoration. Our science underpins subsequent endeavours that address environmental challenges in biodiversity conservation, climate change, conservation of ecosystem services, promotion of sustainable use, habitat restoration and poverty alleviation. KPI: Total Number of Publications 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

224

178

180

182

184

186

188

11

4 Impacts Ben Dell and Makato Amano take a break during the ascent of Surma Sarovar Lekh Credit: Hiroshi Ikeda

Key Partnerships in Discovery Scottish Government’s Directorate for Rural & Environment Research and Analysis (RERAD): funds a wide range of agricultural, biological and environmental research. This is conducted primarily through its Main Research Providers (MRPs) and the RBGE. RBGE contributes to RERAD’s research strategy through engagement with the MRPs. University of Edinburgh: two scientists are jointly appointed at RBGE and the University. Chinese Academy of Sciences Kunming Institute of Botany: twinned with RBGE since 1991. Consortium of European Taxonomic Facilities (CETAF): RBGE is a founder member of this important consortium which has secured significant funding for the SYNTHESYS and EDIT programmes. Plant Working Group of the Consortium for the Barcode of Life (CBoL): is an international initiative devoted to developing DNA barcoding as a global standard for the identification of biological species. An RBGE scientist is the chair of this group. 12

RBGE has formal Memoranda of Understanding (MOUs) with: n Center for Plant Conservation, Bogor Botanic Gardens and Research Center for Biology (Indonesia) n Chinese Academy of Sciences, Kunming Institute of Botany (China) n Chinese Academy of Sciences, Beijing Institute of Botany (China) n College of Life Science, National Taiwan University (Taiwan) n Corporación Jardín Botánico Chagual de Santiago (Chile) n National Agrarian University, Lima (Peru) n The National Agriculture and Forestry Institute, Vientiane (Lao) n Nezahat Gökyi•it Botanik Bahçesi (Turkey) n Rhododendron Park and Botanic Garden Bremen (Germany) n Scottish Natural Heritage (Scotland) n Singapore Botanic Gardens, National Parks Board (Singapore)


Sustainable Places

National Identity

Environment


CONSERVATION Effective conservation and restoration activities based on scientific evidence and protocols

Biodiversity

Enterprise

Education


RBGE Impact


RBGE Activities

Description We work to deliver the objectives of the Convention on Biological Diversity (CBD) at the ecosystem, species and genetic levels through research and by developing policies and practices for protecting biodiversity and halting its loss. We educate people, both public and professional about the importance of plant conservation and the ways in which they themselves can contribute. The Impact RBGE has developed models with protocols for plant conservation and sustainable use. We have produced conservation reports for government agencies and helped develop habitat protection strategies, including conservation initiatives at a local level. We work with conservation agencies at all stages of their projects. We build capacity in Scotland and abroad for the conservation of plant biodiversity; this responds directly to the needs of users who wish to access our expertise. Much of RBGE’s conservation work directly supports the 16 targets of the Global Strategy for Plant Conservation; the KPI below relates to ‘Target 8’. 2008/2009 2009/2010 2010/2011 (Actual)

2011/2012

2012/2013

2013/2014

2014/2015

Number of Threatened Species in Ex Situ Cultivation

266

266

266

266

266

266

266

Number in Recovery Programmes

9

9

9

9

9

9

9

13

Impacts 4

Conservation

4 Impacts

Key Partnerships in Conservation 1. Scotland Scottish Natural Heritage (SNH): RBGE worked on the Scottish Plants Project in partnership with SNH from 2003-2008; the Plants and People Project (2008-2011) is our new project with SNH. Botanical Society of the British Isles (BSBI): RBGE works closely with and hosts the Scottish officer of BSBI. Loch Lomond and the Trossachs National Park: Benmore Botanic Garden is situated in and contributes to its purpose. 2. China continues to be an important international focus for the RBGE. In particular we work with the Jade Dragon Field Station & Lijiang Alpine Botanic Garden. 3. South and Central America: RBGE collaborates in Belize, Brazil, Chile, Columbia and Peru. 4. South East Asia: floristic research is carried out in Cambodia, Indonesia, Laos, Malaysia, Papua New Guinea, the Philippines, Singapore, Thailand and Vietnam. 5. Centre for Middle Eastern Plants (CMEP): this new research group has been established to build upon RBGE’s 120 years of experience working in the region, and brings together expertise to support floristic, systematic, molecular and conservation studies. 6. The Darwin Initiative: RBGE is a significant contributor to this important UK government initiative: Laos: RBGE has supported taxonomic training in Lao People’s Democratic Republic. Congo: RBGE staff train local botanists and study the floristics and ecology to support conservation of African forests. Peru: RBGE has helped document and preserve the plant diversity in Peru through two projects funded by the Darwin Initiative. Nepal: RBGE heads an international consortium of partners committed to producing the Flora of Nepal. RBGE works closely with the Nepalese Government and the Nepal Academy of Science. 7. International Conifer Conservation Programme (ICCP): combines taxonomic, conservation, genetic and horticultural research with international capacity building for conifer conservation. 8. Las Cuevas (Belize) Research Station (LCRS): the RBGE/University of Edinburgh MSc course has a two week field course in Belize. RBGE is involved in the management committee of LCRS. 9. Botanic Garden Conservation International (BGCI): RBGE is a founding member of this important body.

14

Sustainable Places



Environment

CLIMATE CHANGE Researching the impact of climate change on plants and providing policy advice and public education

Biodiversity

Education

RBGE Impact


Enterprise

Impacts 4

Climate Change

RBGE Activities

Description Climate change has been identified by the UK government as a critical factor affecting the UK environment, population and economy. RBGE studies the effects of climate change on plant life both in Scotland (e.g. lichens and snowbed plant research) and internationally. We are well placed to address these issues through our research and in our communications with the public, especially using the platform of the John Hope Gateway. The Impact We contribute towards answering how climate change interacts with other environmental drivers (e.g. habitat loss, pollution) which in turn facilitates more effective conservation strategies to mitigate the impacts of climate change. We develop conservation strategies to protect against and redress the impacts ranging from local habitat loss to global climate change. Our taxonomic information is used by ecosystem and climate change scientists and we provide advice and information to the Government. Distribution data from our collections will support wider research programmes (e.g. bioclimatic envelope climate change modelling) to do monitoring and recovery work on threatened plants in Scotland. In particular, the snow-bed monitoring is important in relation to climate change. We focus on lichen research, which is an ecologically important and a major focal theme in conservation biology. KPI: Tonnes of CO2e Produced 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

4,356

4,010

3,966

3,921

3,877

3,832

3,789

1203

1203

CO2 emissions after a replacement of the Glasshouses: Key Partnerships in Climate Change RERAD and other Main Research Providers (MRPs)

Scottish Natural Heritage (SNH): RBGE and SNH partner together on the Scottish Plants Project. Foreign and Commonwealth Office (FCO): funded a pilot project on the impact of climate change on the giant panda in China using bioclimatic envelope analysis of key bamboo species.

15

4 Impacts

Learning Employment Opportunitites


Young People Scottish Government National Outcomes

Children

Environment


LEARNING Delivering lifelong learning and capacity building to meet the needs of the future

Biodiversity

Education

Enterprise

RBGE Impact


RBGE Activities

Description Our contribution to learning reach is wide and varied. We provide professional training for botanists and horticulturists at certificate, diploma, degree, masters and PhD level. At home, our extensive range of adult education courses enhance the lives of the Scottish public through lifelong learning in gardening, art and all aspects of our natural heritage. Our schools programmes support plant and ecology topics across the National Curricula and we provide in-service training for teachers who would not otherwise be able to access plant-science teaching skills. Our international work integrates horticultural and scientific expertise, advises developing countries how to develop and manage their own botanical gardens, herbaria, conservation projects and biodiversity research and provides professional training. Throughout all of these learning themes, a major strength of RBGE is that our research, collections and staff directly contribute to our educational offer, much of which is also available to staff, allowing them to develop their skills and careers. The Impact Through our professional training, we are producing horticulturists and biodiversity scientists with skills that can address the environmental challenges of the 21st century and helps to secure a future for botany and horticulture and the many disciplines these underpin. This is particularly important in a time when there are recognised shortages of expertise required to tackle the challenges of environmental change, and the worldwide concerns over biodiversity loss and food security. In doing this we are also maximising the economic potential of our employees and students and boosting the reputation of Scotland abroad as our students move out into the international workplace. Through our schools interaction with pupils and teachers we are enthusing future generations about plants and their place in the natural world and raising the profile of environmental concerns. We are improving the professional development of teachers and the quality of education output for school children. Access to our adult education programme is widened through Individual Learning Accounts. By educating our visitors (e.g. through interpretation, events and exhibitions) we are promoting the importance of awareness about the natural world, climate change, biodiversity loss and how to contribute to conservation and sustainability. Finally, through our capacity building, we are providing those countries in which we work with competencies to understand and better use their biological resources. 16

2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

9,351

9,791

10,294

10,396

11,396

11,496

11,496

Key Partnerships in Learning University of Edinburgh (UoE): RBGE’s MSc in the Biodiversity and Taxonomy of Plants is validated by UoE who deliver some aspects of the programme. RBGE MSc students carry out a 2 week tropical field course in Belize. Scottish Agricultural College (SAC): RBGE’s Higher National Diploma (HND) and Bachelor of Science (BSc) in Horticulture with Plantsmanship are delivered in partnership with the SAC. RBGE delivers >50% of the whole programme and all the bespoke plant-based botany and horticulture modules. Edinburgh College of Art (ECA): RBGE delivers modules in arboriculture, botany and horticulture to both undergraduate and postgraduate ECA Landscape Architecture students. RBGE partners ECA in the delivery of a postgraduate Masters programme in Art, Space and Nature. Botanic Gardens Education Network (BGEN): RBGE is an extremely active member of this group, which develops and promotes education within UK gardens. RBGE is hosting the 2010 BGEN conference. The Grow Initiative: RBGE is chair of this initiative to promote horticulture as a career across the UK. Eden Project, Cornwall: the Eden Project collaborates on the development and delivery of the RBGE Certificate in Practical Horticulture. Gatsby Foundation: RBGE leads the field identification section of the Gatsby Foundation ‘Plant Science Summer School’ at Leeds University. Royal Horticultural Society (RHS): RBGE delivers the RHS (level 2) Certificate in Horticulture. We are also in discussions with the RHS, with a view to RBGE being the lead Scottish partner in the RHS Gardening for Schools programme.

MSc Students

17

Impacts 4

KPI: Total Number of Participants on Courses

4 Impacts

National Heritage National Identity


NATIONAL HERITAGE Development of the living, preserved and other national collections for the benefit of future generations

Biodiversity

Enterprise


RBGE Impact

Visitor Attraction

RBGE Activities

Description The living, herbarium and archive/library collections cared for by RBGE represent a unique component of Scotland’s National Heritage, and thus RBGE is designated a National Collection by statute, as an example, research on the history of the Indian herbarium specimens and related botanical drawings has added new layers of meaning to material previously considered only from a scientific perspective, enriching Scotland’s cultural heritage. This has led to several major publications and exhibitions at Inverleith House. The herbarium and archive/library collections comprise preserved plants, botanical books, art, correspondence and photographs (a significant proportion of which are of exceptional rarity). In addition, RBGE holds in trust for the Nation several important listed buildings set in beautiful landscapes which we aim to maintain to the highest standards. All four gardens are listed as ‘Outstanding’ works of art and for horticultural interest in the Inventory of Gardens and Designed Landscapes in Scotland, published by the Countryside Commission for Scotland and the Historic Buildings and Monuments Directorate, Scottish Development Department. The Impact From a living collections perspective, these four outstandingly curated gardens also provide a safe haven for many species of plants, birds, and animals which constitute our biodiversity. From the herbarium and library/archive perspective, these collections are a unique source in Scottish terms and rank amongst the top ten international collections of their type. Due to their worldwide range, national and international research scientists come to identify all plant species and study biodiversity issues. Our excellent estate complements our international reputation for our research activities. KPI: Number of Collections and Percentage Online 2008/2009 2009/2010 2010/2011 (Actual)

2011/2012

2012/2013

2013/2014

2014/2015

Number of Accessions in the Living Collection (% online)

33,985 (100% online)

34,200 (100% online)

34,400 (100% online)

34,600 (100% online)

34,800 (100% online)

35,000 (100% online)

35,200 (100% online)

Number of Specimens in Herbarium (% online)

3,000,000 (10.1% online)

3,010,000 (10.0% online)

3,020,000 (13.2% online)

3,030,000 (13.5% online)

3,040,000 (13.8% online)

3,050,000 (14.1% online)

3,060,000 (14.5% online)

18

Impacts 4

Key Partnerships in National Heritage National Collections Institutes: RBGE works closely with Scotland’s other National Collections e.g National Museums of Scotland, National Galleries of Scotland and National Library of Scotland. The National Association of Decorative and Fine Arts Societies (NADFAS): heritage volunteers carry out cleaning of the Library’s important and rare books. Royal Commission on the Ancient and Historical Monuments of Scotland (RCAHMS): RBGE, through its education department, is now collaborating with RCAHMS on historic garden research projects.

Improving Quality of Life Employment Opportunitites

Young People

Sustainable Places

Healthier Lives

Children

Environment


Public Services

IMPROVING QUALITY OF LIFE Providing access to green spaces and stimulating experiences that enable people to live a more healthy and sustainable lifestyle

Biodiversity

Education

Enterprise



RBGE Impact

Visitor Attraction

RBGE Activities

Description RBGE makes a major contribution to the quality of life in Scotland. Our public offer provides people with the opportunity to enjoy plants, “green spaces”, art, exhibitions, and beauty. Our gardens are of special interest to gardeners seeking horticultural ideas and information. We deliver volunteer programmes in many areas of the Garden e.g scientific research associates, garden guides, Nursery Supported Volunteer Programmes (a type of “horticultural therapy”). The Impact Our gardens provide the opportunity to enjoy fresh air and nature and to escape from the pressures of modern life, which is conducive to improved health and therefore a sustainable lifestyle. Through our educational messages, we are teaching visitors how to live a less environmentally damaging lifestyle. We help our staff live healthier lives through active management of our Healthy Working Lives and Investors in People programmes. KPI: Numbers of Visits to the Four Gardens 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

610,313

687,500

773,000

803,000

817,000

833,000

843,000

19

4 Impacts

KPI: Number of Volunteers 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

200

200

220

235

250

265

270

Key Partnerships in Improving Quality of Life Volunteering: we provide the opportunity for a variety of people with different interests to contribute to the work of RBGE. Columcille Centre: RBGE and the Columcille Centre are working to provide adults with learning difficulties the opportunity to volunteer and gain work experience around the Edinburgh Garden. Redhall Walled Garden: RBGE and the Redhall Walled Garden are working to offer a supportive working environment at the Edinburgh Garden for people recovering from mental health problems. RBGE’s education department offer free places to Redhall on the RBGE Certificate in Practical Horticulture Programme.

Promoting Scotland Employment Opportunities

Business

National Identity


PROMOTING SCOTLAND Enhancing Scotland’s reputation at home and abroad

Biodiversity

Education

RBGE Impact

Visitor Attraction

Enterprise

RBGE Activities

Description As a consequence of the recognised excellence in our primary activities we are one of the most international organisations in Scotland. Our reputation at home and abroad allows us to build relations with scientific, conservation and other governmental bodies in more than 40 countries in which we operate. Our expertise is sought from across the world from China to Chile. RBGE’s has important international focus in emerging economies e.g. China, Brazil, Afghanistan, Mexico and in the Arabian Peninsula. The Impact These international activities assist with promoting Scotland as a nation to visit, learn from and do business with. Thus, we are ‘Ambassadors for Scotland’. An enhanced Scottish diplomacy and reputation in turn creates benefits for the Scottish Government and its people. KPI: Number of Countries with which RBGE has Strong Relationships 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

40

41

41

42

43

43

44

20

Impacts 4

Key Partnerships in Promoting Scotland Scottish Government: RBGE has contributed to the development of the Scottish Government’s International Policies, especially for China and has been the launch venue for international festivals and celebrations focusing on China (2008) and Japan (2009). Foreign and Commonwealth Office (FCO)

Tourism Business

Healthier Lives

Children

TOURISM Providing four of Scotland’s leading tourist attractions

Enterprise


RBGE Impact


Visitor Attraction

RBGE Activities

Description We are committed to maintaining the excellence of our four gardens, improving visitor interpretation and providing a quality visitor experience. Our gardens attract visits from local residents, national and international tourists and those who access our web site. Uniquely in Scotland, RBGE offers visitor access to a research institute holding National Collections. We aim to broaden our outreach to a more representative profile of society to put across our message on biodiversity and climate change issues. RBGE itself benefits from the generation of significant income from our visitors. The Impact Apart from allowing us to deliver our educational messages and provide a place of peace and tranquillity, these sites are significant and important attractions within Scotland which benefits local businesses and the Scottish Economy. Revenues derived from visitor spending in the four gardens are an important part of our Enterprise Strategy. KPI: Visit Scotland Star Rating 2008/2009 2009/2010 2010/2011 (Actual)

2011/2012

2012/2013

2013/2014

2014/2015

Edinburgh

4*

4*

4*

5*

5*

5*

5*

Benmore

4*

4*

4*

4*

4*

5*

5*

Dawyck

5*

5*

5*

5*

5*

5*

5*

Logan

4*

4*

4*

4*

4*

4*

5*

21

4 Impacts

Key Partnerships in Tourism Scottish Enterprise Edinburgh and Lothian (SEEL): works to increase strategic partnerships in the tourism sector in order to increase visitors. Scottish Arts Council: RBGE is a Flexibly Funded Client Organisation which receives funding to support the provision of a widely recognised arts programme of exhibitions. Glorious Gardens of Argyll and Bute: a marketing coalition. Unique Venues of Edinburgh: RBGE is a member of this “one stop shop” online service for finding the finest venues in Edinburgh and the Lothians.

RBGE’s Edinburgh, Benmore, Dawyck and Logan Botanic Gardens

22

Activities 5

5. ACTIVITIES Our Activities is the work carried out to support the strategic objectives which are carried out in the operational Divisions of Horticulture, Science and Corporate Services. At RBGE, we have five principal Activities: “Biodiversity,” “Visitor Attraction,” “Education,” “Enterprise,” and “Environmental Sustainability,” each of which has a specific strategy and associated KPIs.

Biodiversity Discovery

Conservation

Climate Change RBGE Impacts

National Heritage

Learning


BIODIVERSITY Providing a centre of excellence and leading in international efforts to research and protect biodiversity

Promoting Scotland

RBGE Activities

In an era of unprecedented environmental change where more than a third of all plants are threatened with extinction, RBGE has an important opportunity in Scotland to respond to the emphasis on biodiversity in statutory programmes and legislation which has followed from the introduction of the Convention on Biological Diversity (CBD). The CBD has highlighted to the world’s governments the fundamental importance of taxonomy and systematic biology as key sciences underpinning conservation and sustainable development and given rise to work programmes including the Global Strategy for Plant Conservation, Biodiversity Action Plans and the Global Taxonomy Initiative. The Scottish Government’s Science Strategy as developed by RERAD’s Research Strategy Review Group and adopted by the Chief Scientific Advisor is also a key policy driver for RBGE. RBGE is actively engaged with RERAD in the development of its 2011-2016 Strategic Plans for Research and for National Capability. The focus of RBGE’s scientific endeavour is: n Understanding our planet – contributing to the complete inventory of plant species on earth and understanding their evolution n Using this knowledge to contribute to the global environmental challenges of biodiversity loss, climate change, sustainable use and ecosystem services RBGE contributes to National Capability through its cohort of taxonomic expertise in plants and fungi, the rich living and preserved collections and the extensive datasets of plant information. We aspire to develop these National Capabilities in response to recommendations by House of Lords Scientific and Technical Committee ‘Systematics and Taxonomy: Follow-up’ (2008), particularly in biodiversity informatics, digitisation of collections, accessibility of collections, DNA barcoding initiatives and securing our living collections, together with enhancing the taxonomic capability in the priority area of cryptogamic plants and fungi.

23

5 Activities

In the future, we will participate in, and actively lead international efforts to protect biodiversity through increasing our research and applying it to in-situ and ex-situ conservation projects where appropriate. Our strategic goal is to deliver world-class biodiversity research that: n Provides baseline taxonomic and other botanical data as a foundation science n Investigates the evolutionary processes that have given rise to the world’s botanical diversity n Conserves plant biodiversity in the face of global environmental change and mass extinction n Maintains and enhances our internationally important living, preserved and associated collections n Is communicated to society in order to engage with the public and to educate and advise on environmental issues KPIs for Biodiversity: KPI: Total Number of Publications 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

224

178

180

182

184

186

188

KPI: Value of Research Grants Awarded 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

£552,989

£600,000

£600,000

£600,000

£600,000

£600,000

£600,000

KPI: Total Number of Collections and Percentage Online 2008/2009 2009/2010 2010/2011 (Actual)

2011/2012

2012/2013

2013/2014

2014/2015

Number of Accessions in the Living Collection (% online)

33,985 (100% online)

34,200 (100% online)

34,400 (100% online)

34,600 (100% online)

34,800 (100% online)

35,000 (100% online)

35,200 (100% online)

Number of Specimens in Herbarium (% online)

3,000,000 (10.1% online)

3,010,000 (10.0% online)

3,020,000 (13.2% online)

3,030,000 (13.5% online)

3,040,000 (13.8% online)

3,050,000 (14.1% online)

3,060,000 (14.5% online)

24

Activities 5 An RBGE scientist recording data from a herbarium specimen

Key Partnerships in Biodiversity The Convention on Biological Diversity (CBD): through the Convention, RBGE contributes to the national Biodiversity Strategy and Action Plans and to specific work programmes such as the Global Strategy for Plant Conservation. Global Strategy for Plant Convention (GSPC): RBGE contributed to the drafting and adoption of this strategy under the CBD. Global Partnership for Plant Convention (GPP): as a full member of the GPP, RBGE has contributed to the revision of GSPC targets to 2020. Botanic Garden Conservation International (BGCI): RBGE is a Patron garden, is represented on the Board and Chairs the International Advisory Committee. UK Biodiversity Research Advisory Group: RBGE is represented on the Group. UK Global Biodiversity Sub-Group of Global Environmental Change Committee: RBGE is represented on the Group. Scottish Biodiversity Committee: RBGE is represented on the Committee and plays an active role in the wider Scottish Biodiversity Forum. European Botanic Garden Consortium University of Edinburgh University of Glasgow Scottish Natural Heritage (SNH) 25

5 Activities

Education Climate Change

Conservation

Learning RBGE Impacts


Promoting Scotland

EDUCATION Providing formal and informal education programmes to people of all ages and levels

RBGE Activities

RBGE is committed to lifelong learning and international development through practical training and theory. We provide a diverse range of both formal and informal education programmes for people of all ages and at all learner levels: from primary and secondary school to undergraduate (HND and BSc), and postgraduate (MSc and PhD) levels. We provide this training in-house to our own students and through outreach at schools, colleges and universities. Our adult education courses cater to everyone from the interested amateur to career changers. RBGE botanists and horticulturists play a major role across much of our teaching, enhancing the work of core teaching staff who are themselves experts in their fields. This level of knowledge and experience, as well as use of world-class collections is something students seldom access in colleges and universities. Learning at a professional institution as opposed to a school, college or university campus is a huge strength of RBGE’s education programmes. In the future, we will continue to develop our education programme to teach courses on plant sciences, horticulture, biodiversity and conservation, and to a wide range of learner levels. KPIs for Education: KPI: Number of Learners by Level 2008/2009 2009/2010 2010/2011 (Actual)

2011/2012

2012/2013

2013/2014

2014/2015

School Children

7863

8500

9000

9000

10000

10000

10000

HND

43

40

40

40

40

40

40

BSc

17

15

18

20

20

20

20

MSc

12

16

16

16

16

16

16

PhD

20

20

20

20

20

20

20

Adult Education Participants

1396

1200

1200

1300

1300

1400

1400

Total Number of Participants on Courses

9,351

9,791

10,294

10,396

11,396

11,496

11,496

26

Scottish Government Directorate for Schools: RBGE Contributes to the national curriculum on plant sciences. Universities and Colleges: RBGE hosts PhD students from a variety of universities. We also contribute to the plant science element in degrees. We hope to expand upon this and do further teaching, especially with those universities in the local area.

University of Edinburgh n Offers an MSc (Postgraduate Diploma) in the Biodiversity and Taxonomy of Plants and is the awarding body.

University of Glasgow n Awards the HND/BSc (Hons) in Horticulture with Plantmanship. Scottish Agricultural College (SAC): The HND and BSc (Hons) in Horticulture with Plantmanship is jointly offered with the SAC. Gatsby Plant Science Summer School, Leeds University: RBGE leads on the plant identification and taxonomy teaching element. Edinburgh College of Art: RBGE provides a formal teaching component of undergraduate and postgraduate Landscape Architecture courses and helped create the Art, Space & Nature postgraduate course. Royal Horticultural Society: RBGE delivers the Royal Horticultural Society Level 2 Certificate in Horticulture. RBGE is a recognised exam centre for Levels 2 and 3 of RHS programmes. Scottish Schools Equipment Research Centre (SSERC): RBGE works with SSERC to deliver training for teachers.

An RBGE scientist engages and expands young minds

27

Activities 5

Key Partnerships in Education

5 Activities

Enterprise Discovery

Climate Change

Conservation


National Heritage


Promoting Scotland

Tourism

ENTERPRISE Engaging in activities which secure the investment needed to grow our programmes

RBGE Activities

Income generation is vital to supporting all of our Activities and therefore is essential for RBGE to continue and grow its impacts. As a not-for-profit charity, the amount we can raise adds directly to the funding we can attract from the Scottish Government and all other sources. RBGE intends to secure sufficient funds from our commercial and fundraising ventures wherever possible. RBGE fundraises for specific projects and much of this is built upon the success of our membership activities. Research grants we receive are used to support our biodiversity research efforts. Our commercial revenue is generated from retail, catering, venue hire and new business activity (including consultancy) at all four of RBGE’s gardens and worldwide. This is handled by our wholly owned subsidiary company: The Botanics Trading Company Ltd (BTC). KPIs for Enterprise: KPI: Enterprise Total (non-Grant-In-Aid Income) 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

£1,483,000

£1,674,000

£1,666,000

£1,621,000

£1,662,000

£1,688,000

£1,719,000

The Gateway Shop

28

Scottish Parliament Business Exchange: RBGE is a member of this body and currently provides a board member. Chamber of Commerce: RBGE is a member of a network of businesses working together to further the interests of themselves and each other. Unique Venues of Edinburgh: RBGE is a member of this “one stop shop” online service for finding the finest venues in Edinburgh and the Lothians. Retail The Benmore Shop (Benmore) is franchised to Helen and Gavin Dick. Catering The Gateway Restaurant, Terrace Café, Caledonian Hall and East Gate Lodge is franchised to Prestige Scotland Ltd. The Dawyck Café (Dawyck) is franchised to Penny Bun Baking. The Benmore Café (Benmore) is franchised to Helen and Gavin Dick. The Salad Bar (Logan) is franchised to Caroline Torrance.

The Gateway Restaurant © Matt Laver Photography, 2009

29

Activities 5

Key Partnerships in Enterprise

5 Activities

Environmental Sustainability Conservation

Climate Change


National Heritage


Tourism

ENVIRONMENTAL SUSTAINABILITY Placing sustainability at the heart of all activities and reducing our footprint

RBGE Activities

RBGE aims to place the principles of sustainability at the heart of all its activities. These principles will embrace the fundamental role of plants to a sustainable planet, the protection and enhancement of the natural and cultural heritage, and the recognition and understanding of the effects of climate change. We must urgently work together towards reducing our carbon footprint which is inappropriately high, largely because of outdated glasshouse infrastructure, including our fossil fuel boilers. Not only are the Glasshouses unacceptable in terms of their greenhouse gas emissions, their operational cost rises (ahead of inflation) with energy costs. In the future, we will continually improve our sustainability performance through a cycle of internal audit and review, and with effective communication. We already have an Environmental Policy, Sustainability Policy, Environmental Management System (EMS) and five environmental subcommittees. We started in 2009/10 and during 2010/11 we will be working towards IS0 14001, the environmental standard for institutions such as RBGE. We are participating in the ‘Carbon Management-lite’ Programme run by the Carbon Trust to measure and establish ways to reduce our carbon emissions. We will also work with the ‘eMART’ environmental monitoring and recording tool used by NHS Scotland. Our environmental policy will be implemented to full effect. We aim to achieve this by acting in such ways which: n Minimises our consumption of natural resources and promotes sustainable design and construction n Minimises our environmental impact and contributes towards climate change adaption strategies and contributing to biodiversity conservation n Communicates science to the public to inspire a sustainable society n Supports sustainable businesses and sustainable tourism

30

KPI: Tonnes of CO2e Produced 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

4,356

4,010

3,966

3,921

3,877

3,832

3,789

1203

1203

CO2 emissions after a replacement of the Glasshouses:

Key Partnerships in Environmental Sustainability Scottish Government Carbon Trust: advising on energy consumption. National Capital: assisting RBGE in working towards ISO 14001.

Edinburgh glasshouses

31

Activities 5

KPIs for Environmental Sustainability: RBGE is currently faced with a continuing high level of CO2 emissions unless we are able to secure support for the Glasshouse Project as part of our Master Plan. This could be completed by 2014 with the effect of reducing our CO2 emissions by 70% – a significant contribution to the Scottish Government’s plans for a low carbon economy. The two scenarios are shown below.

5 Activities

Visitor Attraction National Heritage


Promoting Scotland

Tourism

RBGE Impacts

VISITOR ATTRACTION Increasing the effectiveness of our Education and Enterprise by encouraging more visits to RBGE

RBGE Activities

The RBGE is one of Scotland’s major attractions with some 800,000 visitors to its four gardens. Our strategy is to achieve a 5 star visitor rating at all our sites, attract new visitors and encourage repeat visits. KPIs for Visitor Attraction: KPI: Visit Scotland Star Rating 2008/2009 2009/2010 2010/2011 (Actual)

2011/2012

2012/2013

2013/2014

2014/2015

Edinburgh

4*

4*

4*

5*

5*

5*

5*

Benmore

4*

4*

4*

4*

4*

5*

5*

Dawyck

5*

5*

5*

5*

5*

5*

5*

Logan

4*

4*

4*

4*

4*

4*

5*

2011/2012

2012/2013

2013/2014

2014/2015

KPI: Number of Visits 2008/2009 2009/2010 2010/2011 (Actual) Edinburgh

504,924

575,000

660,000

690,000

704,000

720,000

730,000

Dawyck

31,496

35,500

36,000

36,000

36,000

36,000

36,000

Benmore

51,864

52,500

52,000

52,000

52,000

52,000

52,000

Logan

22,029

24,500

25,000

25,000

25,000

25,000

25,000

Total

610,313

687,500

773,000

803,000

817,000

833,000

843,000

KPI: Rating of Overall Satisfaction of Visit 2008/2009 (Actual)

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

75%

75%

76%

77%

78%

79%

80%

Activities during the Edinburgh International Festival

32

Resources 6

6. RESOURCES The Resources we use in support of our Activities are our people, land and buildings, facilities and finances.

People People are our key resource, providing our capacity to make a real difference through successful delivery of our Activities. We depend on their specialist skills, commitment, and passion for their work which allows us to make progress towards achieving our objectives. An important component of our people are the volunteers who give their time freely and willingly engage with our work and our visitors. The table at the appendix to Annex D shows our Staffing Plan. See Annex D for our People Strategy.

Land and Buildings The RBGE is dependent on its land and buildings to fulfil its functions. Land, which extends to 116 hectares across 4 sites, provides the rich and natural beauty that is our signature as a world class leading botanic garden. We also have custody of buildings of significant architectural interest and these are listed in Figure 5. In addition, our more functional buildings provide the necessary working accommodation for our staff in each of our divisions. Iconic buildings at the gardens include the Edinburgh Glasshouses, the John Hope Gateway and the recently restored Benmore Fernery. Listed Buildings RBGE buildings are assigned to one of three categories according to their relative importance. All listed buildings receive equal legal protection, and protection applies equally to the interior and exterior of all listed buildings regardless of category.

Inverleith House

33

6 Resources

Categories of Listed Buildings: Category A: buildings of national or international importance, either architectural or historic, or fine little-altered examples of some particular period, style or building type Category B: buildings of regional or more than local importance, or major examples of some particular period, style or building type which may have been altered Category C(S): buildings of local importance, lesser examples of any period, style, or building type, as originally constructed or moderately altered; and simple traditional buildings which group well with others in categories A and B Figure 5 Listed Buildings belonging to RBGE

Garden

Benmore

Logan

Edinburgh

Element

Date Listed

Category

Golden Gates

19th June 1992

A

North Lodge (including gates and railings)

2nd October 1984

B

Fernery

19th June 1992

B

Walled Garden (including Garden house, gates and fountain)

19th June 1992

B

Footbridge

4th May 2006

C(S)

Cottages

4th May 2006

C(S)

Old Castle of Balzieland

20th July 1972

B

Head Gardener’s Cottage

4th June 2003

C(S)

Boundary walls, railings and gates

4th June 2003

C(S)

Caledonian Hall

4th June 2003

B

Inverleith House

14th December 1970

B

Laboratories, lecture hall, classrooms and offices

4th June 2003

B

1967 Greenhouse

4th June 2003

A

Memorial to Carl Linnaeus

14th December 1970

A

Large Palm House

14th December 1970

A

Condition of Buildings The RBGE aims for all its buildings to be classified as Condition B according to the Royal Institution of Chartered Surveyors’ classification of buildings. Sixty-seven percent of our buildings achieve this criterion; however 33% are classified as Condition C which emphasises the considerable amount of building replacement required at our Edinburgh site.

34

Resources 6

Royal Institution of Chartered Surveyors’ Classification of Buildings: Condition A:

as new

Condition B:

sound, operationally safe, exhibiting only minor deterioration

Condition C:

operational, but major repair or replacement needed soon

Condition D:

inoperable or serious risk of failure or breakdown.

Figure 6 Conditions of Buildings at RBGE

Edinburgh 10% Dawyck 2% Edinburgh 33% Edinburgh 10% Benmore 8% Logan 4% Dawyck 1% Total: 28,818 m²

Condition A

Condition B

Condition C

The Benmore Fernery

35

6 Resources

Facilities Our facilities act as the enablers at RBGE and allow us to support our Activities. The preserved collections (books, archives and herbarium etc) are unique and internationally important, and underpin the scientific work we do. Herbarium The Herbarium has a collection of circa three million specimens representing half to two thirds of the world’s flora. It is considered a leading botanical collection and is available to external researchers. Glasshouses The Edinburgh display and research Glasshouses exist for research, quarantine, propagation, education and attracting visitors. Since over 80% of the world’s flora occurs in warm temperate and tropical parts of the world, the Glasshouses offer the environments that many plants require. Science Laboratories The scientific laboratories provide a facility for the generation of molecular and microscopy data to support RBGE research and training of staff and students. ICT Upgraded visual technologies will provide up-to-date communication in meeting rooms. We will improve our connectivity over the next five years via increased internet speeds, Wi-Fi access to all four gardens and access to RBGE databases from anywhere in the world will be of particular benefit to our field working staff. Library The Library provides staff, students, visiting researchers, external students and the public with access to plant science literature and related subjects. RBGE Historic Archives are also managed within the sphere of the Library. Plant and Equipment RBGE is required to maintain equipment levels e.g tractors, computers and climate and Support Services change systems. Support services include Rangers, reception and the post room.

Finances Critical to the successful execution of our strategy is securing sufficient financial investment. We obtain such resources from Scottish Government (Grant-In-Aid), commercial and development activity, research grants, consultancy and the sales of publications. A sensitivity analysis of +5% and -5% of Grant-In-Aid is shown in Annex B. Figure 7 RBGE Income

(Actual) 2009/2010 2010/2011 2008/2009

2011/2012

2012/2013

2013/2014

2014/2015

GIARevenue

8,512,000

8,767,000

9,021,000

8,741,000

8,540,000

8,344,000

8,427,000

GIA- Capital

900,000

700,000

700,000

700,000

700,000

700,000

700,000

Self Generated Income

1,256,000

1,426,000

1,327,000

1,217,000

1,217,000

1,217,000

1,217,000

36

Corporate Governance is the system by which RBGE directs and controls its Activities through its strategy and performance management system and how it relates to its stakeholders.

Management and Control This is the set of responsibilities and practices exercised by the Board and Executive Management with the goal of providing strategic direction, ascertaining that risks are managed appropriately and verifying that the organisation’s resources are used responsibly. The RBGE complies with the management statement, financial memorandum and ministerial priorities agreed with RERAD. This is overseen by the Board of Trustees, Senior Management Group and the use of a Performance Management System. RBGE Risk Register: The RBGE bi-annually reviews and updates its risk register which is used to identify, analyse and manage our risks. The Board and key members of staff will determine the likelihood of the risk occurring and the impact it is perceived to have. Controls are established and the likelihood and impact are assessed again. The Audit Committee and the Board of Trustees regularly review these risks.

Trustees and senior management visiting Logan Botanic Garden

37

Governance 7

7. GOVERNANCE

7 Governance

38

Governance 7

Strategy The RBGE Corporate Plan represents the Garden’s overall strategy for the next 5 years. It has been developed by the Senior Management Group and the Board of Trustees and is approved by Scottish Ministers. Successful execution will depend on securing sufficient resources to deliver our objectives.

External Relations The RBGE manages its communications with the public and other stakeholders through its senior staff. We work proactively with UK and international press, provide a range of marketing material and, where appropriate, address internal and external groups as part of this process.

Professor Stephen Blackmore FRSE at the Scottish launch of the International Year of Biodiversity in the John Hope Gateway

39

8 Conclusion

8. CONCLUSION Building on work in recent years to implement the Balanced Scorecard at RBGE, this Corporate Plan marks a significant change to the format and analysis of our objectives in that it sets out to align them directly with the Scottish Government’s strategic goals. The Board of Trustees and Senior Management feel that this has been a very valuable exercise both in demonstrating what the RBGE has to offer and in documenting the diversity of the Garden’s contribution to society. As the Corporate Plan shows, the RBGE can make a contribution to the successful delivery of eleven of the National Outcomes. During 2009, external reviews have recognised the remarkable financial efficiency (KPMG Review of Finances) of RBGE, the high value of the economic and social benefits it provides (DTZ Review of Economic and Social Benefits) and the international excellence represented by its science, conservation and education (Strategic Review). We welcome this independent recognition of our recent achievements which encourages us to continue to strive for improvement across all areas of our work. The RBGE enjoys a positive and constructive working relationship with its sponsor department, RERAD, and is pleased that it can also contribute to the strategies and objectives of other parts of the Scottish Government. We are fully aware of the impact of the global economic situation and the challenges facing public sector funding. Despite these challenges the RBGE is confident of making an even greater and better aligned contribution in support of the Scottish Government’s main purposes. This leads us to place considerable emphasis on generating new resources through our own efforts and investing in ways that enhance our capacity to attract financial support for the RBGE. In the past year, we prioritised income generation and the early indicators are that this strategy is succeeding. This plan reflects our ambitions for our enterprise initiative to provide the necessary resources to sustain our science and horticultural impacts at their recent historical levels. If the Scottish Government was able to invest an additional 5% (£500,000) then RBGE can deliver even more as the recent DTZ and Strategic Review Group reports suggest. I am confident that with the outstanding commitment and dedication of our staff and volunteers we will continue to thrive and make a significant and valued contribution for the people of Scotland.

Professor Stephen Blackmore FRSE Regius Keeper

40

Annexes 9

9. ANNEXES These Annexes contain the plans for:

Annex A: Financial Summary Annex B: Sensitivity Analysis Annex C: Major Capital Development Plan Annex D: People Strategy Annex E: Efficiency Plan Annex F: P erformance Indicators for Scottish Government National Outcomes

41

9 Annexes

Annex A: Financial Summary Total Resource

2008/09 Budget

2008/09 Actual

2009/10 Forecast

2009/10 Budget

2010/11 Budget

2011/12 Budget

2012/13 Budget

2013/14 Budget

2014/15 Budget

Reserves Opening Balance

517

517

-110

-110

15

337

344

46

-568

Movement in Year

-33

-627

125

220

322

6

-298

-614

-649

Reserves Closing Balance

484

-110

15

110

337

344

46

-568

-1,217

Revenue Budget 2008/09

2008/09 Budget

2009/10 Actual

2009/10 Forecast

2010/11 Budget

2011/12 Budget

2012/13 Budget

2013/14 Budget

2014/15 Budget

Footnote Number

Budget

Operating Income: Grant in Aid 8,512 8,512 8,831 8,767 9,021 8,741 8,540 8,344 8,427 1 Other income 1,199 1,256 1,434 1,426 1,327 1,217 1,217 1,217 1,217 2 Total Income

9,711

9,768

10,265

10,193

10,348

9,958

9,757

9,561

9,644

Expenditure: Salaries 7,006 6,882 7,225 7,053 7,155 7,155 7,298 7,444 7,593 3 Other expenditure 2,705 2,956 3,142 3,140 3,193 3,193 3,193 3,193 3,193 4 Total Expenditure

9,711

9,838

10,367

10,193

10,348

10,348

10,491

10,637

10,786

Surplus/Deficit for the year 0 -70 -102 0 0 -390 -734 -1,076 -1,142 Botanics 2008/09 Trading Budget Company Budget

2008/09 Actual

2009/10 Forecast

2009/10 Budget

2010/11 Budget

2011/12 Budget

2012/13 Budget

2013/14 Budget

2014/15 Budget

Retail Profit 15 -31 15 67 52 58 66 65 62 Catering and Venue Hire 175 139 209 223 268 304 319 329 340 Other Commercial Income 0 0 0 9 30 35 35 35 40 Commercial Costs 70 59 96 48 51 51 52 52 53 Retail and Catering Profit 120 49 128 251 299 346 368 377 389 5 CMEP Consultancy Profit -69 -69 1 26 45 63 82 6 Profit 120 49 59 182 300 372 413 440 471 Board 2008/09 2008/09 2009/10 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Reserve Budget Actual Forecast Budget Budget Budget Budget Budget Budget Budget Income Donations East and West Gates 20 22 23 22 22 25 25 25 25 Interest on BTC loan 8 3 8 8 7 7 7 6 6 Bank interest on Term deposit 33 15 0 0 0 0 0 0 0 BTC profit 120 49 59 182 300 372 413 440 471 Oman projects and Scientific Pubns 25 138 98 36 10 0 0 0 0 Total income 206 227 188 248 339 404 445 471 502 Expenditure Transfer to revenue budget 52 0 0 0 0 0 0 0 0 MSc bursary 1 1 1 1 0 0 0 0 0 Plant Mounters 32 28 4 0 0 0 0 0 0 Public Liability insurance 8 4 8 8 8 8 9 9 9 U of E joint lectureship 19 10 19 19 9 0 0 0 0 Jade Dragon Field Station 50 50 0 0 0 0 0 0 0 Other 5 6 6 0 0 0 0 0 0 Oman Projects 22 109 38 0 0 0 0 0 0 Dawyck 50 30 0 0 0 0 0 0 0 Provision for KSF administration 0 546 -116 0 0 0 0 0 0 7 Total expenditure 239 784 -40 28 17 8 9 9 9 Surplus/Deficit for the year -33 -557 227 220 322 396 436 462 493 Scottish Government Assumptions 1 Grant in Aid for 10/11 assumed 2.9% increase. Thereafter assumptions based on Scottish Government budget forecast: 3.1% reduction in 11/12, 2.3% reduction in 12/13 and 13/14 and 1% increase in 14/15 2 Income would be signifcantly greater if charging at the Edinburgh Garden were permitted. 3 Salary assumes continuation of gapped posts and 3% increase in 10/11, 0% in 11/12 and 2% in each of the subsequent years. RBGE Assumptions 4 Other (non salary) expenditure assumes 2.8% increase in 10/11 and assumed to be kept level thereafter. Given inflation, anticipated council tax and utility increases this will be mean selective reduction of expenditure in other areas.

42

5 Botanics Trading Company based on forecast visitor numbers as detailed in the Corporate Plan: 6 Start up costs of £69k for the Centre for Middle Eastern Plants (CMEP) for 09/10 are supported by RBGE. 7 The Joint Administrators’ Report dated 30 October 2009 estimates that total returns will be at least 60p in the £ resulting in at least £116k of a reduction on the £546k provision for RBGE.

Total Resource 2008/09 2008/09 2009/10 2009/10 Budget Actual Forecast Budget

A 2010/11 Budget

B 2010/11 Budget

C 2010/11 Budget

Footnote Number

Reserves Opening Balance 517 517 -110 -110 15 15 15 Movement in Year -33 -627 125 220 322 322 322 Reserves Closing Balance 484 -110 15 110 337 337 337 Revenue Budget 2008/09 2008/09 2009/10 2009/10 2010/11 2010/11 2010/11 Budget Actual Forecast Budget Budget Budget Budget Operating Income: Grant in Aid 8,512 8,512 8,831 8,767 9,021 9,521 8,521 Other income 1,199 1,256 1,434 1,427 1,327 1,427 1,427 Total Income 9,711 9,768 10,265 10,194 10,348 10,948 9,948 Expenditure: Salaries 7,006 6,882 7,225 7,053 7,155 7,530 6,946 Other expenditure 2,705 2,956 3,142 3,141 3,193 3,418 3,002 Total Expenditure 9,711 9,838 10,367 10,194 10,348 10,948 9,948 Surplus/Deficit for the year 0 -70 -102 0 0 0 0 Botanics Trading Company Budget 2008/09 2008/09 2009/10 2009/10 2010/11 2010/11 2010/11 Budget Actual Forecast Budget Budget Budget Budget Retail Profit Catering and Venue Hire Other Commercial Income Commercial Costs

15 175 0 70

-31 139 0 59

15 209 0 96

67 223 9 48

52 268 30 51

52 268 30 51

1 2

3 4

52 268 30 51

Retail and Catering Profit 120 49 128 251 299 299 299 CMEP Consultancy Profit -69 -69 1 1 1 Profit 120 49 59 182 300 300 300 Board Reserve Budget 2008/09 2008/09 2009/10 2009/10 2010/11 2010/11 2010/11 Budget Actual Forecast Budget Budget Budget Budget

5 6

Income Donations East and West Gates 20 22 23 22 22 22 22 Interest on BTC loan 8 3 8 8 7 7 7 Bank interest on Term deposit 33 15 0 0 0 0 0 BTC profit 120 49 59 182 300 300 300 Oman projects and Scientific Pubns 25 138 98 36 10 10 10 Total income 206 227 188 248 339 339 339 Expenditure Transfer to revenue budget 52 0 0 0 0 0 0 MSc bursary 1 1 1 1 0 0 0 Plant Mounters 32 28 4 0 0 0 0 Public Liability insurance 8 4 8 8 8 8 8 U of E joint lectureship 19 10 19 19 9 9 9 Jade Dragon Field Station 50 50 0 0 0 0 0 Other 5 6 6 0 0 0 0 Oman Projects 22 109 38 0 0 0 0 Dawyck 50 30 0 0 0 0 0 Provision for KSF administration 0 546 -116 0 0 0 0 Total expenditure 239 784 -40 28 17 17 17 Surplus/Deficit for the year -33 -557 227 220 322 322 322 Scenario A Budget Projection as is B An increase in Grant in Aid of £0.5m C A decrease in Grant in Aid of £0.5m Scottish Government Assumptions 1 Grant in Aid for 10/11 Scenario A assumes 2.9% increase. Scenario B an increase of £0.5m. Scenario C a decrease of £0.5m 2 Charging at Edinburgh Garden not permitted. 3 Scenario A assumes gapped posts filled. Scenario B assumes 4 compulsory redundancies Assumed that all redundancy costs met by RERAD.

7

RBGE Assumptions 4 Scenario A Other (non salary) expenditure assumes 2.8% increase in 10/11 Scenario B other expenditure assumes increase in field work and marketing. Scenario C other expenditure assumes reductions in art and exhibitions, training, ICT provision and expedition travel 5 Botanics Trading Company based on the following forecast visitor numbers: 10/11 773,000; 11/12 803,000; 12/13 817,000; 13/14 833,000; 14/15 843,000. (Actual 08/09 610,314; Forecast 09/10 687,500 6 The Centre for Middle Eastern Plants (CMEP) consultancy profit is based on the June 2009 business plan updated for latest project income achieved and an income generation/funding position in 10/11. 7 The Joint Administrators’ Report dated 30 October 2009 estimates that total returns will be at least 60p in the £ resulting in at least £116k of a reduction on the £546k provision for RBGE.

43

Annexes 9

Annex B: Sensitivity Analysis

9 Annexes

Annex C: Major Capital Development Plan RBGE must establish priorities for major developments that would allow the Garden to realise its mission and mandate, and to fully respond to the Scottish Government’s strategic goals. This plan is driven by the demand for up-to-date facilities for research, better teaching facilities, better and more modern horticultural, scientific and curatorial spaces, a platform for projecting the work of the Garden, and improving visitor facilities by providing ‘Gateways’ at our four gardens. This Plan is for all 4 gardens. However, Dawyck Botanic Garden has no major requirements in this Corporate Plan. Feasibility plans which include costings are being developed for Logan and Benmore visitor centres which would take circa 2 years to complete. Figure 8 RBGE Major Capital Development Plan

Element

Cost

Date

Description Edinburgh The North East Corner Master Plan for Horticulture will rationalise and modernise the activities of the Horticulture department. The current facilities are well past the end of their economic lifespan and investment in new research Glasshouses and ancillary facilities will become increasingly urgent over the next few years. Failure to implement this project will mean that the RBGE will be unable to make a significant inroad to reducing its carbon emissions, and thus fail to reach Scottish Government targets.

North East Corner Master Plan

The sub-projects within the plan are: £30m

2010-2014 • To build new Glasshouses that reduce energy use and allow better space management of plants • To install a new boiler plant that adopts biomass technologies to reduce CO2 emissions • To build new facilities for staff that will improve their working practices (i.e. new offices, stores, garage facilities, mess area and toilets) • To reinstate the external glazing to the Tropical Palm House. This will create a more logical visitor route through all the Glasshouses

44

Annexes 9

The existing teaching and student facilities are at present inadequate. School of Botany and Horticulture

£3.4m

2013-2015

We intend to re-develop the Exhibition Hall to create a purpose built facility that would cater to our future demands in education. In particular, the present facilities for science students are flagged for improvement. Instead of a separate new building for science, we intend to modernise and extend the laboratories.

Expansion to RBGE Science Facilities

Water and Irrigation for Main Garden

£2m

£1m

2013-2014

The existing laboratories do not meet the standard required for the current scientific techniques. Therefore, a modernisation and expansion of the laboratories will take place when the School of Horticulture and Botany is relocated. The Garden is developing a three year plan for routine expenditure on projects and equipment.

2010 - 2012

A tank fed pump system is required to meet the future needs of the Edinburgh Garden. A successful pilot scheme has been run in the Nursery giving the go-ahead for a full installation which will be completed in set phases. Following a successful proof of concept study, the first major phase of digitisation has begun (due to be completed by the end of March).

Digital Online Herbarium

£5.5m

2010-2017

Funding for the Digital Online Herbarium project has been provided by the Andrew W. Mellon Foundation and the Scottish Government. Significant savings will occur when the whole collection has been digitised. Benmore

The Benmore Gateway

£4m

2011-2012

The Benmore Gateway will provide a building that will allow not only the Garden to provide first class service for our visitors, but allow other executive bodies: The Forestry Commission Scotland, Scottish Natural Heritage and Loch Lomond and The Trossachs National Park, a share of its facilities. This project is being discussed with these organisations to produce a good feasibility plan, business case and an options appraisal. Logan

The Logan Gateway

£0.9m

2011-2012

A modernised facility at Logan Botanic Garden would be the final development of Gateways into all four of our gardens.

Routine Work- All Gardens Routine Capital Land & Buildings and Equipment

£700,000 per year

The Garden is developing a three year plan for routine expenditure on projects and equipment. As a flat rate of £700,000 has been allocated by RERAD, we will prioritise the most essential work within these limited resources and deal with the consequences in due course. However £1million per annum would provide an improved level of capital maintenance.

45

9 Annexes

Figure 9 Capital Development Expenditure by Year

2010/11

2011/12

2012/13

2013/14

2014/15

2015/16

North East Corner Master Plan £30m School of Botany and Horticulture £3.4m Expansion of RBGE Science Facilities £2m Water and Irrigation for Main Garden £1m Digital Online Herbarium £5.5m The Benmore Gateway £4m The Logan Gateway £0.9m Routine Capital Land & Building and Equipment £3.5m The North East Corner Master Plan, the School of Botany and Horticulture and the Expansion to RBGE Science Facilities are all linked and sequential.

Alterations being made to the Caledonian Hall

46

The people strategy coincides with the 5 years of this corporate plan. Its goals are designed to achieve RBGE’s overall ‘Impacts’ and ensure the Garden’s service delivery is supported on the people front. Throughout these following 5 years, the human resources department will continuously evaluate its goals to ensure that they are aligned to RBGE’s. Our key resource management commitments include allocating appropriately skilled and experienced staff to their posts and developing long-terms succession planning policy and arrangements, particularly for our senior management posts. We intend to develop our recruitment processes to attract and retain the best talent. We plan to increase the diversity of our workforce. We shall review our equal opportunities policy to ensure RBGE is an inclusive employer. This will be beneficial because it will widen our scope for better recruitment and selection potential. Our other important commitments are to develop wider access to HR software systems, manage Investors in People and Healthy Working Lives, and review and apply procedures for performance management. See Staffing Plan attached at Appendix.

Annual Staff Conference

47

Annexes 9

Annex D: People Strategy

9 Annexes

APPENDIX to ANNEX D STAFFING PLAN: APRIL 2009 TO MARCH 2014 1. The staffing plan reflects the number of people required to deliver the core elements of the Garden’s work programme, including retail, which will be broken down further to Departmental work plans and subsequently to individuals through forward job descriptions as part of the appraisal process. 2. The plan has been developed to cover a five year period (including the current year). It estimates the staff resources required over the final four year period to end March 2014. As the Garden’s priorities and commitments change it is possible that staff resources will fluctuate, therefore, impacting on the staffing plan. Staffing resources reflect our understanding of the Garden’s priorities and commitments at this time and continued commitments over the next few years, including for the Gateway. 3. RBGE is enduring a growing number of gapped posts in order to keep within our revenue funding provision, which is having a detrimental impact on service delivery. The recent call for voluntary retirement/severance had limited uptake but we may be required to proceed with a further redundancy campaign to support a reduction in revenue running costs. 4. We have also built into the staffing plan an estimate for staff turnover. Turnover is estimated to be around 5% year-on-year based on recent past trends with a subsequent recruitment programme based on possible scope for saving posts. It is difficult to determine accurately but the expectation is that staff numbers will remain broadly unchanged. 5. Our default retirement practice age is 65, although staff employed prior 30 July 2007 can leave from age 60 onwards and claim full access to accrued pension benefits. 6. Figure 10 below provides an overview of staffing levels for the current year and expected levels over the next 4 years commencing from 1 April 2009. 7. The expected changes arising from the Gateway opening in 2009 is reflected in the staffing plan.

48

Directorate

Corporate Services

Science

Horticulture

Total Staff

BTC

FTE

2009-10 Posts

3

Turnover (5%)

3

46

0

42.75

61

3

57

118

2

107.25 4

20

12

248

3

222 12

Retirements

0

1

1

2

0

4

New Posts

0

0

0

0

0

0

Recruitment

0

4

3

5

3

16

Externally Funded Posts

26

Volunteers

200 2010-11

Posts

3

3

46

42.75

61

57

117

106.25

248

222

Turnover (5%)

0

2

2

5

4

13

Retirements

0

1

1

0

0

2

New Posts

0

0

0

0

0

0

Recruitment

0

3

3

5

4

15


26

Volunteers

220 2011-12

Posts

3

Turnover (5%)

3

46

0

42.75

61

3

57

117

3

106.25 4

248 2

222 12

Retirements

0

1

1

3

0

5

New Posts

0

0

0

0

0

0

Recruitment

0

4

4

7

2

17


26

Volunteers

235 2012-13

Posts

3

Turnover (5%)

3

46

0

42.75

61

2

57

117

3

106.25 4

248 3

222 12

Retirements

0

2

1

1

0

4

New Posts

0

0

0

0

0

0

Recruitment

0

4

4

5

3

16


26

Volunteers

250 2013-14

Posts Turnover (5%)

3

3 0

46

42.75 3

61

57 3

117

106.25 5

248 2

222 13

Retirements

0

2

3

1

0

6

New Posts

0

0

0

0

0

0

Recruitment

0

5

6

6

2

19


26

Volunteers

265

49

Annexes 9

Figure 10 Overview of Staffing Levels

9 Annexes

Annex E: Efficiency Plan Efficient Government The Scottish Government is engaged in an ‘Efficient Government’ initiative which is intended to enhance the efficiency of the Scottish Government and Public Bodies and redirect savings to frontline services. RBGE has been set a target of 2% cash releasing efficiencies from its areas of operations. Efficient Government puts a strong emphasis on achieving savings through collaborative working. RBGE is already undertaking joint working with institutions such as the National Galleries of Scotland, the National Library of Scotland, Scottish Natural Heritage and the National Museums of Scotland and will seek more opportunities for collaboration over the Plan period. Delivering Best Value As a non-department public body, the RBGE is already expected to achieve best value. Best value is realised by securing continuous improvement in the performance of the organisation (while maintaining an appropriate balance between quality and cost). It takes into account a number of different criteria, and has regard for economy, efficiency, effectiveness, equal opportunities requirements and the need to contribute to the achievement of sustainable development. Some areas identified for action over the next three years are: n Improved co-ordination of cross-divisional activities such as education, exhibitions and events n Strategy and performance management n Financial management reporting to show objective costing n Estates management n ICT infrastructures These improvements require clear objectives and associated planning and resources to invest to realise and maximise potential benefits. Planned Efficiencies Finance/HR/Estates/ICT Process Review: An internal review of the processes was carried out by the Corporate Service Division to improve internal efficiencies with a view to improving the services provided to RBGE. As a direct consequence of this exercise, investments in improved Estates Management, E-Procurement, HR Management, Strategy and Performance Management systems, and ICT systems have been made. Cash Releasing Efficiencies: A target of 2 % per annum was set by RERAD until the FY 10/11. This is particularly challenging as the RBGE has reduced its expenditure over the past 8 years due to lean funding regimes. Nevertheless, the RBGE is responding to the challenge as best it can. We expect to be able to attract co-funding for a variety of scientific projects that will release Grant-In-Aid for other scientific activity. The projects will range from research on biodiversity to some digitising of the collections in the Herbarium. We will improve our maintenance regime by greater use of pre-planned programmes that reduce the amount of reactive task required. In addition, we will review the way our staffing is organised and seek more cost effective ways to employ this resource. Below is a table indicating the likely cash releasing savings that can be made.

50

Annexes 9

Figure 11 Cash Releasing Efficiencies – FY 08/09 - FY 10/11

CASH RELEASING EFFICIENCIES- FY 08/09-FY10/11

Item

Actual FY 08/09

Annual Target FY 08/09



Annual Target FY 11/12 FY 12/13 FY 13/14 FY 14/15

£

£

£

£

£

£331,887

£297,000

£262,000

£198,000

TBD

£6,000

£6,000

TBD

SCIENCE Co-funded Scientific Projects CORPORATE SERVICES Shared Services with NMS (BCP)

£6,000

ICT Contract Negotiations

£15,000

£14,000

£14,000

£14,000

TBD

Maintenance - Improved Management Regime

£20,000

£20,000

£40,000

£40,000

TBD

£55,000

£55,000

TBD

£377,000

£313,000

Restricted Fundraising •Gateway

£1,304,646

•Benmore Fernery

£311,005

STAFFING RE-ORGANISATION

£20,000

Total

£2,008,538

Cumulative Total

£331,000

£1,021,000

RBGE had a meeting with Rural and Environment Research and Analysis Directorate (RERAD) on the 5th of November 2009. There was no decision to whether cash releasing efficiencies would be required during the next spending review, and therefore our estimations on the final four years of this plan cannot be determined.

51

9 Annexes

Annex F: Performance Indicators for Scottish Government National Outcomes National Outcome

Performance Actual 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Indicator 2008/09

Business

Value added to the Scottish economy

£23 million

£23.076 million

£23.153 million

£23.23 million

£23.307 million

£23.384 million

£23.462 million

Number of employees

274

274

274

274

274

274

274

Number of volunteers

200

200

220

235

250

265

270


Total number of publications

224

178

180

182

184

186

188

Young People

Number of pupils on school visits

7863

8500

9000

9000

10000

10000

10000

Children

Number of visits to the four gardens by children under 16 years

30,516

34,375

38,650

40,150

40,850

41,650

42,150

Healthier Lives

Numbers of visits to the four gardens

610,313

687,500

Sustainable Places

Minimum performance certificate standard of all RBGE buildings

G

G

G

G

C+

C+

C+

Environment

Percentage of staff and public using sustainable transport

Public: 63%

Public: 63%

Public: 64%

Public: 64%

Public: 64%

Public: 65%

Public: 65%

Staff: 50%

Staff: 52%

Staff: 54%

Staff: 54%

Staff: 54%

Staff: 55%

Staff: 55%

33,985 (100% online)

34,200 (100% online)

34,400 (100% online)

34,600 (100% online)

34,800 (100% online)

35,000 (100% online)

35,200 (100% online)

3,000,000

3,010,000

3,020,000

3,030,000

3,040,000

3,050,000

3,060,000

(10.1% online)

(10.0% online)

(13.2% online)

(13.5% online)

(13.8% online)

(14.1% online)

(14.5% online)


Number of Accessions in the Living Collection (% online) National Identity

Number of Specimens in Herbarium Collection (% online) Number of Archived Collections (number digitised)

Environmental Tonnes of CO2e produced Impact Public Services

52

Visitor satisfaction rating

773,000 803,000

817,000

833,000 843,000

600 (5 620 (8 640 (10 660 (12 680 (15 700 (18 720 (20 digitised) digitised) digitised) digitised) digitised) digitised) digitised)

4,356

4,010

3,966

3,921

3,877

3,832

3,789

75%

75%

76%

77%

78%

79%

80%