CANTERBURY MUSEUM TRUST BOARD, CHRISTCHURCH, NEW ZEALAND

Notice is given of a meeting of the Canterbury Museum Trust Board to be held at 2.00 pm on Monday 12 March 2018 in the Boardroom at Canterbury Museum

Please congregate in the foyer at 1.55 pm to be escorted up to the Boardroom

AGENDA Agenda number Page number at top right bottom right

1 WELCOME

2 APOLOGIES

3 CONFLICTS OF INTEREST & UPDATES OF MEMBERS’ INTERESTS

4 HEALTH & SAFETY 4.1 Report by Jennifer Storer, Public Engagement Manager, Deputy Director, (Attached p 3) dated 1 March 2018, on Health & Safety

5 CONFIRMATION OF MINUTES OF PREVIOUS MEETING 5.1 Meeting held on Monday 11 December 2017 (Attached p 6) 5.2 Matters arising

6 INVENTORY PROJECT 6.1 Report by Kristen Ramsdale, Inventory Team Project Manager and Anthony (Attached p10) Wright, Director, dated 27 February 2018, on the inventory team project. 6.2 Kristen Ramsdale will present a brief power point illustrating the work on the Inventory Project

7 RAPA NUI REPATRIATION 7.1 Presentation by Puamiria Parata-Goodall, Kaiurungi, Ōhāki o Ngā Tipuna and Sarah Murray, Curatorial Manager on the repatriation of tīpuna to Rapa Nui on the last week of January 2018.

8 EMERITUS CURATOR PROPOSAL 8.1 Report from Anthony Wright, Director, dated 16 February 2018 proposing (Attached p12) Roger Fyfe be appointed Emeritus Curator of Human History 8.2 Roger Fyfe Publication List compiled by Sarah Murray, Curatorial Manager (Attached p13)

9 INVESTORS IN PEOPLE ANNUAL REVIEW 9.1 Report by Anthony Wright, Director, and Lesley Colsell, Museum Best (Attached p15) Practice Manager dated 19 February 2018 on Investors in People annual review 9.2 Investors in People Annual Review Report by Liz Gordon (Attached p16)

10 QUARTERLY REPORTS 10.1 Quarterly Report for October – December 2017 (Attached p24)

11 FINANCE 11.1 Accounts for Payment for November, December 2017 and January 2018 To be tabled 11.2 Report by Nigel Tecofsky, Finance & Services Manager, dated 28 February (Attached p33) 2018, on Financial Statements for the six months ended 31 December 2017 11.3 Report by Nigel Tecofsky, Finance & Services Manager, dated 27 February (Attached p35) 2018, on draft Annual Plan 2018/2019 Appendix 1 – Draft Annual Plan 2018/2019 (Attached p37)

12 POLICY AND PROCEDURES 12.1 Report by Carmen Marsh, Projects Office Manager, dated 20 February 2018, (Attached p60) on a Review of Canterbury Museum’s Policy & Procedures 12.2 Appendix A - 1.3 Participation in Board Committees (Attached p61) Appendix B - 1.6 Executive Committee Terms of Reference Appendix C - 1.7 Investment Committee Terms of Reference Appendix D - 1.8 Ōhāki o Ngā Tipuna Terns of Reference Appendix E - 1.9 Project Control Group Terms of Reference

13 INVESTMENT COMMITTEE 13.1 Unconfirmed draft minutes of Investment Committee meeting held on Monday (To be tabled) 26 February 2018 (for noting)

PUBLIC EXCLUDED SECTION Resolution to exclude the public

I move that the public be excluded from the following parts of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of its resolution are as follows:

Agenda General subject of Reason for passing Ground(s) Item each matter to be this resolution in under section considered relation to each matter 48(1) for the passing of this resolution 14 Confirmation of In S7(2)(h) To enable the Committee Minutes Museum to carry out, of previous meeting without prejudice or 15 Risk disadvantage, 16 Investment commercial activities and committee s7(2)(i) To enable to Museum to carry on, without prejudice or disadvantage, Section 48(1)(a) negotiations (including – The public commercial and conduct of this industrial negotiations) matter would be s7(2)(f) To enable the likely to result in Museum to maintain the disclosure of effective conduct of information for public affairs through – which good (i) the free and frank reason to expression of opinions by or between or to withhold exists members or officers or under section 7 employees of the Museum, or any persons to whom section 2 (5) of this Act applies, in the course of their duty; or (ii) the protection of such members, officers, employees, and persons from improper pressure or harassment

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by sections 6 or 7 of the Act or sections 6, 7 or 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above with respect to each item.

Recommended that in accordance with section 48(5) of the Local Government Official Information and Meetings Act 1987 that staff remain in the public excluded session because of their knowledge of the issues involved.

Resolution to readmit the public

I move that the In Committee business having been concluded, the public be readmitted, and the resolutions passed in committee be confirmed.

17 GENERAL BUSINESS

18 DATE OF NEXT MEETING 18.1 The next meeting is scheduled for Monday 9 April 2018.

CIRCULATION Michael McEvedy (Selwyn District Council) Mayor David Ayers (Waimakariri/Hurunui District Councils) Beverley Bolland (Canterbury Pilgrims & Early Settlers Assn) Cr Pauline Cotter (Christchurch City Council) Cr David East (Christchurch City Council) Cr Anne Galloway (Christchurch City Council) Annette Harris (Friends of Canterbury Museum) Puamiria Parata-Goodall (Te Rūnanga o Ngāi Tahu) Warren Poh (University of Canterbury) Dr Rod Syme (Canterbury Branch, Royal Society of New Zealand) Tom Thomson (Christchurch City Council) board members – register of potential conflicts of interest

Name Potential conflict of interest

David Ayers Member of Waimakariri District Council Member of Greater Christchurch Urban Development Strategy Implementation Committee Member of Rangiora & Districts Early Records Society Member of Waimakariri-Passchendaele Trust North Canterbury Radio Trust Rotary Club of Rangiora Charitable Trust Heritage NZ Canterbury Historical Association Beverley Bolland None declared Pauline Cotter Christchurch City Council – City Councillor Chair of The Christchurch Agency for Energy Board of the Canterbury Joint Waste Committee David East Member of Institute of Directors Director of Transwaste Limited Director of Burwood Resource Recovery Park Director of Tirimoana Station Director of Canterbury Development Corporation Managing Director – Cavalier Business Services Christchurch City Council – City Councillor Civic Building Limited Anne Galloway None declared Annette Harris None declared Michael McEvedy Christchurch Catholic Diocesan Foundation - Chair Red Cross Earthquake Fund Commissioner Community Care Lincoln & Districts Patron Lincoln Community Care Trust - Chair Robin Allan Memorial Trust - Chair Christchurch City Council Ethics Committee – Convenor St John South Island Trust Selwyn Arts Trust – Chair Selwyn Central St John St John Honours – Chair Mason Foundation – Trustee Canterbury DHB Clinical Board Institute of Directors Connamara Family Trust NZ First Capital Canterbury Agricultural & Pastoral Association – Past President Canterbury DHB Consumer Council – Chair Puamiria Parata-Goodall Christchurch Arts Centre – Trustee Lincoln University Council – Board Member Te Matatini – Board Member Te Taumutu Runanga – Executive Member Waitaha Cultural Council – Executive Member University of Canterbury – Ngai Tuahuriri Advisor to Campus Master Plan Matapopore Charitable Trust – Project Consultant Creative New Zealand – Funding Assessor Te Pakura Limited – Director

1 Warren Poh Managing Director, Olsson Fire and Risk Council Member UC Director of Canterbury Rugby League Rod Syme Mason Foundation – Chair Tom Thomson Elastomer Products Ltd - Managing Director and Shareholder Compounding Specialists Ltd (Trading as Comspec) – Director and Shareholder NZ Manufacturers and Exporters Association – Board Member and IPP Motunau Beach RFF – Rural Fire Officer and Leadership Team member Institute of Directors – Member Forest and Rural Fire Association of New Zealand – Board Member

As declared in Member profiles and at subsequent meetings

Updated 12 December 2017

2 Agenda Item 4.1

REPORT ON HEALTH AND SAFETY

To: Canterbury Museum Trust Board

From: Jennifer Storer, Public Engagement Manager, Deputy Director

Purpose To update the Board on key Health and Safety matters for the period 1 December 2017 to 28 February 2018 and year-to-date accident reporting.

Accident Reporting – Four accidents were reported in the period

No. Accident Details Level* Actions to Ensure Accident Does Not Reoccur 1 A contractor working in a Plantroom Accident Small cut attended to received a small cut to his hand whilst Minor/Not Employer advised cleaning down plant Notifiable No further action 2 A conservation contractor cut a finger Accident Small cut attended to whilst using a Stanley knife Minor/Not Employer advised Notifiable No further action 3 A staff member lifting up a sign with Accident Ice pack applied plastic base had the base fall onto her Minor/Not No further action foot resulting in a break in the skin and Notifiable bruising 4 A staff member working on Natural Accident Eye irrigated History specimens got a drop of Minor/Not No further action Ethanol in her eye Notifiable *How bad was it? – Minor/Not Notifiable, Minor/Notifiable, Serious/Not Notifiable or Serious /Notifiable

Hazard & Risk Reporting Nil hazards reported for period, three eliminated and one hazard yet to be fully addressed

No. Risk Details Risk Eliminate Actions Taken to Eliminate Residual Rating* / or Minimise Hazard Risk Minimise 1 High working D E Inverter Units installed None temperatures on L1 February 2018 Open Plan during Summer months 2 Manual handling risk of C E Registration arranged staff None injury i.e. The weight and resource to place books height of the stacked on shelves. ‘Recall’ boxes in the Completed February 2018 Documentary Research Centre 3 Potential: Respiratory A E Replacement March 18 issues due to recommendation approved ineffectiveness of dust by Strategy Team 11/7/17. extraction system in New extraction system Carpentry Workshop now to be installed March 2018

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Agenda Item 4.1

4 A sample of the mineral A E Tremolite and Autunite None Tremolite is on public returned to storage display in the L3 Gallery February 2018 and contains a form of asbestos. Further, a sample of Autunite is in the same cabinet. It is a mineral that contains uranium. Potential: health risks *Risk Rating A – highest > D – Lowest

Key Health and Safety Developments / Lead & Lag Indicators

1. Continuous Improvement – Task Analysis developed for staff working remotely off site 2. The Museum has historically had a Health and Safety Charter. Charters were popular in the past, especially when a company did not have a formal policy. However the Museum in recent years has produced a formal Health and Safety Policy. Having a Charter is not a legal requirement and can be confusing when you have both so the plan is to do away with the Charter itself but update the Health and Safety Policy. This update will take the best of the Charter to make sure the Policy appropriately expresses the degree of commitment the Museum has for the health and safety all staff, volunteers, contractors and visitors. 3. With the retirement and resignation of two Health and Safety Representatives nominations have been called to fill the vacant positions on the Committee 4. Health & Safety Committee met in December, January and February 5. Museum staff Health & Safety training is up to date

2017-2018 Accident Reporting Accident Data 2017/2018 2016/2017 2015/2016 Year-to-date Total Year Total Year Total accidents 18 42 38 Total serious harm accidents 0 0 0 Total accidents attributable to Museum negligence 0 0 0 Visitor Accidents per reporting year 4 25 17 Percentage visitor accidents / total visitors 0.001% 0.003% 0.002% Total staff accidents 9 15 19 Total workdays lost 0 0 0

There has been a total of 18 accidents for the year-to-date as follows:  Staff - 9  Visitors - 4  Contractors - 5

4

Agenda Item 4.1

*Includes ergonomic, psychological, chemical and other non-physical Accidents

The types of the accidents for the year-to-date are:  Trips / falls - 4  Collisions / bangs – 3  Cuts / scratches - 7  Other physical - 3  Other - 1

The locations of the accidents for the year-to-date are:  Level 1 galleries - 3  Level 3 galleries - 1  Special Exhibitions – 1  Discovery - 2  Cafe - 0  Quake City - 6  Stores / Labs - 3  Workshops - 1  Offices – 1  Other - 0

*Includes staffroom, café, shop, Quake City, external Museum areas and Red Bus Tour

RECOMMENDATION

That the report be noted.

Jennifer Storer Public Engagement Manager, Deputy Director 1 March 2018

5

Agenda item 5.1

CANTERBURY MUSEUM TRUST BOARD, CHRISTCHURCH, NEW ZEALAND

Minutes of a meeting held on Monday 11 December 2017 commencing at 2.00 pm in the Board Room

Present: Michael McEvedy (Chair), David Ayers, Beverley Bolland, Pauline Cotter, David East, Anne Galloway, Annette Harris, Warren Poh, Rod Syme, Tom Thomson

In Attendance: Vicki Blyth, Carmen Marsh, Holly Benson (minutes), Jennifer Storer, Anthony Wright

1 WELCOME The Chair welcomed Board members to the meeting.

2 APOLOGIES Apologies were received from Tom Thomson (for lateness, with an arrival time of 2.11 pm), Puamiria Parata-Goodall, and Nigel Tecofsky and Lesley Colsell from the Museum Strategy Team.

17/109 Resolved that the apologies be received. (Chair)

3 CONFLICTS OF INTEREST & UPDATES OF MEMBERS’ INTERESTS 3.1 Members had no changes to report.

4 HEALTH AND SAFETY 4.1 The report by Jennifer Storer, Public Engagement Manager, Deputy Director, dated 1 December 2017, on Health & Safety was reviewed.

17/110 Resolved that the Health and Safety report be noted. (A Harris/B Bolland)

5 CONFIRMATION OF MINUTES OF PREVIOUS MEETINGS 5.1 The minutes of the meeting held on Monday 13 November 2017 were reviewed.

17/111 Resolved that the minutes of the Canterbury Museum Trust Board meeting held on Monday 13 November 2017 be adopted as a true and correct record. (P Cotter/R Syme) 5.2 Matters arising No matters arising were discussed.

6 FINANCE 6.1 The Accounts for Payment for October 2017 were reviewed by the Board. A member asked what the Museum uses Christchurch NZ for? The Director noted that this will be payment of our annual subscription as a member organisation.

17/112 Resolved that the Accounts for Payment for October 2017 be confirmed. (R Syme/D East)

6 Agenda item 5.1

6.2 The report by Nigel Tecofsky, Finance & Services Manager, dated 28 November 2017 on financial statements for the three months ended 30 September 2017 was reviewed.

17/113 Resolved that the financial statements for the three months ended 30 September 2017 be approved. (D Ayers/T Thomson)

6.3 The report by Nigel Tecofsky, Finance & Services Manager, dated 28 November 2017 on Annual Plan submissions and adoption timeline was reviewed.

17/114 Resolved that seeking the Contributing Local Authorities’ agreement that the Canterbury Museum’s 2018/19 Annual Plan be referred to the Contributing Local Authorities for a period of 6 weeks from Friday 16 March 2018 concluding on Friday 27 April 2018 be approved. (R Syme/B Bolland)

7 COLLECTIONS ACQUISITION 7.1 The report by Lesley Colsell, Museum Best Practice Manager, dated 4 December 2017, on a Request to Exceed KPI 3.1 for the Acquisition of Two Human History Collections was reviewed. It was noted that this is the documentary collection belonging to MR Harrowfield, and that Museum staff are going to assess the collection. It was asked how his collection was formed. The Director advised that the collection is from a lifetime of devotion to Antarctica and exploration. It was asked what would happen with the material that the Museum decides to not take. The Director advised that it would be offered back to the donor in the first instance and any secondary material could potentially be offered to another museum. It was asked that if we are enforcing a cap on the acquisitions for the year, why the Museum has purchased a pounamu boulder worth $11,500. The Director advised that there is a cap on the number of acquisitions, and not on dollar value. It was asked if the Rock Art Drawings outlined in the report are in pencil or pen, or other form. The Director advised that the originals were crayon tracings and were deteriorating. The artists are now taking the tracings and re-creating them on a new permanent material, as close as possible to the original.

17/115 Resolved that the acquisition of 873 rock art preservation copies to be counted towards KPI 3.1 and catalogued in the 2017/18 financial year, and c6,000 objects in the Harrowfield Collection to be catalogued and counted towards KPI 3.1 in the 2018/19 financial year be approved. (T Thomson/P Cotter)

8 SCHEDULE OF MEETINGS 8.1 The proposed schedule of monthly meetings and annual planning and reporting cycle for 2018 based on second Monday of the month, 2.00 – 5.00 pm was reviewed.

17/116 Resolved that the schedule of meetings for the 2018 year be approved. (D East/B Bolland)

7 Agenda item 5.1

PUBLIC EXCLUDED SECTION 17/117 Resolved to exclude the public from the following parts of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of its resolution are as follows:

Agenda General subject Reason for passing Ground(s) Item of each matter to this resolution in under section be considered relation to each matter 48(1) for the passing of this resolution 9 Confirmation of In S7(2)(h) To enable the Committee Museum to carry out, Minutes of without prejudice or previous meeting disadvantage, commercial activities and 10 Risk s7(2)(i) To enable to Museum to carry on, 11 Draft Budget without prejudice or Section 48(1)(a) disadvantage, – The public negotiations (including conduct of this commercial and matter would be industrial negotiations) likely to result in s7(2)(f) To enable the the disclosure of Museum to maintain information for effective conduct of which good public affairs through – reason to (i) the free and frank withhold exists expression of opinions under section 7 by or between or to members or officers or employees of the Museum, or any persons to whom section 2 (5) of this Act applies, in the course of their duty; or (ii) the protection of such members, officers, employees, and persons from improper pressure or harassment

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by sections 6 or 7 of the Act or sections 6, 7 or 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above with respect to each item. (R Syme/A Harris)

8 Agenda item 5.1

17/121 Resolved that the In Committee business having been concluded, the public be readmitted, and the resolutions passed in committee be confirmed and that the non-confidential content of the report at item 11.1 be released and recorded in the minutes of the open part of the meeting. (A Harris/T Thomson)

11 DRAFT BUDGET 11.1 The report by Nigel Tecofsky, Finance & Services Manager, dated 4 December 2017 on Draft Budget for year ended 30 June 2019 was reviewed. This is the first stage of developing the next annual plan. The Director advised that recent annual funding increases have been limited to 2% as requested by Christchurch City Council, but that this was not sustainable for the Museum with the pressures brought by increasing visitor numbers, so the Museum would request that the funding be increased by 5% for 2018/2019. It was asked what the dollar value of that change would be. The Director noted that each percent was worth approximately $89,000, of which Christchurch City’s share was c.90%.

17/119 Resolved that the draft budget for the year ended 30 June 2019 be approved for referral to the Contributing Local Authorities for their budget planning purposes. (T Thomson/A Harris)

17/120 Resolved that the appropriate discussion and this resolution, if passed, be recorded in the open meeting minutes. (P Cotter/T Thomson)

12 GENERAL BUSINESS 12.1 The Chair thanked the board members for their loyalty in attending meetings, the time committed to attending special exhibition openings and partaking in events at the Museum above their Board meeting requirements. The Chair also thanked the Director for his aspirational leadership, senior management and all staff for their efforts in the past year.

13 DATE OF NEXT MEETING 13.1 The next meeting was scheduled for Monday 12 February 2018.

The meeting closed at 2.45pm.

Confirmed as a true and correct record.

…………………………………………….. Chairperson

…………………………………………….. Date

9 Agenda Item 6.1

REPORT ON PROGRESS OF THE COLLECTIONS INVENTORY PROJECT

To: Canterbury Museum Trust Board

From: Anthony Wright, Director and Kristen Ramsdale, Collections Inventory Project Manager

Purpose To update the Board on the progress of the collections inventory project at the conclusion of the first four month trial period and provide additional information on the timeframe and resourcing to achieve a full inventory of the Museum collection.

Background In July 2017, the Board approved the reallocation of underspent budget lines to fund five full- time equivalent positions for three years to commence the collections inventory project. The new staff began work in October, and a four week trial was completed in November. Existing curatorial staff have also contributed hours to the collections inventory project.

The inventory process involves creating new Vernon database records for uncatalogued objects, updating existing records to inventory standards, photographing all objects that don’t currently have an image on the database, and providing an up to date location for all objects inventoried. Objects are also being verified, which means that they are contributing to KPI 3.2 (2017-2018). Suitable object records and images will also be uploaded to Collections Online.

Current Status After four months’ work on the project, the Canterbury Social History Store inventory has been completed (8512 objects), we are halfway through the Pamphlets Corridor and EQRC lab (an additional 4458 objects) and work has just commenced on the Vertebrate Corridor. These storage areas will give us grounding in determining the inventory rate of our three different collection types – human history, natural history and documentary material – which has helped us to determine our work programme and set a KPI for the coming year.

The inventory has already had many benefits. Newly catalogued objects have been made available for researcher use (which has resulted in a valuable donation) and others have been used in the WWI exhibition. The inventory has also helped us to refine our collection number estimates.

The trial has helped us to identify and refine the amount of information we capture for inventoried objects. This is greatly reduced from current new acquisition data standards to allow us to complete records quickly. However, it still ensures we capture enough basic information to give us a useful record. If we were to cut down the amount of information we capture this would speed up the process, but would result in records that are barely usable in terms of collections access via online searching. Currently we are taking photographs of all objects that do not have an image on the Vernon database. Photographs not only provide a baseline condition of each object but also assist in providing additional context to basic records. We could eliminate this step to save time, but again it would result in a less usable record.

The purpose of our project trials was to refine our procedures and determine how many objects we could inventory each year. Although some collections will be faster to inventory than others, the information we have obtained to date suggests that, with a balanced mix of collection types, 35,000 objects a year is a realistic target at current resourcing levels. At this

10 Agenda Item 6.1

rate, an inventory of the estimated 2.3 million objects the Museum cares for would take 65 years.

It is the consensus of the inventory management team that we are on a good pathway, but that we need a year to test our methods in order to make recommendations to streamline our processes or to allocate more resources.

RECOMMENDATION

That the Board support the intent of the collections inventory project to achieve basic records useful to the general public, museum staff and researchers. Staff will report back in one year with recommendations for the remainder of the three year inventory project.

Kristen Ramsdale Anthony Wright Collections Inventory Project Manager Director 27 February 2018

11 Agenda Item 8.1

REPORT ON PROPOSAL TO APPOINT ROGER FYFE AS EMERITUS CURATOR

To: Canterbury Museum Trust Board

From: Anthony Wright, Director

Purpose To recommend to the Board that recently retired Senior Curator Human History Roger Fyfe be appointed Emeritus Curator of Human History.

Background Canterbury Museum’s policies and procedures outline that Emeritus Curator positions will be given to Museum staff who retire, or resign, from paid employment at the Museum after exceptional and long term service to the Museum in collections management, research or public service. In general, these staff will be at, or close to the end of, their careers. Appointments to Emeritus Curator can only be made by the Board upon the recommendation of the Director. The Museum currently has two Emeritus Curators: Baden Norris (Emeritus Curator of Antarctic History) and Sally Burrage (Emeritus Curator of Canterbury Museum History).

Current Status Senior Curator Human History Roger Fyfe commenced work at Canterbury Museum as Curator of Ethnology in 1992. In 2006, he was appointed Senior Curator of Anthropology and in 2012 commenced his current role. During his twenty-six years of service to the Museum, Roger has made significant contributions towards collections care, exhibitions, community relationships and research. In particular, Roger has developed outstanding relationships at a whanau level and is held in high regard by Ngāi Tahu and, in fact, by all iwi. To demonstrate his wide-ranging contribution, a copy of his curriculum vitae with publication list is attached. As Roger has formally retired from his current role, it is appropriate to mark his outstanding service and wide ranging contributions to the success of the Museum.

RECOMMENDATION

That Roger Fyfe be appointed Emeritus Curator of Human History.

Anthony Wright Director 16 February 2018

12

Agenda Item 8.2

ROGER FYFE PUBLICATION LIST

To: Canterbury Museum Trust Board

From: Sarah Murray, Curatorial Manager

JOURNALS

1987 ‘Interpreting the Taranaki Historic Landscape – Problems and Progress’ in One Hundred Years of National Parks in New Zealand – Proceedings of the Centenary Seminar, University of Canterbury 1988 “Guidelines for Policy and Management Planning” in AGMANZ Journal 18 1988 “Marshland Hill: an Archaeological and Historic Assessment” in Archaeology in New Zealand 31 (4) 1989 “An Unusual Carving in North Taranaki Style” in Archaeology in New Zealand 32 (1) 1989 “Another Petroglyph at Omata, Taranaki in Archaeology in New Zealand 32 (4) 1989 “Anthropologist at War” in saying so Doesn’t Make It So: Essays in Honour of B Foss Leach, New Zealand Archaeological Association Monograph 17 1990 “Further Evidence of Early Maori Occupation on the Flanks of Egmont Volcano” in Archaeology in New Zealand 32 (4) 2001 “A Pukaea from Te Mata Hapuku, Banks Peninsula” in New Zealand Journal of Archaeology 23 (1) 2005 “Bone Needles in Canterbury Museum” in Records of Canterbury Museum 19 (with Carr, Niven, McKay) 2006 “the Provenance of the Canterbury Museum Mummies” in Records of Canterbury Museum 20 2006 “Determining the Antiquity of the Canterbury Museum Mummy, Tash Pen Khonsu” in Records of Canterbury Museum 20 2008 “Documenting a Further Example of Powaka Whakairo” in Records of Canterbury Museum 22 2008 “Rediscovering Two Tetere, Flax Trumpets in Canterbury Museum” in Proceedings, Nga Kete a Rehua: Inaugeral Maori Research Symposium 2010 “Connections with Hawaiki; the Evidence of a Shell Tool from Wairau Bar” in Journal of Pacific Archaeology 2 (2) (with Davidson, Findlater, MacDonald, Marshall) 2011 “Inspiration in the Detail: Upeti Fala and Upeti in Canterbury Museum” in Records of Canterbury Museum 23 (with Findlater) 2011 “New Isotope Data Suggest Wairau Bar Individuals Were Immigrants to New Zealand” in Proceedings of the Royal Society of New Zealand (with Kinaston, Buckley, Walter, Jacomb, Brooks, Stirling, Reid, Tayles, Halcrow, Shaw, Gray) 2012 “A Review of Early Accounts of the use of Mokihi in Te Wai Pounamu” in Records of Canterbury Museum 26 2013 “The First New Zealanders: Patterns of Diet and Mobility Revealed through Isotope Analysis” in PLOS ONE 8 (5): 1-11 (with Kinaston, Walter, Jacomb, Brooks, Tayles, Halcrow, Stirling, Reid, Grey, Spinks, Shaw, Buckley) 2014 “Benin Art in Canterbury Museum” in Records of Canterbury Museum 28 (with Murray) 2015 “Harvesting of Nga Hua Manu (bird eggs) in Te Waipounamu (South Island), New Zealand” in Records of Canterbury Museum 28 (with Davis)

13 Agenda Item 8.2

BOOK REVIEWS

1986 McEwan, J “Rangitane; A Tribal History”. Reed Methuen in Tarankai Herald 1986 Sorenson, MPK “Na To Hoa Aroha, correspondence of Sir Aparana Ngata and Sir Peter Buck” in Auckland University Press, Volume 1 1987 Mitcalf, A and Wilson, D “Himalaya, Trekking from Sikkim to Pakistan’ Hodder and Stoughton in Taranaki Daily News 1990 King, Michael “Moriori – a People Rediscovered”, Viking Penguin Books, in Archaeology in New Zealand 33 (1) 1990 King, Michael “Moriori – a People Rediscovered”, Viking Penguin Books, in Taranaki Herald 1991 Prickett, Nigel “Historic Taranaki: An Archaeological Guide”, GP Books Wellington, in Archaeology in New Zealand 14 (3) 1992 Heyerdahl, Thor “Easter Island The Mystery Solved”, Souvenir Books UK, in Archaeology in New Zealand 15 (1) 2010 Starzeka, Dorota; Neich, Roger; Pendergast, Mick “Taonga Maori in the British Museum” Te Papa Press, in New Zealand Journal of History 42

RECOMMENDATION

That the publication list for Roger Fyfe be noted.

Sarah Murray Curatorial Manager 19 February 2018

14 Agenda Item 9.1

REPORT ON INVESTORS IN PEOPLE ANNUAL REVIEW

To: Canterbury Museum Trust Board

From: Anthony Wright, Director, and Lesley Colsell, Museum Best Practice Manager

Purpose To report the results of the latest Annual Review of the Museum by the International Investors in People organisation.

Background Canterbury Museum has been an accredited Investor in People since 2001. Over the years it has pursued continuous improvement through achieving Bronze, Gold and most recently Platinum status – the latter signifying that the Museum is amongst the highest performing Investors in People organisations in the world. At the time of the assessment we were one of only 28 in the world, the first in Australasia and the second outside of the United Kingdom. Since achieving this status we have been approached by several companies and are now actively giving advice on helping to change the culture within other organisations.

Investors in People accreditation is the independent internationally benchmarked measure of whether the Museum’s working culture remains healthy and productive. As such it is of direct interest to the Board as well as management.

With the achievement of the Platinum standard on 30 November 2016 comes a requirement to be reviewed annually, and for a full assessment on 30 November 2019 when our current accreditation expires.

Annual Review The 12 month review was carried out on 10 January 2018 and we are pleased to report that we continue to meet the standard. The Leadership Team are working on some learning opportunities around effective communication, being outcome focussed, leading change and building relationships. We continue to carry out the annual survey amongst staff to identify further opportunities for improvement, as well as working on the recommendations for development outlined in the report. The full report by the assessor Liz Gordon is attached for your information.

RECOMMENDATION

That the report, including the Annual Review Report, be noted.

Anthony Wright Lesley Colsell Director Museum Best Practice Manager 19 February 2018

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Agenda item 9.2

Annual review report Canterbury Museum

Accreditation number: IQC-16-004771 Accreditation valid from: 30/11/2016 Assessment conducted by: Liz Gordon

16 Summary of Annual Review

A 12-month review of Canterbury Museum was carried out on 10 January, 2018. Prior to the annual review, Canterbury Museum carried out an IIP self-diagnostic, reviewed internal communication processes and survey results, reviewed a detailed and comprehensive continuous learning folder, reviewed IIP assessment report recommendations, reviewed and updated a project plan and reviewed changes to policy and practice. A face to face context meeting with Anthony Wright, Museum Director, and Lesley Colsell, Best Practice Manager, facilitated discussions around many different topics. In particular, progress against the action plan developed after the accreditation, changes that have taken place over the past 12 months, plans for next 12 months and challenges and opportunities in the external and internal environment. In addition, face to face meetings with four staff, a tour of exhibitions and a desk review of the Project Plan and Annual Report provided further insight into the people management practices, working environment and overall goals and achievements at Canterbury Museum. It is evident the people management practices previously assessed as embedded remain so and no areas of concern were identified. Continuous improvement is still an integral part of Canterbury Museum’s culture. Previous Assessment Results and Recommendations

On 30/11/2016 Canterbury Museum were awarded Platinum Accreditation against the standard.

The key recommendations made as a result of this assessment were:  To continue to develop leadership and management capability  To develop a fit for purpose leadership and management competency profile  To continue to review and develop recognition and reward strategies  To continue to ensure that all written and verbal communication processes and people management strategies are aligned to the values and overall goals

Page 1 I © Investors in People

17

Context of Annual Review

Canterbury Museum is a learning organisation with very clear goals, values and people management strategies. Enabling strategies and practices are carefully designed, implemented and reviewed to ensure learning is an ongoing process. Sharing knowledge about natural and human history with internal and external communities continues to be a key focus for Canterbury Museum. A newly elected Government may prove to be a positive change for the Museum. Senior management are optimistic that this change will result in additional support for the many important initiatives that NZ Museums are currently working on. Significant achievements for the year include; 59,910 participants in the education and public programme, 95% visitor satisfaction, 11 temporary exhibitions, a museum record of 784,756 visitors in one year, earned income of $2.7 million and 34 peer-reviewed publications. There have been no major changes to organisational structure. Record visitor numbers have been reported for the month of December 2017. Resource challenges are being addressed with ongoing development, implementation and review of recruitment and learning and development strategies. In March this year Canterbury Museum hosted a two day wanaga for Museum colleagues from around New Zealand. The Leadership Team and other staff presented on best practice initiatives. To share their knowledge and support for the principles of Investors In People, Stuart Burgess was invited along to formally present an introduction to Investors In People. In May the Rt Hon Bill English, NZ Prime Minister at that time, presented the Investors In People award to the Museum. This was part of a celebration hosted at the Museum to recognise their Platinum accreditation award. Since the earthquake in 2011, Canterbury Museum has been dealing with many time- consuming challenges. One such challenge is the ongoing management of a complex claims process. Many staff have been involved in the process and have assisted by providing important details of individual items and collections to external assessors. Senior management are very hopeful that this process will be completed by August 2018. In September this year, Quake City re-opened in new premises and in doing so, is sharing stories about the aftermaths of earthquakes and the responses of the emergency services, rescue teams, volunteers, construction workers, Student Army, Farmy Army and the resilience of Canterbury’s communities. Many operational projects are currently in place and a project plan clearly outlines key milestones, strategies and timelines. A collections inventory team has been established, At Homes has been reinstated, changes have been made to team forums and communication processes and the Museum’s Kaitiaki role has been increased. The Peter John’s insect collection is comprised of 140,000 insects collected over 57 years. The people at Canterbury Museum are now cataloguing this important collection and in doing so will contribute to the knowledge of others for years to come. Alongside the permanent exhibitions, there are three additional temporary exhibitions. Behind the scenes, people at all levels have contributed to ensure continued success of these exhibitions. It was particularly interesting to view the National Geographic Photographs, Lives Lost and Lives Changed and the Bristlecone Project, three of many special exhibitions currently on display.

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Canterbury Museum successfully shares important information and knowledge with the wider communities it serves and in doing so is living the organisation’s values and behaviours.

Progress Against Action Plan

An overview of the key recommendations acted on have been summarised and outlined on the following table.

Recommendation Action taken Practitioner feedback

Leadership team worked with an Develop Competency It is evident a thoughtful external facilitator to develop a fit Framework for purpose competency and thorough approach framework. has been undertaken. As a result, a fit for purpose Emotional Intelligence training competency framework was undertaken and a review of has been developed. content delivered is currently People were empowered work in progress. to use their initiative and Learning and Development collaborate with others as Programme for the leadership part of their individual and team is currently being team leadership developed. development strategies. As a result, a total of six The leadership team are actively leadership competencies involved in the design and and 38 behaviours were implementation of strategies that identified and used to are designed to align learning design the framework. interventions to their individual needs. It was interesting to hear about the critical review of The Competency Framework is the Emotional Intelligence being used as an integral part of learning event. It is the learning needs analysis and evident that current review performance management strategies ensure that all process. learning interventions are designed with outcomes in Coaching and mentoring has mind. become an integral part of the leadership development Actively seeking out the strategy. Ideas and suggestions views of others and about people management and observing changes in communication processes are behaviours has been an being shared throughout the

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19 leadership team. Positive important part of the changes in leadership and critical evaluation process. communication style has been In other words, managers observed by the senior are practically applying the management team. behaviours deemed to be particularly important.

Internal surveys, ongoing These have been Review Reward and communication processes and a successful initiatives and Recognition Strategy review of policy and practices have led to more staff has taken place. As a result, awareness of what is going some changes have been made on across the organisation. to policy, processes and communication strategies. This has ensured that people, at all This is another example of levels, have the information they activities that are aligned to need. the values, goals and needs of people. Recognition initiatives include quarterly nominations to recognize staff contributions, special birthday celebrations, morning tea for staff working with overseas representatives and nomination for Peter Johns with celebration.

Ongoing management training provides the necessary support and encouragement for continued development of recognition and communication practices.

Staff have presented an outline of their individual roles and responsibilities and in doing others are now aware of, and appreciative of, the responsibilities of others within the organisation. Steps have been taken to encourage everyone to attend the team meetings. The timings in respect of same and resource plans have been adjusted so that everyone can regularly attend these important meetings.

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Key Areas for Focus

Successful development and implementation of key strategies has enabled Canterbury Museum to maintain and develop a culture of learning and innovation. People genuinely enjoy working at the Museum and are particularly complimentary about a working environment where willingness, commitment and enthusiasm for their roles is embedded in the culture. It is evident that this outcome is the result of a carefully planned approach to people management. People have confidence in the leadership style. “It is hard to describe and I’ve never worked anywhere quite like this before. It feels safe and welcoming and people really want to help each other. When I leave at the end of each day, I feel as if I’ve just left somewhere that is so good it is almost unreal” “It is the way we appreciate the part everyone plays in the team and as such it is not just one thing, it is a collection of different components that all fit together, it is a very effective system” “I’ve gained so much confidence since working her”

Continuing to design, implement and evaluate people management strategies will be important. The on-line assessment score around reward and recognition was discussed during the initial assessment and as part of the 12-month review process. The reward and recognition strategies are effective and continuously reviewed to ensure all policies and practices are fit for purpose. People are very appreciative of the current recognition practices. Many behaviours outlined in the leadership competency profile have been purposely included with recognition practices in mind. Canterbury Museum genuinely value and recognise the contribution people, at all levels, make. The reward and recognition strategy has been described by senior management as a work in progress. Reviewing support and direction given to all managers regarding reward and recognition will be particularly important and help ensure a consistent approach across all departments is maintained. It is evident that Canterbury Museum is looking to the future and carefully planning for the resources it needs. There is a focus on continuous improvement and capability building. People use internal and external sources to help support a culture of learning and innovation. With many organisations looking at demographic changes and an aging population, there may be opportunities at Canterbury Museum to review how tacit knowledge and practical experience is shared throughout the organisation. Continued development of strategies that are designed to share knowledge and skills throughout the team will be important. For example, in-house training, coaching and mentoring are all learning interventions that are proving successful, therefore, developing these strategies further may be particularly helpful. Continuing to critically evaluate all learning interventions will be important and help ensure that all learning is fit for purpose. Competency frameworks, when done well, provide structure and clarity around goals and expectations. It was clear from conversations with senior managers that review mechanisms were being put in place to ensure a non-prescriptive and more organic approach will be maintained. This will help ensure competencies will be fit for purpose and aligned

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21 appropriately to the needs of the organisation, the people that work there and ultimately the community Canterbury Museum serves.

12-month Action Plan

Indicator Action Results

Reward and Recognition Continue to review, develop Outcomes and improvements and implement recognition will be measured by an strategies designed to ensure analysis of survey, feedback, people, at all levels, value observations and interview and recognise the work results. undertaken by everyone in

the Museum.

Leading and Inspring People Ensure communication Outcomes and improvements around the leadership will be measured by an strategy is maintained and analysis of survey results, developed. feedback, observations and interview results. Carry through the planned activities outlined in the project plan and consider implementing the recommendations outlined above.

Building Capability Carry through the planned Outcomes and improvements activities outlined in the will be measured by an project plan. analysis of survey results, feedback, observations and Consider implementing interview results. recommendations to further

develop in-house learning interventions.

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Date of Next Intervention

Canterbury Museum Canterbury Museum Canterbury Museum Accreditation date 24-Month Review Expiry Date

30/11/2016 30/11/2018 30/11/2019

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23 Agenda Item 10.1

QUARTERLY REPORT FROM THE DIRECTOR FOR OCTOBER TO DECEMBER 2017

To: Canterbury Museum Trust Board

From: Anthony Wright, Director

STATISTICS

October 2017 current 2016 previous Visitor Numbers 52,270 60,997 Donations Income $10,829 $13,877 Discovery Attendance 5,613 4,447 Discovery Revenue $10,404 $7,900 Quake City Admissions 2,926 2,818 Admission Revenue $45,802 $44,106 Merchandise Revenue $4,423 $7,924

November 2017 2016 Visitor Numbers 53,111 60,268 Donations Income $11,355 $13,890 Discovery Attendance 2,476 3,002 Discovery Revenue $4,506 $5,398 Quake City Admissions 4,023 3,258 Admission Revenue $65,408 $53,846 Merchandise Revenue $7,135 $6,982

December 2017 2016 Visitor Numbers 70,189 68,915 Donations Income $17,106 $17,137 Discovery Attendance 3,049 2,892 Discovery Revenue $5,660 $5,270 Quake City Admissions 5,211 4,130 Admission Revenue $83,997 $71,582 Merchandise Revenue $5,513 $6,769

Year-to-date total 2017 2016 Visitor Numbers 306,802 325,527 Donations Income $66,616 $72,665 Discovery Attendance 24,982 25,986 Discovery Revenue $46,162 $46,350 Quake City Admissions 15,143 16,454 Admission Revenue $212,027 $259,406 Merchandise Revenue $20,414 $35,918

24 Agenda Item 10.1

PRINCIPAL ACHIEVEMENTS – OCTOBER TO DECEMBER 2017

Communications ● Media Hits: 128 hits (124 positive, 4 neutral) compared to 126 (101 positive, 24 neutral and 1 negative) for the same period last year. ● Website Visits: 20,427 new visitors and 7,253 returning, compared with 18,797 new and 6,669 returning visitors in same period last year; 26.2% returning visits, for both periods. ● Facebook Likes: Increased from 11,978 at the end of September to 12,781 at the end of December. Review rating increased from 3.8 to 3.9. ● E-newsletter Opens: Two editions produced, average open rate of 40.55% (Target: 48.5%). Click rate average down to 13.84% from 18.38% in the last quarter. Subscribers, 1,664 up from 1,608 but down from high of 1,744 in November (Target 1,750). About 80 subscribers lost when Clear stopped a number of email addresses. ● Blog Posts: Five in the quarter, 51.93% average open rate down from 56.3% from previous quarter, and 15.86% (23.37%) click rate to list of 192 (165). ● Number of events including behind the scenes tours for CLA members, openings of Canterbury and World War One: Lives Lost Lives Changed, The Bristlecone Project and Postcards to Antarctica, Sally Burrage’s 100th birthday, the Museum’s 150th birthday and the launch of New China Eye Witness book. ● Marketing of new exhibitions above plus Between the Waters: Canterbury’s First Polish Settlers and Open Empire (Rewi Alley) touring exhibition. Marketing of public talks and The Great Museum Santa Search. ● Writing, design, production and distribution of Annual Report & Accounts. ● Editing and production of Records of the Canterbury Museum. ● Media releases distributed: Museum Emeritus Curator Marks 100th Birthday and Canterbury Museum marks 150th Birthday. ● Working with others: participation in the Christchurch Arts Audience Development Group.

Collections Registration ● Responded to 36 Image Service enquiries, resulting in 36 image orders for 351 images and sourced images for WW1 exhibition ● Arranged, assembled paperwork for, and took minutes for three Collections Development and Management Team meetings ● Moved collections previously held at our Vickerys Road offsite store to new offsite storage at Iron Mountain including many large objects requiring specialist movers ● Processed records for Antarctic Heritage Trust as part of our contract to manage their Vernon database ● Completed documentation, condition reporting and checks for the exhibition loans of SCAPE 2017, The Bristlecone Project, Canterbury and World War I – Lives Lost Lives Changed Canterbury’s First Polish Settlers, 50 Greatest Photographs of National Geographic ● Deinstalled and condition reported the Hākui exhibition ● 31 objects received as part of 13 separate inwards loans and 40 Canterbury Museum objects processed as part of 6 separate outward loans (one loan of 1168 items cancelled) ● Arranged the departure checks, loans paperwork and condition reports for the travelling exhibitions to CLA venues ● Imported 15,126 new records to Vernon, contributing to KPI 3.2 ● Uploaded the Rewi Alley collection to Collections Online ● Commenced the Collection Inventory project ● Hosted a Vernon User Group meeting with attendees from across the South Island ● Team members participated in Project Management training, Business writing, Service IQ Museum Studies Certificate training

25 Agenda Item 10.1

Best Practice  Led the project to determine the needs of the regional museums in Canterbury and attended the Museums Aotearoa forum for regional museums and a workshop provided by Volunteering Canterbury  Participated in planning meetings for the Museums Aotearoa conference being held in Christchurch in May 2018  Prepared for and participated in visits by insurance representatives assessing the Museum’s collections earthquake insurance claim over 10 days in October and December  Led the conservation project to restore the Wahi Tapu  Prepared application and achieved $223,095 lottery funding for phase 2 of Peter Johns project and successfully arranged a short extension to phase 1 of the project  Participated in team managing the Collections Inventory project  Successfully recruited artists to reproduce rock art tracings and commenced project  Participated in planning the cataloguing of the Museum’s own archives  Continued to work on appendices to the Collections Development and Management Policy  Worked on planning collections projects for the next financial year  Arranged and prepared for next Investors in People assessment taking place January

Curatorial  Provided access for our researcher community working on family history, Kinsey’s hut, mourning practices, Maori textiles for XRF analysis, Rewi Alley Collection Documentary, Niuean material inventory, Theo Schoon, Nenthorn archaeological material, Big Dog Shelter archaeological material, Heaphy River archaeological material, Māori whakairo, Fijian clubs, Frank Worsley’s Antarctic log, photograph albums, Mt Somers Station, the ship Glenmark, bat and rodent hair  Hosted visits by Oceania TV, Confucius Institute, Rewi Alley 120th Anniversary Commemoration Committee Canterbury, Barker Family, Contributing Local Authorities, Opus, Mahaanui Kurataiao Ltd, Dr Philip Temple and the Christchurch Psychosocial Committee  Provided assistance to University of Canterbury Classics Department, Mark Adams Photographer, Hokitika Museum, Museums Aotearoa, Emerging Museum Professionals, Kāhui Kaitiaki, Waikato Museum, Ministry of Culture and Heritage, Heritage NZ, Opus, Canterbury Regimental Association Museum and Vodafone  Content development, text writing and access for SCAPE Public Art 2017; Between the Waters – Canterbury’s First Polish Settlers; Canterbury and World War One: Lives Lost, Lives Changed; China: Open Empire and Māori Rock Art  Public programmes delivered to Postgraduate Certificate in Antarctic Studies students, Vernon User Group, Road Scholars, Canterbury Fiji Community, Friends of Canterbury Museum (2), Kaimahi Hauora Māori, Antarctic Season Opening attendees, Contributing Local Authority groups (x8), Rewi Alley 120th Birthday group (x2)  Processed 991 incoming objects through the Acquisitions Team, catalogued 1425 mayflies, 1314 Natural History objects and 470 Human History objects.  Acted as editor for papers in Records of the Canterbury Museum, New Zealand Journal of Zoology and ZooKeys  Two papers published in Records of the Canterbury Museum

Public Programmes  It was a very busy quarter with Six temporary exhibitions opened: Canterbury Potters, SCAPE 2017, The Bristlecone Project, Canterbury and World War I – Lives Lost Lives Changed Canterbury’s First Polish Settlers, 50 Greatest Photographs of National Geographic

26 Agenda Item 10.1

 One new CLA touring exhibition, Open Empire: Rewi Alley’s China, was installed in Amberley  Quake City numbers have surpassed all expectations and despite being closed for three months numbers are higher than they were same time last year at Cashel Mall. 12,160 visitors to Quake City, $195,207 admission revenue and $17,071 in retail sales  programme highlights included Postcards to Antarctica presentation and gallery tour by Guy Frederick, Portraits & Dress Ups holiday programme and Heritage Day tours of the Museum  staff gave well-received talks as part of the regular Canterbury Museum Friends series

Health and Safety and Security  The return brief for the Security system upgrade is still being developed with preferred supplier Fortlock.  Two new evacuation chairs and AEDs (Automatic External Defibrillators) boosted emergency equipment

Finance & Services  2016/17 financial statements were completed and audited  2018/19 draft budget was completed, approved by the Board and distributed to the contributing local authorities  Prepared and assisted in presentation of the CLA ‘behind the scenes’ tour  Facilitated visit of insurer experts regarding final claim for Collections settlement  Update of accounting system  Achieved 811 hours of structured learning and development Museum Annual Objectives The schedule below shows performance against the Museum’s KPI’s for the 2017/18 year with the following colour coding: Green – achieved (31) Amber – needs action to ensure achievement (5) Red – not achieved (0)

The five amber KPI’s are explained below: 1.3 There are is a plan underway to improve door donations, including higher visibility of the ‘tap-and-go’ eftpos terminal, which will help to close the gap on the overall target. 2.2 There is a new exhibit due to tour the districts in the third quarter which will increase the visitor total to achieve the target 3.1 The verification and adding to the database will occur in the next two quarters. 3.2 The Collections team is confident that they are on target with the creation and verification of records to be added to the Vernon database. Since verification is the final step, preparation work occurs earlier in the year, with verification steadily increasing as various projects, including the Inventory project, progress throughout the year. 5.3 The development of the Building Conservation Plan is progressing.

27 Agenda Item 10.1

MUSEUM ANNUAL OBJECTIVES REPORT FOR JULY 2017 - DECEMBER 2017

Ann. % of total Plan Total for 1/2 at 50% of No. Objective 2017-2018 12 month target year year

1 Our Visitors 1.1 Achieve visitor numbers 700,000 321,945 50% * 1.2 Achieve operational deficit for Quake City of no more than $50,000 Less than ($50,000) $22,649 surplus ** 1.3 Achieve door donations $165,000 $66,616 44% * 1.4 Achieve % of visitors rating their Museum experience as satisfied or very satisfied ≥ 95% 95% 1.5 Ensure staff have completed relevant customer service training 95% Ongoing 1.6 Ensure the Museum’s occupants remain in a safe environment where there are zero Notifiable Events Zero Notifiable Events Achieved 1.7 Provide access to collections or collections expertise in response to 100% 95% of requests (total number to be reported) 95% (317) 2 Our Programmes 2.1 Develop, deliver and evaluate 10 special exhibitions 10 10 100% 2.2 Tour an exhibit to the three contributing district council areas to reach a visitor target of 200,000 96,058 48% 2.3 Achieve 30,000 individuals receiving a Museum education programme delivered either by Museum staff or their own teacher (including 16,000 30,000 15,744 52% school students) (16,000) (7,801) (49%) 2.4 Achieve 30,000 individuals engaging in a Museum delivered public programme 30,000 16,587 55% 2.5 Achieve paid admissions to Discovery and maintain 500 memberships 50% of Museum Explorer Club 50,000 (500 members) 24,982 (458) (92%) 2.6 Answer 100% of external written/phone/email enquiries within 5 100% 100% working days (total number to be reported) (Total number) (3,370) 2.7 Achieve 600 media hits (print, broadcast and on-line media) 600 399 67% 2.8 Actively participate in professional associations/external bodies 40 49 123% 2.9 Provide outreach advice & support to other Canterbury museums and related organisations (number of interactions) 200 274 137% 3 Our Collections 3.1 100% of newly offered objects processed, with a maximum of 2,500 acquired, added to the database and fully verified 100% 40% (119 of 298) 3.2 Vernon records created and fully verified for objects not yet on the database 47,000 19,343 41% 3.3 Process 100% of all approved loan requests (total number of objects loaned) 100% 100% (163) 100% 3.4 Make collections more accessible by adding records and images to Collections Online 500 2,061 412% 4 Our Research 4.1 Peer reviewed research papers accepted for publication 18 15 83% 4.2 Peer review external articles or supervise theses 50 31 62% 4.3 Publish one volume of Records of the Canterbury Museum 1 1 100% 4.4 Present conference papers 12 14 117% 4.5 Adjunct positions held in research institutions 5 5 100% 4.6 Undertake professional visitor survey research to drive continuous improvement Achieve 175 58% 5 Our people and working environment 5.1 Maintain an up-to-date project plan and project-manage planning for The Museum Project Achieve Ongoing 5.2 Support the development of the Ravenscar House project Achieve Ongoing 5.3 Implement Building Conservation Plan that is supported by CCC Heritage and Heritage New Zealand and adopted by the Board Achieve Ongoing 5.4 Maximise return on investment funds within the Museum’s Investment Policy >3.63% 4.17% 115% 5.5 Achieve audit with only qualification being agreed departure from accounting standards as regards valuation and capitalisation of heritage assets Achieve Achieved 5.6 Achieve an end-of-year financial result within budget Achieve Ongoing 5.7 Achieve learning and development hours 3,400 1,922 57% 5.8 Maintain a healthy, safe and secure facility by completing all cyclical maintenance and achieving Building Warrant of Fitness Monthly Achieved 5.9 Over 75% of all waste is recycled/reused 75% Achieved 5.10 Retain accreditation as an Investor in People - Platinum Achieve Achieved * Weighted percentage based on seasonal visitor numbers ** The surplus has been adjusted to remove any 'extra-ordinary' income or expenditure items

28 Agenda Item 10.1

Projects Office  3 new projects started and 5 projects completed across the Museum during the quarter  28 projects in progress as at end December 2017  Provided project management training to 19 members of staff  Submitted Expression of Interest to Lottery Significant Projects Fund regarding funding for The Museum Project  Liaised with the Ministry for Culture and Heritage on jointly developing a new Business Case in 2018 for The Museum Project  Completed update of the Delegations Policy

No. Title Project Target Target Current Current Status Manager Start End Status Comments Date Date COMPLETED PROJECTS - OCTOBER TO DECEMBER 2017 CM16 Annual Report Vicki 1/06/17 4/12/17 Complete The Report has been 2017 2016/2017 08/12/17 received from the printers and distributed.

CM24 SCAPE 2017 Neil 20/08/17 07/10/17 Complete The two SCAPE displays 2017 Exhibition Installed 12/12/17 (photography by Wayne Barrar and Pacific 30/11/17 themed objects by Nina Completed Oberg-Humphries) have been deinstalled and all the objects returned to storage or the lenders.

CURRENT PROJECTS AS AT END DECEMBER 2017 CM4 Maori Rock Art Lesley 11/02/16 28/02/18 Green The digitalising of the 2016 Tracings and (R) historic tracings and Drawings drawings has been Preservation completed. Artists are currently working at the Museum replicating the tracings and drawings.

CM8 Peter Johns Cor 1/01/16 18/05/18 Green The project is ahead of its 2016 Invertebrate data entry targets but Collection slightly behind on natural Stage 1 history checks, Vernon importing and final verification. An application to the Lotteries Board for stage two project funding was successful.

29 Agenda Item 10.1

CM20 Building Jennifer 1/10/16 01/05/18 Green A consultant has been 2016 Conservation (R) appointed for the project Management and work is underway, Plan but as the project has taken longer than expected the timeframe has been extended by three months to 1 May 2018.

CM23 Canterbury at Neil 1/12/16 10/12/17 Green The exhibition opened to 2016 War WWI (R) the public on 1 Exhibition Installed December. Some further objects / panels for the 27/11/18 exhibition were installed Completed in December.

CM24 Return Objects Lesley 12/12/16 30/11/17 Amber All the items have been 2016 to (R) moved from Iron Documentary Mountain back into the History Store store. The locations of all the items need to be updated on Vernon which will be completed in January. CM3 Between the Neil 1/02/17 09/12/17 Green The project team worked 2017 Waters - 145 Installed closely with the Polish years of Polish community group and the Settlement in 30/05/18 exhibition opened in the New Zealand Completed Visitor Lounge on 9 Exhibition December.

CM5 Museum Carmen 1/03/17 31/03/18 Green Objects stored at the 2017 Collections (phase 1), (R) Airforce Museum and Offsite Storage Scott Vickery's Road have Facility (phase 2) been relocated to the facility. As the storage shelving is still to be approved by Iron Mountain and some objects relocated from the Museum the project has been extended to the end of March.

CM10 Review of Jerry 1/04/17 30/06/18 Green The Education Reference 2017 Education Group has been formed (Stage 1) with nine members and meetings held. The project is progressing well.

CM11 Hākui - Women Neil 1/02/17 09/06/17 Green The exhibition closed on 2017 of Kai Tahu Installed 26 November and was de-installed with the help 16/03/18 of staff from Otago Completed Museum. An evaluation of the exhibition is still to be completed.

30 Agenda Item 10.1

CM12 Perseverance: Neil 1/03/17 20/05/17 Green The exhibition closed on 2017 Exhibition Installed the 13 August and all the objects have been 31/01/18 returned. The only (R) remaining action is to Completed complete an exhibition evaluation. CM13 Recovery from Lesley 30/03/17 30/06/18 Green The lab for the 2017 HVAC conservators to work in malfunction in has been fitted out and Wahi Tapu the conservation work Store has started. The store has also been stripped out ready for the remedial work to begin. CM15 Quake City Carmen 1/03/17 31/01/18 Green Quake City reopened in 2017 Relocation to (phase 1), (R) mid-September and 299 Durham Neil visitor numbers have Street (phase 2) exceeded expectations since then. Some further minor updates to the attraction are still required before the project is complete.

CM23 The Neil 10/08/17 06/11/17 Green The Museum team 2017 Bristlecone Installed worked closely with the Project external parties involved Exhibition 11/05/18 in the project and it Completed opened on schedule on the 6 November.

CM25 Maintain Lesley 7/09/17 30/12/18 Green Several actions are in 2017 Investors in progress for the project People (IIP) and the IIP assessor is Platinum scheduled to visit the Accreditation Museum for the annual 'check-up' in mid- January. CM26 Rapa Nui Sarah 28/07/17 31/01/18 Green A formal agreement on 2017 Repatriation (R) the repatriation and responsibilities has been agreed with all parties. The actual repatriation is scheduled to occur in late January. CM27 Creation of Lesley, 4/10/17 15/12/17 Green The plant room has been 2017 Maintenance Jennifer cleaned. It will need to be Access and tested before access can Wahi Tapu be allowed for Recovery maintenance purposes. Operation

CM28 EQRC Lab and Sarah 24/10/17 28/06/18 Green Objects are currently 2017 Storeroom (phase 1), being returned from the Decant Scott Lab to the Collections (phase 2) Stores and the project is progressing well.

31 Agenda Item 10.1

CM29 Museums Jennifer 1/06/17 15/06/18 Green The venues and a 2017 Aotearoa 2018 (CM) and number of key speakers Conference Phillipa have been confirmed for (Christchurch) (MA) the conference and a first draft programme developed.

Director’s Update  President of Ireland Visit to Quake City  Sally Burrage’s 100th Birthday Celebrations at the Museum  Attending the Council of Australasian Museum Directors AGM in Hobart  Holly Benson appointed as Executive Assistant to the Director and commenced on 1 December 2017.  Tara Elder appointed as fixed term Associate Registrar and commenced on 6 November 2017.  Presenting the Allan Mere Award for the New Zealand Botanical Society in Hamilton  Hosting the Insurer Assessors at the Museum prior to Christmas to finalise the collection insurance claim.

RECOMMENDATION

That the Director’s quarterly report be received.

Anthony Wright Director 25 February 2018

32

Agenda Item 11.2

REPORT ON FINANCIAL STATEMENTS FOR THE SIX MONTHS ENDED 31 DECEMBER 2017

To: Canterbury Museum Trust Board

From: Nigel Tecofsky, Finance & Services Manager

Purpose To report on the financial performance for the six months ended 31 December 2017 compared to that budgeted in the 2017/18 Annual Plan.

Current Status At the end of the first six months of the financial year, the consolidated income statement shows total income is 68.1% of the annual budget and the total operating expenses are 47.7%.

The income includes a Lottery grant for the World War I exhibition of $271,878 which was not budgeted for, as well as an unbudgeted gain on shares of $904,072 from the sale and reinvestment of the Museum’s global equities. If these extra-ordinary items are removed, the income is 56.7% of budget. The Lease income is less than budgeted as there was a $28,000 accrual made in error last year. The budget for Interest and Dividends was decreased for 2017/18 due to the anticipated Museum funding requirements of the Museum Project. As these funds have not been required as yet, the income is higher than budgeted, but will be accumulated as part of the Museum funding for the Museum Project.

The Board/Strategy Team/Overheads expenses is under budget mainly due to the delay of the Museum Project.

Overall the profit from operating activities is $2,024,924 compared to a budgeted loss for the year of $95,975.

The insurance remedial expenses includes the costs of finalising the collections claim as well as the conservation of the Wahi Tapu collection.

RECOMMENDATION

That the financial statements for the six months ended 31 December 2017 be approved.

Nigel Tecofsky Finance & Services Manager 28 February 2018

33 Agenda Item 11.2

Canterbury Museum Consolidated Statement of Financial Performance For the 6 months ended 31 December 2017 50%

FINANCIAL REPORT Actual Budget Variance % Var at Year to Annual at 50% of Actual v 50% of date Budget budget Budget budget

INCOME Local authority operating levy and ex-gratia 4,241,913 8,483,825 - 50.0% - Donations admission 66,614 165,000 (15,886) 40.4% (19.3)% Donations 4,436 11,000 (1,064) 40.3% (19.3)% Grants 439,379 240,500 319,129 182.7% 265.4% Discovery Centre income 43,467 91,457 (2,261) 47.5% (4.9)% Lease income 52,645 151,600 (23,155) 34.7% (30.5)% Image Service income 4,451 5,000 1,951 89.0% 78.0% Other trading income 254,889 471,982 18,898 54.0% 8.0% Gain/(loss) on shares 904,072 - 904,072 - - Interest and dividends on operating funds 1,013,201 700,000 663,201 144.7% 189.5% Total income 7,025,067 10,320,364 1,864,885 68.1% 36.1%

EXPENSE Staffing expense 2,344,491 4,756,295 (33,657) 49.3% (1.4)% Collections Registration & Curatorial 170,944 288,382 26,753 59.3% 18.6% Public Programmes 733,090 1,496,368 (15,094) 49.0% (2.0)% Communications 99,937 223,524 (11,825) 44.7% (10.6)% Board/ST/Overheads 1,065,681 2,479,770 (174,204) 43.0% (14.1)% Total expense 4,414,143 9,244,339 (208,026) 47.7% (4.5)%

Surplus/(Deficit) before capital expenditure 2,610,924 1,076,025 2,072,912

Capital expenditure Fixed Asset purchases 226,669 700,000 (123,331) 32.4% (35.2)% Asset replacement reserve 359,331 472,000 123,331 76.1% 52.3% 586,000 1,172,000 (0) 50.0% -

Net profit/(loss) from operating activities 2,024,924 (95,975) 2,072,912

less insurance remedial expenses (236,206) - (236,206) - - (236,206) - (236,206) - -

Net profit/(loss) 1,788,719 (95,975) 1,836,706

Other comprehensive income Capital Funds Received 2,252 - 2,252 - - Bequest donation 397,627 285,000 255,127 139.5% 179.0% Interest on trust and bequest funds 125,000 250,000 - 50.0% - less bequest funded acquisitions - (900,000) 450,000 - (100.0)% 524,879 (365,000) 707,379

Total comprehensive income 2,313,597 (460,975) 2,544,085

34 Agenda Item 11.3

REPORT ON DRAFT ANNUAL PLAN 2018/19

To: Canterbury Museum Trust Board

From: Nigel Tecofsky, Finance & Services Manager

Purpose To recommend to the Board that the draft Annual Plan be approved for referral to the Contributing Local Authorities.

Background At the Board meeting on 11 December 2017, a draft budget for 2018/19 was presented and approved. It included a budgeted operating levy increase of 5% and the Museum Project budget was increased from $180m to $185m to incorporate the inflationary cost of a 12 month delay. This level of operating and capital levy was distributed to the contributing local authorities for inclusion in their Long Term Plans (LTPs).

Current Status Attached is the draft Annual Plan (Appendix 1) for referral to the contributing local authorities as required by the Canterbury Museum Trust Board Act 1993.

The projected operating levy and the overall cost of the Museum Project have remained the same as was reported in the draft budget and distributed to the contributing local authorities in December 2017. The only changes are:  the timing of the initial capital levy request from the District Councils has been delayed from 2018/19 to 2019/20, to allow for the forecast delay in the start of detailed design; and  some minor re-categorisation of operating expenditure to acknowledge increasing visitor numbers and ageing facilities as highlighted in the December report.

The 2018/19 performance objectives have been reviewed and agreed for recommendation to the Board by the Museum Leadership Team. The performance objectives that vary most significantly from last year’s KPIs are: 1.2 Achieving an operational surplus/deficit for Quake City has been changed from a deficit of no more than $50,000, to a surplus of $60,000. The deficit was based upon the partial closure and the shift in premises, however the visitation achieved has been outstanding allowing for a budgeted surplus for 2018/19. 1.7 Providing access to collections or collections expertise has increased from 95% to 98% of all requests, based on the previous years achievements. 2.3 The Education Programme target has remained 30,000 individuals, however we have increased the proportion of school students from 16,000 to 18,000. 2.8 The number of professional associations/external bodies which we actively participate in has increased from 40 to 45. 3.1 The maximum number of newly offered objects has increased from 2,500 objects to 9,500 objects due to some large acquisitions that are planned and have Board approval. 3.2 The previous target of 47,000 objects verified on the Vernon database has been increased to 70,000 objects, but spilt into two separate targets being 3.2 and 3.3. The 3.2 target to create 35,000 new inventory records and check and verify new and existing Vernon records is the task of the new Inventory Team. 3.3 This target for creating and fully verifying 35,000 Vernon records for the Peter Johns collection is being undertaken by the Lottery-funded data entry technicians. 3.5 The number of records and images added to Collections Online has increased from 500 to 5,000. This is as a result of the new records and images created by the Inventory Team.

35 Agenda Item 11.3

4.1 Peer reviewing of external articles or supervise theses has decreased from 50 to 45. The intention is to shift focus to more Museum-created research, as shown in objective 4.4. 4.4 Presenting conference papers has increased from 12 to 14. 5.4 The return on investment funds has decreased from 3.63% to 3.33% to reflect the maturity of some longstanding bond investments and the global economic forecasts.

RECOMMENDATION

That the Draft Annual Plan for the financial year 1 July 2018 to 30 June 2019 be approved for referral to the Contributing Local Authorities under Section 15(3) of the Canterbury Museum Trust Board Act 1993.

Nigel Tecofsky Finance & Services Manager 27 February 2018

36 Agenda item 11.3 Appendix 1

Canterbury Museum Draft Annual Plan

For the financial year 1 July 2018 to 30 June 2019

Draft for approval by the Canterbury Museum Trust Board for referral to the contributing authorities under Section 15(3) of the Canterbury Museum Trust Board Act 1993.

12 March 2018

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Contents

Page

Our contract (one page overview of annual plan) 3

1. Introduction 4 1.1 Executive summary 4 1.2 Canterbury Museum Vision and Values Statement 5 1.3 The Museum organisation 6 1.4 Museum organisational chart 7 1.5 Ravenscar House 8

2. Requirements of the Canterbury Museum Trust Board Act 9

3. 2018/19 performance objectives 10

4. Budget 12 4.1 Introduction 12 4.2 Operational budget 13 4.3 Capital budget 13 4.4 Notes to the operational and capital budgets 14

5. Summary of significant accounting policies 16

6. Seven-year forecasts 20 6.1. Introduction 20 6.2. Operations 21 6.3 Capital 22 6.4 Operations and capital levies 23

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39 3

1. Introduction

The Canterbury Museum Trust Board maintains, develops and operates the Canterbury Museum at Rolleston Avenue, Christchurch, New Zealand. The objectives of Canterbury Museum as expressed in the Canterbury Museum Trust Board Act 1993 are:  To collect, preserve, act as a regional repository for, research, display and otherwise make available to the people of the present and future, material and information relating to the natural and cultural heritage of New Zealanders  To promote interest and education in the natural and cultural heritage of New Zealanders  To place particular emphasis on those activities as they relate to the greater Canterbury region, the Antarctic and Subantarctic, and where appropriate, their relationships in a wider global context.

In 2016 the Canterbury Museum Trust Board approved a Strategic Plan to be implemented through successive annual plans.

This Annual Plan presents the Board’s operational and developmental priorities for the year 2018/19.

The Board acknowledges the ongoing major financial support of Christchurch City Council, Hurunui District Council, Selwyn District Council, Waimakariri District Council, the New Zealand Government, Mason Foundation, Marsden Fund, R S Allan Memorial Fund and Friends of the Canterbury Museum.

1.1 Executive summary

Principal activities to be carried out by the Museum during 2018/19 appear in the Performance Objectives (Section 3) and are summarised below.

Our visitors  Achieve visitor numbers of 700,000 and maintain a highly-rated visitor experience.  Ensure visitors remain in a safe environment with no notifiable events.

Our programmes  Develop, deliver and evaluate 10 special exhibitions, education programmes to 30,000 individuals and public programmes to 30,000 people.  Maintain or increase current levels of activity in other operational areas, eg responding to enquiries, delivering lectures and field trips, publishing articles and participating in external organisations.

Our collections  Continue the major task of computerised databasing and verification of all two million objects held by the Museum.  Continue to make collections more accessible by adding records and images to Collections Online.

Our research  Research and produce papers for the Records of the Canterbury Museum and other publications.  Present research papers at conferences and continue to maintain adjunct positions in allied research institutions.

Our people and working environment  Maintain an up-to-date project plan and project-manage planning for The Museum Project and support development of Ravenscar House.  Retain commitment to the Investors in People International Standard, and maintain our Platinum accreditation to the standard.

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1.2 Canterbury Museum Vision and Values Statement

Our Museum

Celebrating Canterbury, discovering the world. For us and our children after us.

Waitaha-kōawa-rau, ka whakanuia; Te-ao-whānui, ka tūhuratia. Mā tātou ko ngā uri e whai ake nei

What we do Ko te wāhi ki a mātou

Canterbury Museum acquires and cares for world-wide collections of human and natural history, with a focus on Canterbury and the Antarctic.

Access to these collections drives research, inspires learning and ignites imagination through stories that surprise and delight our visitors.

The principles we live by Ō Mātou Tikanga

We ENGAGE positively with our visitors.

We work COLLABORATIVELY with each other and with or communities.

We are ACCOUNTABLE for what we do.

We always act with INTEGRITY.

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1.3 The Museum organisation

Canterbury Museum is governed by the Canterbury Museum Trust Board. The appointment of trustees and the Board’s responsibilities are set out in the Canterbury Museum Trust Board Act 1993.

It is anticipated that at the beginning of the 2018/19 financial year there will be 69 full-time equivalent (FTE) establishment staff: Directorate 2.10 Communications, Projects Office and Finance & Services 5.10 Public Programmes 33.73 Collections Registration & Curatorial 28.30

Due to the high level of rostering in front-of-house positions the 69 FTE is represented by approximately 78 staff.

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1.5 Ravenscar House

Mr Jim and Dr Susan Wakefield through the Ravenscar Trust are proposing to develop and build a permanent house with a focus on New Zealand fine arts, sculpture, decorative arts, and designer furniture and classical antiquities at 52 Rolleston Avenue and to gift it to the people of Christchurch through Canterbury Museum. The gifting of the house complies with the objectives of the Canterbury Museum to:  collect, preserve, act as a regional repository for, research, display and otherwise make available to the people of the present and future, material and information relating to the natural and cultural heritage of New Zealanders; and  promote interest and education in the natural and cultural heritage of New Zealanders.

Canterbury Museum has a strong design theme in its collections and programming and will benefit from a purpose-built facility in which to exhibit and promote these in the future. The proposed development will be an additional facility for the Museum and will enhance and complement any future redevelopment of parts of the Museum’s current site.

The Christchurch City Council has gifted the 2,450 sq. metre site at Rolleston Avenue to the Museum subject to resource consents and construction within five years of the transfer.

The Ravenscar House will be largely self-financing through ticketed entry, car parking revenue and other income. The Museum will support the operation from its existing staff and resources.

The Ravenscar Trust aims to start construction in late 2018 with the building opening to the public in 2020.

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2. Requirements of the Canterbury Museum Trust Board Act 1993

Section 15 of the Canterbury Museum Trust Board Act 1993 requires that:

(1) The Board shall prepare and adopt, for each financial year ending with 30 June, an annual plan which outlines: (a) In particular terms for the financial year in which the plan is adopted and in general terms for each of the following two financial years: (i) The intended significant policies and objectives of the Board These are outlined in Sections 1 and 5. A detailed Operating (Policy and Procedures) Manual is available for inspection at the office of the Director. (ii) The nature and scope of significant activities to be undertaken These are outlined in Section 3. (iii) Performance objectives together with performance targets and other measures by which performance may be judged in relation to the objectives These are set out in Section 3. (b) In particular terms for the financial year in which the report is adopted, and in general terms for each of the following two financial years, in total and for each significant activity of the Board: (i) The indicative costs, including an allowance for depreciation of plant These are set out in Section 4. (ii) The sources of funds and the amount of any proposed levies These are set out in Section 4.

(2) The plan shall include an explanation of any significant changes between policies, objectives and activities, and performance targets specified in the plan as being those for the financial year in which the plan is adopted and those specified in the plan for the immediately preceding financial year as being those for the financial year in which the plan is adopted.

There are no significant changes between the objectives, activities and performance targets specified in the plan as between those in this 2018/19 financial year and those for the immediately preceding 2017/18 financial year. The Museum will continue to fulfil the current year (2017/18) objectives.

(3) The draft annual plan shall be referred to contributing authorities for a period of six weeks concluding no later than 31 May in each year or such earlier date as agreed by mutual consultation with contributing authorities.

This draft annual plan is referred to the contributing Local Authorities for a period of six weeks from Friday 16 March 2018 concluding on Friday 27 April 2018.

(4) The Board shall consider all submissions received in respect of the draft annual plan and amend it as considered appropriate prior to adoption by the Board no later than two weeks following the period referred to in subsection (3) of section 15.

(5) A copy of the annual plan, when adopted, shall forthwith be sent to each contributing local authority.

Section 16 of the Canterbury Museum Trust Board Act 1993 requires that:

(1) The levies proposed in the draft annual plan shall be deemed to have been approved by all contributing authorities and binding on them once the annual plan is adopted unless either the Christchurch City Council or 2 or more of the remaining contributing authorities give notice in writing objecting to the levies proposed therein during the period referred to in section 15(3).

(2) Within 14 days of the receipt of such notice, the Board shall convene a meeting of all contributing authorities to be held not later than 1 month following that date referred to in Section 15(3) of this Act.

(3) At that meeting each contributing authority may be represented by 1 delegate. The delegates attending the meeting shall hear such submissions as the Board may make in support of its budget and levy. The Christchurch City Council or not less than 3 other contributing authorities may resolve that the total levy be reduced to an amount being not less than the total levy made in respect of the previous year.

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3. 2018/19 performance objectives

Recognising our commitment to continuous improvement of customer service the following performance objectives describe the principal activities to be carried out by the Museum during the 2018/19 year.

In addition, there will be many other activities furthering the overall objectives of the Museum contained in the 2018/19 Performance Plans of individual staff members.

Assumptions:  Project earliest start of detailed design of January 2019  Earliest opening of redeveloped Museum in July 2022

Objectives Targets

1. Our visitors

1.1 Achieve visitor numbers 700,000 1.2 Achieve operational surplus for Quake City $60,000 1.3 Achieve visitor donations $165,000 1.4 Achieve % of visitors rating their Museum experience as satisfied or very satisfied ≥ 95% 1.5 Ensure staff have completed relevant customer service training 95% 1.6 Ensure the Museum’s occupants remain in a safe environment where Zero Notifiable there are zero Notifiable Events Events 1.7 Provide access to collections or collections expertise in response to 98% of requests (total number to be reported) 98%

2. Our programmes

2.1 Develop, deliver and evaluate 10 special exhibitions 10 2.2 Tour an exhibit to the three contributing district council areas to reach a visitor target of 200,000 2.3 Achieve 30,000 individuals receiving a Museum education programme delivered either by Museum staff or their own teacher (including 30,000 (18,000) 18,000 school students) 2.4 Achieve 30,000 individuals engaging in a Museum delivered public programme 30,000 2.5 Achieve paid admissions to Discovery and maintain 500 memberships 50,000 of Museum Explorer Club (500 members) 2.6 Answer 100% of external written/phone/email enquiries within 5 100% working days (total number to be reported) (Total number) 2.7 Achieve 600 media hits (print, broadcast and on-line media) 600 2.8 Actively participate in professional associations/external bodies 45 2.9 Provide outreach advice & support to other Canterbury museums and related organisations (number of interactions) 200

3. Our collections

3.1 100% of newly offered objects processed, with a maximum of 9,500 acquired, added to the database and fully verified 100% 3.2 Create new inventory records and check and verify new and existing Vernon records 35,000 3.3 Create and fully verify Vernon records for the Peter Johns Collection 35,000 3.4 Process 100% of all approved loan requests (total number of objects loaned) 100% 3.5 Make collections more accessible by adding records and images to Collections Online 5,000

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4. Our research

4.1 Peer reviewed research papers accepted for publication 18 4.2 Peer review external articles or supervise theses 45 4.3 Publish one volume of Records of the Canterbury Museum 1 4.4 Present conference papers 14 4.5 Adjunct positions held in research institutions 5 4.6 Undertake professional visitor survey research to drive continuous improvement Achieve

5. Our people and working environment

5.1 Maintain an up-to-date project plan and project-manage planning for The Museum Project Achieve 5.2 Support the development of the Ravenscar House project Achieve 5.3 Maximise return on investment funds within the Museum’s Investment Policy 3.33% 5.4 Achieve audit with only qualification being agreed departure from accounting standards as regards valuation and capitalisation of heritage assets Achieve 5.5 Achieve an end-of-year financial result within budget Achieve 5.6 Achieve learning and development hours 3,400 5.7 Maintain a healthy, safe and secure facility by completing all cyclical maintenance and achieving Building Warrant of Fitness Monthly 5.8 Over 75% of all waste is recycled/reused 75% 5.9 Retain accreditation as an Investor in People - Platinum Achieve

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4. Budget

4.1 Introduction

The level of operational levy increase requested from contributing local authorities is 5%.

The net deficit forecast for the 2018/19 financial year is ($148,361).

The Museum has highlighted that due to the effect of the increasing visitor numbers (approx. 120,000 over the past two years) and the ageing facilities requiring constant maintenance or replacement, the forecast increase of 5% for 2018/19 is required. The following assumptions have also been made in the draft 2018/19 operations budget:  An operating expense inflationary adjustment of 2.0% has been applied  An inflationary adjustment and the standard promotion allowances made to remuneration expenses  Additional roles for the Inventory Team, who are documenting and cataloguing the collections in preparation for redevelopment / moving collections.  The entire Museum security system required an upgrade due to failures and inability to cope with the increased requirements, as well as the relocation and upgrade of Quake City. Both of these items were outside our normal capital expenditure budgets and resulted in significant increases to our funded depreciation budget.

Some development expenditure has been budgeted for the Ravenscar House project for 2018/19 and 2019/20. Operational budgets for the forecast opening in 2020 have not been included at this stage, however it is expected to be largely self-financing through ticketed entry, car parking revenue and other income.

Overhead and administration expenses are allocated to each division of Curatorial & Collections Registration, Public Programmes and Communications based on staff numbers.

Collection acquisitions which are funded by way of bequests and the interest income on these bequests are shown separately in the operational budget. The earthquake insurance claim income and remedial expenses are also shown as non-operating budget figures (Section 4.2).

Budgeted capital grants are recognised as the project expenditure is incurred (Section 4.3).

A detailed breakdown of revenue, expense and depreciation items is provided in the notes to the operational and capital budgets (Section 4.4).

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4.2 Operational budget

CANTERBURY MUSEUM TRUST BOARD Operational budget Actual Budget Budget Budget Budget Note 2016/17 2017/18 2018/19 2019/20 2020/21 Revenue Operating levy 8,115,575 8,306,317 8,908,016 9,353,417 9,821,088 Debt servicing ex gratia 177,508 177,508 - - - Total levy and ex gratia 8,293,083 8,483,825 8,908,016 9,353,417 9,821,088

Commercial activities 1 2,963,946 1,420,039 1,452,008 1,246,616 1,221,517 Donations and grants 2 616,773 416,500 408,801 336,938 149,419 Total operating revenue and funded depreciation 11,873,802 10,320,363 10,768,826 10,936,971 11,192,023

Expenses Employee remuneration 4,617,268 4,829,787 5,265,621 5,529,920 5,633,897 Collections Registration and Curatorial 3 1,079,895 1,517,571 1,222,601 1,233,815 1,218,218 Public Programmes 4 2,318,410 2,586,899 2,820,085 2,872,121 2,875,956 Communications 5 266,302 310,087 308,230 313,266 316,099 Depreciation 6 1,112,316 1,172,000 1,300,650 1,298,150 1,315,700 Total expenditure 9,394,191 10,416,343 10,917,186 11,247,272 11,359,869

Net surplus/(deficit) including depreciation 2,479,611 (95,980) (148,361) (310,301) (167,846)

plus capital grants 3,008,400 13,925,000 14,925,000 49,200,000 48,150,000 - bequest income 598,211 285,000 285,000 305,000 325,000 - earthquake insurance claims 13,650,000 - - - - - interest on trusts & bequests 220,893 250,000 250,000 250,000 250,000 less bequest funded acquisitions (6,829) (900,000) (500,000) (500,000) (500,000) - earthquake remedial expense (717,745) - - - - Net surplus incl extra- ordinary items 8 19,232,541 13,464,020 14,811,639 48,944,699 48,057,154

4.3 Capital budget

CANTERBURY MUSEUM TRUST BOARD Capital budget Actual Budget Budget Budget Budget Note 2016/17 2017/18 2018/19 2019/20 2020/21

Capital expenditure 256,894 700,000 700,000 800,000 900,000 Asset replacement/gallery redevelopment reserve 855,422 472,000 600,650 498,150 415,700 Fixed asset expenditure 9 1,112,316 1,172,000 1,300,650 1,298,150 1,315,700

Museum Project works 7 - 13,925,000 14,925,000 49,200,000 48,150,000

Net capital budget 1,112,316 15,097,000 16,225,650 50,498,150 49,465,700

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4.4 Notes to the operational and capital budgets

Actual Budget Budget Budget Budget 2016/17 2017/18 2018/19 2019/20 2020/21 1 Commercial activities (exchange transactions) Discovery income 90,496 91,457 91,457 93,286 95,151 Lease income 151,934 151,600 151,600 154,200 156,852 Café income 298,426 - - - - Image Service income 10,466 5,000 5,000 5,100 5,202 Exhibitions income 64,762 - - - - Special exhibition income 4,281 - - - - Other trading income 839,562 471,982 503,952 514,031 524,311 Realised gain/(loss) on sale of investments 141,808 - - - - Unrealised gain/(loss) on sale of investments 117,589 - - - - Interest on operating funds 1,129,940 610,000 610,000 380,000 330,000 Dividends on operating funds 114,682 90,000 90,000 100,000 110,000 2,963,946 1,420,039 1,452,008 1,246,616 1,221,517

2 Donations and grants (non-exchange transactions) Donations admission 168,825 165,000 165,000 110,000 90,000 Donations and bequests 21,447 11,000 11,000 11,220 11,444 Grants 426,501 240,500 232,801 215,718 47,975 616,773 416,500 408,801 336,938 149,419

3 Collections Registration & Curatorial Collections Registration 591,497 783,601 484,512 490,216 487,893 Curatorial 488,398 733,970 738,089 743,599 730,325 1,079,895 1,517,571 1,222,601 1,233,815 1,218,218

4 Public Programmes Customer Experience & Education 504,750 644,262 789,768 795,049 778,959 Exhibitions 704,342 786,757 780,855 810,143 827,612 Building Operations / Security 1,109,317 1,155,880 1,249,462 1,266,929 1,269,385 2,318,410 2,586,899 2,820,085 2,872,121 2,875,956

5 Communications Communications 266,302 310,087 308,230 313,266 316,099 266,302 310,087 308,230 313,266 316,099

6 Depreciation Buildings 768,714 770,000 770,000 770,000 770,000 Building systems / plant 26,922 28,000 15,000 20,000 25,000 Security 22,824 50,000 160,000 175,000 190,000 Exhibition galleries 16,681 35,000 85,000 86,000 90,000 Front of house fixed facilities 8,141 8,000 6,000 2,500 1,500 Collection stores 51,757 55,000 54,000 54,000 54,000 Back of house fixed facilities 1,073 1,000 650 650 200 Furniture fittings and equipment 105,349 125,000 100,000 105,000 100,000 Information technology and audio visual 110,855 100,000 110,000 85,000 85,000 Museum Redevelopment Project - - - - - 1,112,316 1,172,000 1,300,650 1,298,150 1,315,700

7 Capital grants Capital Grants are only recognised when the project expenditure has been spent.

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Actual Budget Budget Budget Budget 2016/17 2017/18 2018/19 2019/20 2020/21 8 Income Levies 8,293,083 8,483,825 8,908,016 9,353,417 9,821,088 Grants 426,501 240,500 232,801 215,718 47,975 Capital Grants 3,008,400 13,925,000 14,925,000 49,200,000 48,150,000 Bequest income 598,211 285,000 285,000 305,000 325,000 Donations admission 168,825 165,000 165,000 110,000 90,000 Donations and bequests 21,447 11,000 11,000 11,220 11,444 Trading activities 1,459,927 720,039 752,008 766,616 781,517 Interest 1,129,940 610,000 610,000 380,000 330,000 Interest on trust and bequest fund 220,893 250,000 250,000 250,000 250,000 Dividends 114,682 90,000 90,000 100,000 110,000 Realised gain/(loss) on sale of investments 141,808 - - - - Unrealised gain/(loss) on sale of investments 117,589 - - - - Earthquake insurance claims 13,650,000 - - - - Total income 29,351,306 24,780,363 26,228,826 60,691,971 59,917,023

Expenses ACC levies 12,013 24,606 30,998 31,618 32,251 Audit fees 37,950 39,535 40,326 41,132 41,955 Building services 420,764 370,855 378,272 385,838 393,554 Board expenses 8,435 17,236 17,580 17,932 18,291 Books and journals 14,659 22,000 22,000 22,440 22,889 Café purchases 119,624 - - - - Cleaning 260,720 231,215 240,000 244,800 249,696 Collection acquisitions 128,100 1,228,591 829,362 805,150 805,953 Depreciation 1,112,316 1,172,000 1,300,650 1,298,150 1,315,700 Earthquake remedial expenses 717,745 - - - - Equipment 30,219 35,079 35,781 36,497 37,227 Exhibition expenses 379,797 361,094 387,978 415,237 386,255 Heat, light and power 202,147 223,557 232,277 236,923 241,661 Human resources support 14,373 32,053 32,694 33,348 34,015 Insurance 441,446 511,367 521,594 541,594 561,594 Interest on loans 68,145 70,000 - - - IT expenses 40,353 53,062 53,968 55,047 56,148 Legal fees 21,117 37,151 37,894 38,652 22,863 Management expenses 45,507 49,684 50,677 51,691 52,725 Marketing and public relations 253,524 325,401 301,111 307,134 280,154 Operational expenses 808,383 722,433 677,231 690,776 642,168 Postage and freight 5,913 6,834 6,971 7,110 7,252 Rates 10,911 12,485 12,734 12,989 13,249 Recruitment 59,561 26,931 27,469 28,019 22,863 Remuneration 4,541,536 4,731,687 5,159,915 5,422,100 5,523,920 Repairs and maintenance 165,577 106,323 110,404 112,612 114,864 Staff expenses 63,719 73,493 74,708 76,202 77,726 Staff training 99,073 94,987 96,887 98,825 100,801 Stationery 18,494 26,010 26,530 27,061 27,602 Strategic development 2,527 685,709 685,709 682,423 750,000 Telephone and tolls 14,117 24,965 25,464 25,973 26,493 Total expenses 10,118,765 11,316,343 11,417,186 11,747,272 11,859,869

Net surplus 19,232,541 13,464,020 14,811,639 48,944,699 48,057,154

9 Fixed asset expenditure The fixed asset expenditure is equal to the depreciation expense which is funded by the operating levy.

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5. Summary of significant accounting policies

A) REPORTING ENTITY The Canterbury Museum Trust Board (the "Museum") is a non-profit-making permanent institution, founded by the people of Canterbury for the service and development of their community with a particular responsibility for the natural and cultural heritage of the wider Canterbury region. The Museum is created under the Canterbury Museum Trust Board Act 1993 and is a charitable organisation registered under the Charities Act 2005. It is located at Rolleston Avenue, Christchurch, New Zealand.

These financial statements are for the reporting entity, Canterbury Museum Trust Board, and are prepared pursuant to Section 28 of the Canterbury Museum Trust Board Act 1993.

B) MEASUREMENT BASE The Museum followed the accounting principles recognised as appropriate for the measurement and reporting of surplus and financial position on a historical cost basis, as modified by the fair value measurement of certain items of property, plant and equipment and available-for-sale financial assets.

These financial statements have been prepared in accordance with generally accepted accounting practice in New Zealand (“NZ GAAP”). They comply with Public Benefit Entity International Public Sector Accounting Standards (“PBE IPSAS”) and other applicable Financial Reporting Standards as appropriate that have been authorised for use by the External Reporting Board for Public Sector entities, with the exception of PBE IPSAS 17 ‘Heritage Assets’ as stated in Note 1(d)(vii). For the purposes of complying with NZ GAAP, the Museum is a public benefit not-for-profit entity and is eligible to apply Tier 2 Public Sector PBE IPSAS on the basis that it does not have public accountability and it is not defined as large. The financial statements have been prepared in accordance with Tier 2 PBE standards and the Museum has taken advantage of all applicable Reduced Disclosure Regime (RDR) concessions.

The information is presented in New Zealand dollars, which is the Museum's functional and presentation currency.

Changes in accounting policy The accounting policies adopted in these financial statements are consistent with those of the previous reporting period.

C) JUDGEMENT AND ESTIMATION UNCERTAINTY The preparation of financial statements of necessity involves judgement and estimation. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable. Actual results may differ from these estimates

D) SPECIFIC ACCOUNTING POLICIES The following specific accounting policies which materially affect the measurement of surplus and financial position have been applied consistently to both reporting periods: i) Revenue Revenue is recognised to the extent that it is probably that the economic benefit will flow to the Museum and revenue can be reliably measured. Revenue is measured when earned at the fair value of consideration received or receivable. The following specific recognition criteria must be met before revenue is recognised.

Revenue from non-exchange transactions Grants and donations Grants and donations, including Government grants, are recognised as revenue when received. When there are conditions attached which require repayment of the grants and donations if they are not met, revenues are recognised when the conditions for their use are met. Where there are unfulfilled conditions attached to the revenue, the amount relating to the unfulfilled condition is recognised as a liability and released to revenue as the conditions are fulfilled.

Bequests Bequests are recognised in the income statement upon receipt. Where contributions recognised as revenue during the reporting period were obtained on the restriction that they be expended in a particular manner or used over a particular period, and those restrictions were undischarged as at the reporting date, the amounts pertaining to those undischarged restrictions are transferred to trust and bequests reserve in equity and the nature of such restrictions are disclosed in the notes to the financial statements. 16

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Capital donation Capital donations are recognised as non-operating revenue when received.

Revenue from exchange transactions

Discovery income, image service income and other revenues Discovery income, image service income and other operating revenues are recognised when services have been performed.

Lease income Revenue is recognised on a straight-line basis over the rental period. The Museum Store lease agreement is reviewed and renewed annually. The Museum Café lease is for two years with a one year right of renewal.

Interest income Interest is recognised in the income statement as it accrues using the effective interest rate method.

Dividend income Dividends from investments are recognised when the shareholder's rights to receive payment have been established.

Recognition of insurance claims Where some or all of the expenditure required to repair or replace damaged property, plant and equipment is expected to be reimbursed by another party, typically from the Museum’s insurance provider, such insurance claim monies shall be recognised when, and only when, it is virtually certain that reimbursement will be received. The criteria for virtually certain is met when there is an unconditional right to receive payment. ii) Budget figures. The budget figures are from the Canterbury Museum Trust Board Annual Plan that was approved by the Board at its meeting on 9 May 2016. Budget figures have been prepared in accordance with PBE IPSAS, using accounting policies that are consistent with those adopted by the Board in preparing these financial statements. iii) Offsetting of income and expenses. Income and expenses are not offset unless required or permitted by an accounting standard. Items of income and expenses are offset when offsetting reflects the substance of the transaction or other event. In addition, gains or losses arising from a group of similar transactions are reported on a net basis, unless items of gains or losses are material, in which case they are reported separately. iv) Income tax. The Museum has charitable status and accordingly no taxation expense or liability is recognised in the financial statements. v) Cash and cash equivalents. Cash and cash equivalents include cash on hand, cash in banks and short-term deposits with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value. vi) Debtors. Debtors are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for impairment of debtors is established when there is objective evidence that the Museum will not be able to collect all receivables. The amount of the provision is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. The provision, if any, is recognised in the income statement. vii) Financial instruments. Financial instruments are transacted on a commercial basis to derive an interest yield/cost with terms and conditions having due regard to the nature of the transaction and the risks involved. All financial instruments are accounted for on a settlement basis. They are classified in one of the following categories at initial recognition: loans and receivables, financial assets and financial liabilities at fair value through comprehensive income, available-for-sale financial assets, held-to-maturity investments, and other financial liabilities.

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Loans and receivables Assets in this category are non-derivative financial assets with fixed determinable payments that are not quoted in an active market. They include: - cash and cash equivalents (refer to item v above) - debtors (refer to item vi above) - accrued interest income (refer to item i above)

Available for sale financial assets Assets and liabilities in this category are those non-derivative financial assets that are designated as available for sale or are not classified as loans and receivables, held-to-maturity investments or financial assets at fair value through surplus or deficit. Assets in this category include investments in equity instruments. The fair value of these instruments are based on quoted market prices.

Held-to-maturity investments Assets in this category are measured at amortised cost. The Museum has classified its bank term deposits and fixed term investments as held-to-maturity investments.

Other financial liabilities This category includes all financial liabilities other than those at fair value through comprehensive income. Liabilities in this category are measured at amortised cost. They represent: - liabilities for goods and services provided to the Museum prior to the end of the reporting period that are unpaid and arise when the Museum becomes obliged to make future payments. These amounts are unsecured. - term loan with determinable repayment terms and interest rate. This loan is unsecured.

Other financial liabilities include: - creditors - employee entitlements (refer to item ix below) - grants received in advance (refer to item i above) - retirement gratuity (refer to item ix below) - term loans viii) Property, plant and equipment. All property, plant and equipment are stated at cost less accumulated depreciation and impairment. Cost includes expenditure that is directly attributable to the acquisition of the item. Repairs and maintenance are charged against income as incurred. Depreciation is calculated on a straight-line basis, except for land, so as to write off the net cost amount of each asset over its expected useful life to its estimated residual value. Land is not depreciated.

The Board reviews depreciation rates and adjusts them to more appropriately reflect the consumption of economic benefits. The depreciation rates applied are as follows: Rate Buildings 2% - 20% Furniture, fittings and equipment 10% - 33% When an item of property, plant and equipment is disposed of, any gain or loss is recognised in the income statement and is calculated as the difference between the net disposal proceeds and the carrying value of the item.

Revaluation Land and buildings are revalued on a cyclical basis at least every five years by an independent valuer. Any accumulated depreciation at the date of the revaluation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount. If the asset's carrying amount is increased as a result of a revaluation, the increase is credited directly to equity under the heading "Asset Revaluation Reserve". However, the increase is recognised in surplus or deficit to the extent that it reverses a revaluation decrease of the same asset previously recognised in surplus or deficit. Revalued assets are depreciated over the remaining useful life. On the subsequent sale or retirement of a revalued property, the attributable revaluation surplus remaining in the asset revaluation reserve, net of any related deferred taxes, is transferred directly to retained earnings.

Intangible assets Computer software are finite life intangibles and are recorded at cost less accumulated amortisation and impairment. Amortisation is charged on a straight-line basis over their estimated useful lives of 3 years and reported within the Statement of Comprehensive Revenue and Expenses. The estimated useful life and amortisation method is reviewed at the end of each annual reporting period.

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Heritage assets Heritage assets include collection items or artefacts of cultural or historical significance. The cost of acquisition of heritage assets is charged to the Statement of Comprehensive Revenue and Expenses. During the reporting period, the acquisition cost of collection items amounted to $114,631 (2016: $2,504,972).

It is the policy of the Museum to write off collection acquisitions and not attribute a monetary value to items gifted to the collection. The classification of the collections as a heritage asset is based on the premise that the collections are held in trust in perpetuity for the benefit of the public.

PBE IPSAS 17 requires that where an asset, eg collection item or artefact of cultural or historical significance, is acquired at no cost, or for a nominal cost, the asset is capitalised at its fair value as at the date of acquisition. PBE IPSAS 17 has not been followed because the Board considers that the fair values of the collection items cannot be measured reliably. Usually, gifts to the collection are unique items that have iconic status or are historic and irreplaceable or sacred to particular communities, with no market, so no financial value can be ascribed.

The Museum holds in excess of two million individual collection items. To comply with the requirements of PBE IPSAS 17 the value of these items would need to be assessed on an annual basis to identify possible impairment, which is required to be undertaken on an asset by asset basis.

Impairment of property, plant and equipment and intangible assets The Museum does not hold any cash-generating assets. Assets are considered cash-generating where their primary objective is to generate a commercial return.

Non-cash generating assets Value in use is determined using an approach based on either a depreciated replacement cost approach, restoration cost approach, or service units approach. The most appropriate approach used to measure value in use depends on the nature of impairment and availability of information. If an asset’s carrying amount exceeds its recoverable service amount, the asset is regarded as impaired and the carrying amount is written down to the recoverable amount. The total impairment loss is recognised in the surplus or deficit.

The reversal of an impairment loss is recognised in the surplus or deficit. ix) Employee entitlements. Provision is made for benefits accruing to employees in respect of salaries and wages, annual leave, alternate leave, and long service leave when it is probable that settlement will be required and they are capable of being measured reliably.

Provisions made in respect of employee benefits expected to be settled within 12 months, are measured at their nominal values using the remuneration rate expected to apply at the time of settlement.

Provisions made in respect of employee benefits which are not expected to be settled within 12 months are measured as the present value of the estimated future cash outflows to be made by the Museum in respect of services provided by employees up to the reporting date. x) Borrowings. Borrowings, which consist of term liabilities, are stated initially at fair values, net of transaction costs incurred. Subsequent to initial recognition, borrowings are measured at amortised cost with any difference between the initial recognised amount and the redemption value being recognised in surplus or deficit over the period of the borrowing using the effective interest rate method.

All borrowing costs are recognised as expense in the period in which they are incurred. xi) Goods and Services Tax (GST). The financial statements have been prepared using GST exclusive figures with the exception of receivables and payables which have been shown inclusive of GST in the Statement of Financial Position. xii) Inventories. Inventories are measured at the lower of cost and net realisable value. xiii) Leases. Payments on operating lease agreements, where the lessor retains substantially the risk and rewards of ownership of an asset, are recognised as an expense on a straight-line basis over the lease term.

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6. Seven-year forecasts

6.1 Introduction The seven-year operational funding forecast, Section 6.2, shows the increase in operating funds (including non-project depreciation costs) of 5.0% is required for 2018/19 and for the next two years.

After consultation with the Contributing Local Authorities the Museum has agreed to spread the levy increases resulting from the depreciation of the Museum Project redevelopment as it is capitalised, over a seven year period to lessen the immediate impact on the Contributing Local Authorities. This results in operating levy increases of 10% for 2021/22 to 2022/23, 11% for 2023/24, and 10% for 2024/25 to 2026/27.

The Project depreciation has been itemised separately in Section 6.2 so that its impact can be clearly differentiated. The seven-year capital forecast, Section 6.3, details costs and sources of funding for the Project as well as ongoing asset maintenance.

The following assumptions have been made regarding the new Project:  Aim for a single site solution  All buildings to be strengthened to 100% or better of code  To conserve the 19th Century Heritage Buildings and restore heritage features  Design within City Plan envelope and tie development into wider urban development context  Aim for a 100 year solution to Museum’s needs incorporating as much flexibility as possible  Undertake redevelopment and planning in as open and transparent a manner as possible  The Museum Project is split into two separate components: - the pre-earthquakes Project - the provision of Base Isolation and Earthquake Strengthening to protect the heritage collections, including the Category 1 Heritage Buildings, to reflect location in an active seismic zone  Major options analysis identified 21 potential options leading to a preferred option  The overall cost of the Museum Project has increased from $180m to $185m. This is to incorporate the inflationary cost of a 12 month delay.  The provision of Base Isolation and Earthquake Strengthening has increased by an inflationary amount to $87m  The pre-earthquake component of the Project cost has also increased by an inflationary amount to $98m (in 2021 dollars)  The proposed funding mix for the overall project is as follows: Central Government $69.9 million 38% Local Government $56.6 million 30% Canterbury Museum fundraising $58.5 million 32%  Retention of the grants in advance received from Selwyn District Council and Christchurch City Council, and accrued interest until required  Earliest start of detailed design of January 2019  The funded depreciation on the $98m Project conceived pre-earthquakes will, as per last year, have building depreciation deferred for the first 5 years, and the remaining depreciation spread over the first 7 years  The funding for the additional costs of Base Isolation and Earthquake Strengthening includes an indicative contribution of $24m from the Christchurch City Council towards the costs of the Council- owned Robert McDougall Gallery, with the remaining $63m being requested from Central Government  Given the significant impact on operating expenditure and levies to fund depreciation for the additional $98m, no additional depreciation for the Base Isolation and Earthquake Strengthening works has been included in the budget. It is proposed that over time a provision in Repairs & Maintenance is created to maintain the Base Isolation and Earthquake Strengthening improvements  Earliest opening of the new redeveloped Museum of July 2022.

Details of the capital levy funding are provided in Section 6.3 and 6.4.

In Section 6.4 is a schedule showing the calculation of the operations levy in the Annual Plan. The calculations are also shown for the capital levy relating to the Project, including the payments that have been made and held in trust. For the purpose of apportioning levies the population figures are those provided by Statistics New Zealand as at 30 June 2017.

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6.2 Seven-year forecast – operations

Actual Budget Budget Budget Budget Budget Budget Budget Budget 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

Local Authority levy 8,293,083 8,483,825 8,908,016 9,353,417 9,821,088 10,803,197 11,883,516 13,190,703 14,509,773 Commercial activities 2,963,946 1,420,039 1,452,008 1,246,616 1,221,517 662,563 868,089 973,767 987,852 Donations and grants 616,773 416,500 408,801 336,938 149,419 150,407 221,794 243,218 264,681 Total revenue 11,873,802 10,320,363 10,768,826 10,936,971 11,192,023 11,616,167 12,973,399 14,407,688 15,762,307

Operating expenses (8,281,875) (9,244,343) (9,616,536) (9,949,122) (10,044,169) (10,013,266) (10,541,617) (10,956,712) (11,383,981) Depreciation (existing assets) (1,112,316) (1,172,000) (1,300,650) (1,298,150) (1,315,700) (1,348,593) (1,382,307) (1,416,865) (1,452,287) Depreciation (Project assets - funded) * - - - - - (602,895) (1,408,684) (2,617,368) (3,217,368) Total expenditure (9,394,191) (10,416,343) (10,917,186) (11,247,272) (11,359,869) (11,964,753) (13,332,608) (14,990,944) (16,053,635)

Net operating surplus/(deficit) 2,479,611 (95,980) (148,361) (310,301) (167,846) (348,586) (359,209) (583,256) (291,328)

Unfunded expenditure Depreciation (Project assets - deferred) * - - - - - (135,651) (806,954) (1,813,908) (1,213,908) Depreciation (Project assets - unfunded) * - - - - (437,829) (1,313,487) (1,751,316) (1,751,316) (1,751,316) - - - - (437,829) (1,449,138) (2,558,270) (3,565,224) (2,965,224)

Net operating surplus/(deficit) 2,479,611 (95,980) (148,361) (310,301) (605,675) (1,797,725) (2,917,479) (4,148,480) (3,256,552)

CLA levy % increase (excl Project depn) 3.20% 2.30% 5.00% 5.00% 5.00% 3.86% 2.54% 0.83% 5.45% CLA levy % increase (funded Project depn) - - - 0.00% 0.00% 6.14% 7.46% 10.17% 4.55% Local Authority levy % increase 3.20% 2.30% 5.00% 5.00% 5.00% 10.00% 10.00% 11.00% 10.00%

* The Museum recognises the Contributing Local Authorities' discomfort with the level of levy increases required to fund the Project depreciation. It has been agreed with the Contributing Local Authorities that the building depreciation would be deferred for 5 years, no charge would be made for base isolation & earthquake strengthening, and that the remaining funded depreciation would be spread evenly over the first seven years of Project depreciation.

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6.3 Seven-year forecast – capital

Actual Budget Budget Budget Budget Budget Budget Budget Budget 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Income - Project Capital levy - local government 269,958 3,378,569 236,862 8,621,280 8,621,280 8,621,280 - - - Capital grants - central government - 2,000,000 2,000,000 2,000,000 1,000,000 1,196,472 - - - Capital fundraising by the Museum - 16,490,538 16,886,108 13,886,108 13,886,108 13,886,108 - - - Provision - Base Isolation & Strengthening - 2,500,000 2,500,000 15,000,000 15,000,000 15,000,000 16,192,417 - - Provision - McDougall Strengthen - CCC - - - 10,000,000 5,500,000 8,198,500 - - - 269,958 24,369,106 21,622,970 49,507,388 44,007,388 46,902,360 16,192,417 - -

Income – other Funded depreciation 1,112,316 1,172,000 1,300,650 1,298,150 1,315,700 1,951,487 2,790,991 4,034,233 4,669,654 1,112,316 1,172,000 1,300,650 1,298,150 1,315,700 1,951,487 2,790,991 4,034,233 4,669,654 Total income 1,382,274 25,541,106 22,923,620 50,805,538 45,323,088 48,853,847 18,983,408 4,034,233 4,669,654 Expenditure – Project Project works - 13,925,000 14,925,000 49,200,000 48,150,000 42,900,000 20,900,000 8,925,000 - Expenditure – other - 13,925,000 14,925,000 49,200,000 48,150,000 42,900,000 20,900,000 8,925,000 - Capital expenditure Asset replacement / gallery redevelopment reserve 256,894 700,000 700,000 800,000 900,000 1,000,000 1,000,000 900,000 800,000

855,422 472,000 600,650 498,150 415,700 951,487 1,790,991 3,134,233 3,869,654 Total expenditure 1,112,316 1,172,000 1,300,650 1,298,150 1,315,700 1,951,487 2,790,991 4,034,233 4,669,654

Surplus/(deficit) 1,112,316 15,097,000 16,225,650 50,498,150 49,465,700 44,851,487 23,690,991 12,959,233 4,669,654

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6.4 Operations and capital levies

Operations levy for 2018/19 by population and distance factor

Local Authority Population * Differential Product % of Total Levy amount Ex-gratia TOTAL Installment % of No. products due under Sec loan amount total 15 funding

Christchurch City 0.74 381,500 1.00 74.38 86.96 7,746,366 - 7,746,366 2,582,122 Hurunui District 0.02 12,800 0.30 0.75 0.88 77,971 - 77,971 25,990 Selwyn District 0.12 59,300 0.45 5.20 6.08 541,840 - 541,840 180,613 Waimakariri District 0.12 59,300 0.45 5.20 6.08 541,840 - 541,840 180,613 1.00 512,900 2.20 85.54 100.00 8,908,016 - 8,908,016 2,969,339

* The population numbers used are the estimated resident populations as at 30 June 2017, as provided by Statistics New Zealand.

Capital levy payments by population and distance factor

Local Authority Population * Differential Product % of Total Levy paid Projected Additional TOTAL Outstanding capital levy % of No. products and held in trust interest levy 18/19 19/20-21/22 total accrual

Christchurch City 0.74 381,500 1.00 74.38 86.96 6,021,980 428,915 45,829,607 52,280,503 - 45,829,607 Hurunui District 0.02 12,800 0.30 0.75 0.88 - - 287,693 287,693 - 287,693 Selwyn District 0.12 59,300 0.45 5.20 6.08 516,646 36,798 1,445,798 1,999,242 - 1,445,798 Waimakariri District 0.12 59,300 0.45 5.20 6.08 - - 1,999,242 1,999,242 - 1,999,242 1.00 512,900 2.20 85.54 100.00 6,538,626 465,714 49,562,340 56,566,679 - 49,562,340

* The population numbers used are the estimated resident populations as at 30 June 2017, as provided by Statistics New Zealand.

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Agenda Item 12.1

REPORT ON A REVIEW OF VARIOUS POLICY & PROCEDURE DOCUMENTS

To: Canterbury Museum Trust Board

From: Carmen Marsh, Projects Office Manager

Purpose To seek adoption by the Board for the following Board Committee Terms of Reference (ToR) documents: 1.3 Participation in Board Committees 1.6 Executive Committee 1.7 Investment Committee 1.8 Ōhākī o Ngā Tīpuna 1.9 Project Control Group (The Museum Project)

Background Under section 9(1)(b) of the Canterbury Museum Trust Board Act 1993 the Board will “Establish for the guidance of the Director broad lines of policy”. The Director subsequently approves procedures by which the Board’s policy will be carried out, which are provided to the Board for noting.

Current Status The Participation in Board Committees, Executive Committee and Project Control Group ToR were reviewed by the Strategy Team and no changes are recommended.

The Investment Committee ToR were reviewed by the Sub-committee on 26 February 2018 and the changes recommended are shown in the minutes of the meeting and ‘tracked’ in the attached Appendix C.

The Ōhākī o Ngā Tīpuna ToR were reviewed by the Sub-committee on 25 October 2017 and no changes were recommended (as stated in the minutes of the meeting).

The Terms of Reference documents are attached as Appendices A to E.

RECOMMENDATION

That the report be noted and the five Board Sub-Committee Terms of Reference documents adopted.

Carmen Marsh Projects Office Manager 20 February 2018

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Agenda item 12.2 (Appendix A)

1.3 Participation in Board Committees

Purpose To allow Board participation in committee work, if desired, whilst maintaining the Board’s faith in its committees and avoiding the potential for doubling up on consideration of business at both committee and Board level.

Scope All Board members

Review Date March 2021

Policy Statement Notice of Board Committee meetings will be sent to members of the Committee and cc’d to all other Board members, who may request a copy of the agenda

Approximately one week before the meeting, an agenda and full supporting papers will be sent to committee members, and a copy of the agenda to any other Board members who have requested it

Board members may attend meetings of committees on which they do not sit, and will have speaking rights at the invitation of the committee Chair.

Adopted by the Canterbury Museum Trust Board on 13 July 2009 for immediate implementation Reviewed and confirmed by Canterbury Museum Trust Board on 10 November 2014 Reviewed and confirmed by Canterbury Museum Trust Board on 12 March 2018

61 Agenda item 12.2 (Appendix B)

1.6 Trust Board Committee Structure - Executive Committee Terms of Reference

Purpose The Executive Committee has delegated authority to:

 make decisions as a matter of urgency between Board meetings  undertake such other tasks as may be delegated to it by the Board

Scope In exercising this delegation, the committee will:

 wherever possible canvass the opinion of Board members on potentially contentious issues by telephone or email before making a decision;  report any exercise of this delegation to the next meeting of the Board.

Review Date March 2021

Policy Statement The Executive Committee will comprise:

 the Board Chairperson;  the Board Deputy Chairperson;  the Director.

The Committee will meet as required.

Adopted by the Canterbury Museum Trust Board amended by the Board on 8 August 2005 Reviewed and confirmed by Canterbury Museum Trust Board on 10 November 2014 Reviewed and confirmed by Canterbury Museum Trust Board on 12 March 2018

62 Agenda item 12.2 (Appendix C)

1.7 Trust Board Committee Structure - Investment Committee Terms of Reference

Purpose The Investment Committee is specifically responsible for:

 three-monthly review of the investment portfolio;  three-monthly review of the long-term and medium-term funds investment percentages (Asset Allocation) set out in the Investment Policy and any investment sales, redemptions or purchases;  supervising special investigations at the request of the Board;  the review of the investment policy and/or procedures as necessary;  review of the investment adviser position after three years;  appointment or reappointment of an investment adviser every three years;  undertake continuing liaison with the Public Trust in their role as Trustee of the Adson Trust.

Scope The Investment Committee has delegated authority to:

 undertake three-monthly reviews of the asset allocation and the performance of the investment portfolio;  authorise any investment sales, redemptions or purchases over $1.5m and as required by the discretionary management Investment Proposal;  negotiate the investment adviser contract;  appoint the investment adviser.

Review Date May 2015

Policy Statement The Chair of the Committee shall report the findings and recommendations of the Committee to the Board after each Committee meeting.

The Investment Committee will comprise:

 the Chair of the Trust Board (ex officio);  the Chair of the Audit & Risk Committee (ex officio);  two Trust Board members, one of whom shall be elected Chair;  the Director will attend meetings as requested;  the Finance & Services Manager shall act as secretary;  the Investment Adviser will attend meetings as requested.

Adopted by the Canterbury Museum Trust Board on 8 September 2008 for immediate implementation and amended by the Board on 10 November 2008; 10 December 2012 and 12 May 2014 Reviewed and updated by Canterbury Museum Trust Board on 12 March 2018

63 Agenda item 12.2 (Appendix D)

1.8 Trust Board Committee Structure - Ōhākī o Ngā Tīpuna Terms of Reference

Purpose Ōhākī o Ngā Tīpuna assists the Trust Board and staff by reviewing proposed policies and making recommendations to the Board in relation to:

 collections policies and guardianship of all Māori taonga of whatever kind and iwi source;  staffing policies, including taking affirmative action in recruitment and training programmes, which will lead Māori people into professional careers in New Zealand’s bicultural museums;  exhibition policies, including presentation of Māori taonga to the public in a culturally appropriate and informative manner;  development policies, including protection of both substance and status of Māori taonga in any Museum development plan.

Scope Ōhākī o Ngā Tīpuna will give advice on all matters of Māori protocol within the Museum and between the Museum and the Māori people at large.

Review Date March 2021

Policy Statement The Committee will meet as required, at least twice each year.

Ōhākī o Ngā Tīpuna will comprise:

 3 Trust Board members, one of whom shall be the Chairman (or nominee), and one of whom shall be the Board appointee of Te Runanga o Ngāi Tahu;  2 representatives of Ngāi Tahu on the recommendation of the Board appointee of Te Runanga o Ngāi Tahu;  2 representatives of Nga Maata Waka;  2 representatives of Museum staff, one of whom shall be the Director;  such other persons as the committee may from time to time co-opt;  the Director (or nominee) will act as Secretary.

Adopted by the Canterbury Museum Trust Board on 14 November 1996 for immediate implementation amended by the Board on 8 August 2005 Reviewed and confirmed by Canterbury Museum Trust Board on 12 March 2018

64 Agenda item 12.2 (Appendix E)

1.9 Trust Board Committee Structure - Project Control Group Terms of Reference

Purpose Terms of Reference will be developed when The Museum Project receives approval and funding to proceed. Scope

Review Date As required

Policy Statement

Adopted by the Canterbury Museum Trust Board on 8 August 2005 for immediate implementation amended by the Board on 10 November 2014 Reviewed and confirmed by Canterbury Museum Trust Board on 12 March 2018

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Agenda Item 13.1

CANTERBURY MUSEUM TRUST BOARD, CHRISTCHURCH, NEW ZEALAND

Minutes of a meeting of Investment Committee held on Monday 26 February 2018 commencing at 10.00 am in the Boardroom

Present: David East (Chair), Rod Syme, Michael McEvedy

In Attendance: Johnny Cochrane, Hannah Donaldson, Matthew Rose (First NZ Capital), Jennifer Storer, Nigel Tecofsky

1 WELCOME & APOLOGIES There were apologies received from Tom Thomson and Anthony Wright.

I18/01 Resolved that the apologies be received. (M McEvedy/R Syme)

2 CONFIRMATION OF MINUTES OF PREVIOUS MEETING 2.1 The minutes of the meeting held on Wednesday 8 November 2017 were reviewed.

I18/02 Resolved that the minutes of the meeting held on Wednesday 8 November 2017 be adopted as a true and correct record. (R Syme/M McEvedy)

PUBLIC EXCLUDED SECTION I18/03 Resolved to exclude the public from the following parts of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of its resolution are as follows:

Agenda General subject of Reason for Ground(s) Item each matter to be passing this under section considered resolution in 48(1) for the relation to each passing of matter this resolution 3 Confirmation of In s7(2)(h) To Section Committee Minutes enable the 48(1)(a) – The 4 Correspondence Museum to carry public conduct 5 Terms of Reference out, without of this matter 6 The Museum Project prejudice or would be likely 7 Portfolio Review disadvantage, to result in the 8 Adson Trust commercial disclosure of activities information for which good reason to withhold exists under section 7

66 Agenda Item 13.1

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by sections 6 or 7 of the Act or sections 6, 7 or 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above with respect to each item.

Recommended that in accordance with section 48(5) of the Local Government Official Information and Meetings Act 1987 that the Investment Advisers, Director and Finance & Services Manager remain in the public excluded session because of their knowledge of the issues involved. (M McEvedy/R Syme)

I18/09 Resolved that the In Committee business having been concluded, the public be readmitted, and the resolutions passed in committee be confirmed. (D East/M McEvedy)

9 GENERAL BUSINESS 9.1 There was no general business.

The meeting closed at 12.15 pm.

Confirmed as a true and correct record.

…………………………………………….. Chair

…………………………………………….. Date

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