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Whakatāne Museum and Research Centre REVENUE GENERATION STRATEGY

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Whakatāne Museum and Research Centre REVENUE GENERATION STRATEGY Whakatāne Museum and Research Centre REVENUE GENERATION STRATEGY Confidential: Aspects of this document are commercially sensitive and subject to intellectual property rights. This document cannot be published without express permission from Giblin Group. Prepared by Giblin Group: March 2014 (Updated September 2014) © Copyright Giblin Group Ltd 2014 i Contents 1. Executive Summary ..................................................................................................................... 3 2. Introduction ................................................................................................................................ 8 3. Risk and Challenges ................................................................................................................... 21 4. Revenue Generation Overview ................................................................................................. 24 5. Revenue Generation Summary ................................................................................................. 29 6. Corporate Sponsorship ............................................................................................................. 31 7. Central Government Funding ................................................................................................... 38 8. Local Government Funding ....................................................................................................... 46 9. Iwi Funding ............................................................................................................................... 48 10. Trust Funding ............................................................................................................................ 49 11. Community Engagement ......................................................................................................... 55 12. Community Fundraising ........................................................................................................... 71 13. Recommendations ................................................................................................................... 75 14. Appendices ............................................................................................................................... 76 15. References ............................................................................................................................... 76 © Copyright Giblin Group Ltd 2014 2 1. Executive Summary The Whakatāne Museum and Research Centre (the Museum) redevelopment is the second stage of Whakatāne District Council’s (WDC or Council) major Arts and Culture Project. The Arts and Culture project was established in August 2009. The first stage saw the development of Te Kōputu a Te Whanga a Toi - Whakatāne Library and Exhibition Centre (Te Kōputu), which opened in June 2012. The redevelopment involved the retrofit of the former Briscoes building in Kakahoroa Drive into a purpose-built library and exhibition centre that includes a semi-permanent museum display area and three changing art gallery spaces. In its short lifetime, Te Kōputu has already celebrated a number of successes, including architectural awards, high visitor numbers and revitalisation of the business area. Council is now focusing on the Museum redevelopment which proposes the existing building (formerly the Museum and Art Gallery) in Boon Street be redeveloped as a purpose built research, storage and archives facility that addresses longstanding issues around the care, preservation and management of the Museum’s collections and the accessibility to museum resources. The Museum collection is currently valued at $9.5m and consists of 600,000 photos, 100,000 objects and more than 650 boxes of community and accessible Council archives. Some of the Museum’s collections are nationally and internationally significant, e.g. the Te Kōhika collection, comprising examples from one of the most important swamp excavations in New Zealand and iconic material such as a Captain Cook’s tripot, the hatchet of the chief Titokowaru and Von Tempsky’s sword. Andrew Irving, of Irving Smith Jack Architects, developed some preliminary concepts and designs for the Museum redevelopment during the development of Te Kōputu, but Council felt it was necessary to reassess the project before commencing for a number of reasons. These included the scale and scope of the design brief written in 2009 had evolved, the Museum’s operations changed with the opening of Te Kōputu, the disestablishment of the Arts and Culture Manager position (replaced with the Team Leader of Museum and Arts) and a Heads of Agreement, signed between Te Runanga o Ngati Awa, Tuhoe Establishment Trust, Te Whare Wananga o Awanuiarangi and WDC to consider the possibility of a combined facility lapsed in February 2013. A needs assessment (Lumin, 2013, b.) undertaken by Wellington based consultants, Lumin in 2013 found the Museum did not meet legislative requirements and museum standards in a number of areas, including sufficient storage or adequate climate control for the preservation of the collection and public access to the Museum. The report said the Museum has a unique and important role in © Copyright Giblin Group Ltd 2014 3 the Whakatāne District but fulfilling this role is challenging due to the constraints with the current facility, staffing, programmes, services and marketing (Lumin , 2013). A new design brief was developed and architect Andrew Irving was engaged in November 2013 to undertake a study of feasible options, recommending the most appropriate option which is as follows: 1. Partial New Development to Burgess Park, accommodating storage, loading, plant and specialised spaces. New development sized to temporarily accommodate existing collection. 2. Refit and seismically strengthen the existing building. Refitted areas will accommodate simple storage, public and staff areas with limited storage on the upper floor. (Irving:Smith:Jack Architects, 2014) This option will require building and resource consents. Resource consent is necessary as the neighbouring Burgess Park, where the existing Museum building will be extended into, is zoned as a reserve under the current district plan. Resource consent has been successfully granted in August 2014. In 2009, Council had indicated it would allocate $1.5m towards the construction cost of a $3m project. 1 A decision was to be made by Council in February 2014, based on the project feasibility and funding generation of the preferred option for development. Council then needed to include this into the 2014 Annual Plan and confirm the level of council funding commitment. A QS Report (Appendix Five) was completed in May 2014 and has estimated the total project cost to be $4,489,100. Flooding from a severe storm in Easter 2014 has since delayed Council’s commitment to the project. The focus of the Museum has since then has been to remedy the storm damage with an application to the Lottery Grants Board being submitted for additional resources. Giblin Group was engaged by WDC in November 2013 to complete a Revenue Generation Strategy and this has since been updated in September 2014 based on the completion of a QS Report and new timeline. The (RGS) provides a blueprint to raise the subsidy funding for the Museum Redevelopment which currently stands at $2,989,100 based on the assumption Council will support the project with $1.5m. This RGS sets out a comprehensive and strategic plan for maximising funds 1 Conversation with Paula Chapman and Hamish Pettengell on Museum Development, 17/10/2013 © Copyright Giblin Group Ltd 2014 4 from a range of diverse sources, for the redevelopment of the Museum but also provides some long- term funds to assist in the operation of the facility. The Revenue Generation Strategy is built on five key components, each critical to the overall success of the Museum redevelopment. These are: Central Government Funding Corporate Sponsorship Trust Funding (Community, Private, Gaming) Community Engagement Community Fundraising This report provides a robust fundraising plan, establishing realistic targets for where funding should be sought from and for how much each source should be approached. Central Government Funding Initial investigations indicate that the Museum meets the criteria for a number of Government funds. The RGS recommends applications to the following Central Government funds: Ministry of Heritage and Culture: Regional Museum Fund (RMF) – The Ministry has indicated the Museum would be low level priority. Unless the application can demonstrate the Collection is of national significance, will have a positive regional impact and the community is engaged with the redevelopment. Lottery Grants Board: Environment & Heritage Fund Lottery Grants Board: Significant Projects Fund (If an unsuccessful application to RMF) Te Puni Kokiri (TPK): Māori Potential Fund – A consideration once relationship between WDC and TPK developed. Ministry of Education – For programme development post construction. Corporate Sponsorship The RGS will also outline the sponsorship properties available for partnerships within the Museum, what the benefits are to those potential sponsors and how to manage those commitments in the long term to ensure sustainable relationships. © Copyright Giblin Group Ltd 2014 5 Early designs show the Museum features a number of attractive sponsorship properties, which after construction have the potential to attract good level of brand exposure if the Museum is
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