Document 2
Hon Carmel Sepuloni
Minister for Arts, Culture and Heritage
cc
Rt Hon Jacinda Ardern, Associate Minister for Arts, Culture and Heritage
Hon Kiri Allan, Associate Minister for Arts, Culture and Heritage
CULTURE SECTOR INNOVATION FUND –
fund outcomes and
approach to delivery
Date:
10 December 2020
Priority:
High
Security
In Confidence
Reference:
BR2020/409
classification:
Minister
Action Sought
Deadline
Hon Carmel Sepuloni
Agree to the revised purpose and
17 December
Arts, Culture and
outcomes for the $60 million Innovation
2020
Heritage
Fund
Agree to the delivery approach for the
initial round of the Innovation Fund
Forward a copy of this briefing to the
Minister of Finance for approval of the
financial recommendations
Contacts
Name
Position
Contact
1st Contact
Polly O’Brien
Manager, Heritage Policy
S9(2)(a)
Sebastian Clarke
Senior Advisor, Heritage Policy S9(2)(a)
Minister’s office to complete ☐ Approved
☐ Declined
☐ Noted
☐ Needs change
☐ Seen
☐ Overtaken by events
☐ See Minister’s notes
☐ Withdrawn
Comments:
Purpose
1
This briefing seeks your agreement to the revised purpose and outcomes, and
approach to initial delivery of the $60 million Innovation Fund, to be delivered over
three years as part of the Arts and Culture COVID Recovery Programme.
Key Messages
2
In September 2020, the previous Minister for Arts, Culture and Heritage agreed
to high-level policy settings for the Innovation Fund ($60 million over three years)
[BR2020/346 refers]. It was agreed that:
· the purpose of the Innovation Fund is ‘to support cultural projects that enable
content to be consumed in new ways and/or by new audiences, and which
are new to Aotearoa New Zealand’
· specific outcomes would sit under the purpose, and align with goals of
supporting economic recovery, a vibrant cultural sector, and better access
and participation in the cultural sector.
3
Following the Ministry’s recent sector engagement and further policy work,
officials have refined the fund purpose and outcomes. This will support potential
applicants to have a clear understanding of the fund.
4
The refined purpose for the Innovation Fund is to support innovative projects that
improve the sustainability and resilience of the cultural sector.
5
The refined outcomes for the Innovation Fund are:
· sector sustainability and resilience is improved
· there are more commercial opportunities available for the cultural sector
· access and participation is improved.
6
The Ministry has developed a proposed approach to the initial delivery of the
Innovation Fund. The approach involves:
· an initial first round (with an anticipated opening by April 2021) with a ‘Culture
Sector Challenge’ to bring together people from the sector, entrepreneurs,
experts, Māori and Pasifika and investors to solve the challenges the sector
is facing
· the ‘Cultural Sector Challenge’ running in up to eight regions over a two-month
period
· phasing the opening of the fund to occur after the opening of other Cultural
Sector Regeneration Fund’s (Capability and CARE), to ensure the cultural
sector is not having to apply for multiple funds at the same time
· providing wrap-around innovation support (such as facilitation, expert advice
on issues such as protecting intellectual property, coaching and mentoring) to
support applicants to achieve fund outcomes
· assessing the experience of the first round and making any refinements to the
delivery approach for future funding rounds.
7
Support for mātauranga Māori is embedded in all three outcomes of the
Innovation Fund. To ensure the proposed delivery approach is appropriate for
Māori applicants, the Ministry will be further engaging with Māori in January 2021,
before any detailed design is finalised and communicated to the public. This will
be an opportunity to work on the detailed delivery approach for the fund to ensure
it meets expectations and needs of iwi/Māori applicants, and to report back to you
by March 2021 on any proposed changes to the delivery approach (including
establishing an alternative process for mātauranga Māori innovation if relevant).
8
Officials consider that the wrap-around innovation support will be essential to
ensuring the outcomes of the Innovation Fund can be achieved. This was also
the message that the Ministry received during our sector engagement. The
Ministry does not currently have the capability to provide these services and is
therefore proposing that we purchase the required wrap-around innovation
support from an experienced third party that has relevant innovation expertise.
Recommendations
9
The Ministry for Culture and Heritage recommends that you:
1
Note the purpose and high-level policy settings agreed for the
YES / NO
Innovation Fund by the previous Minister for Arts, Culture and
Heritage
2
Note the Ministry has engaged with the cultural sector on the
YES / NO
previously agreed high-level policy settings for the Innovation
Fund
3
Agree to the revised purpose for the Innovation Fund: To
YES / NO
support innovative projects that improve the sustainability and
resilience of the cultural sector
4
Agree to the following revised outcomes for the Innovation
YES / NO
Fund:
a) Sector sustainability and resilience is improved
b) There are more commercial opportunities available for the
cultural sector
c) Access and participation is improved
5
Agree that the preservation, retention and transmission of
YES / NO
mātauranga Māori will be provided for across all the outcomes
6
Agree to the delivery approach for the first round of the
YES / NO
Innovation Fund, which includes a ‘Cultural Sector Challenge’
providing a coordinated and cross sector support mechanism
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
3
to select and progress ideas and projects to implementation
and to commercial opportunities
YES / NO
7
Note the ‘Cultural Sector Challenge’ will be run across up to
eight regions from April to June 2021 and officials will refine the
delivery where there are opportunities to improve delivery
YES / NO
8
Agree that 10% of the fund ($6.0M over three years) be used
to deliver the required wrap-around innovation support (such
as facilitation, expert advice, coaching and mentoring) to
participants
YES / NO
9
Note that if you agree for the Ministry to use 10% of the fund to
deliver the required wrap-around innovation support, we will
procure these services from third parties that have the relevant
innovation expertise
YES / NO
10
Note the Ministry will continue to investigate innovation best
practice delivery options for the Innovation Fund
YES / NO
11
Note the Ministry will work with your office to confirm your
preference for any public announcements about the launch of
the Innovation Fund
YES / NO
12
Forward a copy of this briefing to the Minister of Finance for
approval of the financial recommendations
Financial recommendations for Joint Ministers
MINISTER
MINISTER
FOR
OF
ACH
FINANCE
13
Approve the following fiscally neutral adjustment
YES / NO
YES / NO
to provide for the decision in recommendation 8
above, with no impact on the operating balance
and net Core Crown debt:
$m – increase/(decrease)
Vote Arts, Culture and
2020/21
2021/22
2022/23 2023/24
2024/25 &
Heritage
Outyears
Minister for Arts, Culture and
Heritage Non-Departmental Other
Expense:
COVID-19: Culture sector
(2.000)
(2.000)
(2.000)
-
-
Response and Recovery
Departmental Output Expense:
Heritage Services
2.000
2.000
2.000
-
-
(funded by revenue Crown)
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
4
14
Note that expenditure in 2020/21 is a
conservative estimate and given the timing of
funding rounds and associated support may fall
YES / NO
YES / NO
in 2021/22.
15
Agree that any amounts that are unspent in
2020/21 above remain available for transfer to
2021/22, subject to confirmation by the Minister
YES / NO
YES / NO
of Finance and the Minister of Arts, Culture and
Heritage.
16
Agree
that
the
proposed
change
to
appropriations for 2020/21 above be included in
the 2020/21 Supplementary Estimates and that,
YES / NO
YES / NO
in the interim, the increase be met by Imprest
Supply.
Anna Butler
Hon Carmel Sepuloni
Deputy Chief Executive,
Minister for Arts, Culture and Heritage
Te Aka
______ / ______ / 2020
Hon Grant Robertson
Minister of Finance
______ / ______ / 2020
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
5
The Innovation Fund is an essential component of the Ministry’s
support for the cultural sector to recover from COVID-19
10
On 11 May 2020, Cabinet approved the Cultural Sector Regeneration Fund. It
comprises three funds (Capability, CARE, and Innovation), which provide a range
of support for the cultural sector to recover from the impact of COVID-19.
11
The Innovation Fund provides $60 million of contestable funding over three years
including $3 million minimum towards mātauranga Māori projects. On 20
September 2020, the previous Minister for Arts, Culture and Heritage agreed to
high-level settings for the fund [BR2020/346 refers].
12
The Innovation Fund is an essential component of the Cultural Sector
Regeneration Fund. It provides significant funding for the cultural sector to
respond to strategic sector issues, including the:
· significant sector reliance on government grant and philanthropic funding, and
overall vulnerability of the sector to economic shocks, as many of the existing
jobs are low wage and reliant on unstable funding sources1
· limited commercialisation of sector offerings, and little available support to
explore commercial opportunities
· known gaps in access and participation for New Zealanders to engage with
culture and heritage2
· known risks for the preservation, retention, and transmission of arts, culture
and heritage mātauranga Māori3, which have been exacerbated by COVID-19.
13
Existing funding for the cultural sector is limited and is generally allocated for the
delivery of specific, narrow outputs. This means that currently there is little
support for the cultural sector to undertake strategic and innovative measures to
address known sector challenges.
14
Addressing these issues through the Innovation Fund will enable creative,
collaborative, and sector-led solutions to be developed.
A clear purpose and set of outcomes will ensure the objectives of
the Innovation Fund are well-understood
15
In September 2020, the Ministry conducted a targeted round of engagement with
its funded agencies and the wider cultural sector, including focused sessions with
Māori cultural practitioners, to test the high-level policy settings and to inform the
1 CNZ’s 2019 sector survey ‘A Profile of Creative Professionals’ found that creative professionals earn
$35,800 per annum on average compared to $51,800 across the economy as a whole.
2 There is a strong body of evidence of overseas evidence which shows that people from low socio-
economic groups are less likely to participate in cultural activities eg, Coulter, R, Patterns of Social
Inequality in Arts and Cultural Participation, 2020. The Museums Aotearoa 2020 National visitor
survey showed that 88% of visitors to museums and galleries were New Zealand European. All other
ethnic groups in New Zealand visited at rates well below their representation in the population.
3
National Marae Survey (Te Puni Kokiri, 2009);
He Rangahau I te Ora o nga Toi Tuku Iho –
An
investigation into the health of Maori Heritage Arts (kowhai Consulting, 2009)
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
6
detailed design and delivery of the three funds within the Cultural Sector
Regeneration Fund. A summary report on this engagement has been provided to
your office [BR2020/397 refers].
16
Following the engagement, officials have refined the purpose and outcomes of
the Innovation Fund to improve their clarity for potential fund applicants.
Fund purpose
17
The fund purpose has been amended to capture the breadth of the innovative
projects that the fund aims to support. The previously agreed purpose was:
To
support cultural, artistic and heritage projects that enable content to be consumed
in new ways and/or by new audiences, and which are new to Aotearoa New
Zealand’
18
The purpose has now been simplified, and is expressed as:
· Purpose: To support innovative projects that improve the sustainability and
resilience of the cultural sector.
19
The refinements to the purpose reflect that the Innovation Fund is not only about
the way cultural content is consumed, it is equally about the production of new
content, different ways of operating, cross sector partnerships and new ways to
add value to the sector and wider economy. The overall purpose of the Innovation
Fund is for a more resilient sector that is self-sustainable, and this is now better
expressed in the refined purpose.
Fund outcomes
20
Officials have refined the outcomes based on recent engagement and further
policy work. While the intent in the seven previously agreed outcomes4 is still
supported and retained, the Ministry has consolidated them into the following
three outcomes:
· Sector sustainability and resilience is improved
· There are more commercial opportunities available for the cultural sector
· Access and participation is improved.
4 The seven previously agreed outcomes for the Innovation Fund are 1) partnerships, both within and
outside the sector, including with other parts of Government, the private sector and with Māori, Pasifika
and other underserved communities, 2) idea and knowledge sharing within and beyond the sector, 3)
sector organisations generating co-investment from the private sector, 4) create new and diverse
employment and skill development opportunities in the short to medium-term, 5) support broader
access, participation, and new ways to experience the arts, particularly for groups where there are
consumer barriers that innovative technology approaches could address (e.g. people with disabilities),
6) enable increased longer-term business model resilience for organisations in the sector, include
increased wages, more sustainable employment opportunities and an ability to build financial buffers for
future economic shocks, and 7) support the development of commercially viable products, including
digital products for export and reach global markets online.
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
7
21
Sector sustainability and resilience is improved: Currently, employment in the
cultural sector is largely dominated by short-term employment and small
contracting opportunities. Creative New Zealand’s 2019 profile of creative
professionals showed more than a third of creatives surveyed were finding it
‘difficult’ or ‘very difficult’ to have a sustainable career as a creative. The sector
also relies heavily on a range of grant and philanthropic funding.
22
Additionally, there are significant opportunities to improve sustainability for arts,
culture and heritage mātauranga Māori. COVID-19 has highlighted that the Māori
cultural ecosystem, already under pressure, is at further risk.
23
Key areas of known risk to mātauranga Māori, identified by the Ministry, Te Puni
Kōkiri, and Creative New Zealand include the small numbers of mātauranga
Māori knowledge holders and practitioners (and lack of career and training
pathways for their successors), the high demand from iwi, hapū and Māori
communities to access knowledge holders, and heritage and artform
practitioners, the lack of support for practitioners to practise their artform/heritage
mātauranga and transfer their knowledge, and the need to capture mātauranga
Māori in culturally appropriate ways (including digitally) so it can be protected for
future generations.
24
This outcome will support projects that:
· encourage the exploration of new revenue streams, co-investment
opportunities from the private and philanthropic sector
· test new and diverse employment opportunities and business models within
the sector and across other sectors
· develop new ideas and knowledge to foster an ongoing culture of innovation
in the cultural sector
· support the preservation, retention, and transmission of mātauranga Māori.
25
There are more commercial opportunities available for the cultural sector: Currently, there are few funding opportunities within the cultural sector to support
commercialisation of products, including for export. Existing opportunities are
most accessible to larger companies that already have the infrastructure,
capability and capacity to evaluate and invest. Many small cultural organisations,
especially outside of metropolitan centres, do not have the support and expertise
required to explore and evaluate commercial opportunities.
26
The Ministry is also aware that the sector would like more opportunities to
collaborate (as opposed to compete against each other) and partner with other
sectors, such as science and technology.
27
This outcome is also well-placed to respond to the known needs to record and
document mātauranga Māori in culturally appropriate ways (including digitally) so
it can be protected for future generations, and used in ways that fulfil aspirations
for Māori. We will also include discussion on how to best ensure Māori intellectual
property is protected and not used inappropriately, in our January 2021
engagement on the innovation fund detailed design.
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
8
28
This outcome will support projects that:
· have a clear path to achieve commercial success, including through the
development of new exports
· explore and identify other funding streams that are sustainable and enduring
· create innovative opportunities for Māori to fulfil their cultural aspirations.
29
Access and participation is improved: Currently, access and participation in the
cultural sector is uneven, both across regions and different demographics.
Regions such as Northland, Coromandel, West Coast and Southland are known
to be under resourced and lack stability of funding. There is also a lack of
adequate representation of Māori, Pacific, and Asian arts organisations within
Creative New Zealand’s investment clients5 (who receive multi-year funding), and
this has resulted in representatives of some these ethnic groups describing the
cultural sector as not wholly inclusive.
30
There are also opportunities to improve the access for iwi, hapū and Māori
communities to connect to taonga and holders of mātauranga Māori. This
outcome aims to increase the demand for services by improving accessibility and
opportunities to participate.
31
This outcome will support projects that:
· create new and innovative ways for people to create, deliver or consume an
expanded range of existing or new cultural products and taonga
· remove or reduce barriers that reduce opportunities for particular people or
communities, including people with disabilities, or underserved or isolated
communities
· provide new ways of reaching new audiences or better connecting the sector
through digital technology.
32
Applicants to the Innovation Fund will be required to identify how their proposal
will benefit at least one outcome. It is likely that some applications will benefit
multiple outcomes.
33
Support for mātauranga Māori is embedded in all three outcomes of the
Innovation Fund. To ensure this approach is appropriate for Māori applicants, the
Ministry will be further engaging with Māori in January 2021. This will be an
opportunity to work on the detailed design of the fund to ensure it meets
expectations and needs of iwi/Māori applicants, and to make any changes
(including establishing an alternative process for mātauranga Māori innovation)
to the delivery approach.
The initial delivery approach includes a ‘Cultural Sector Challenge’
34
The level of innovation funds available and innovation expertise varies
significantly across sectors. For example, the science and technology sectors
5 Of CNZ’s investment clients seven out of 86 are Māori and five are Pasifika. Only one Māori client
and no Pasifika clients are based outside Auckland and Wellington.
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
9
have received significant investment for innovation and have greater experience
in running and participating in innovation initiatives.
35
The cultural sector has limited opportunity to access dedicated innovation
funding. To date innovation funding has been small, irregular and with limited
reach, especially among Māori, Pasifika, and in the regions [BR2020/346 refers].
36
Innovation requires thinking beyond the traditional structures and forms, and it is
particularly successful when different perspectives, skills, interests and
experiences are brought in together to work in partnership.
37
For example, in the technology sector this is achieved through ‘challenges’ or
hackathons, which are short, collaborative events where developers, business
owners, creative thinkers and subject matter experts are brought together to work
on solutions to certain problems and/or opportunities, which are defined in the
challenge.
38
Currently many companies and government entities drive innovation through
these kinds of challenge events. Ideas derived from challenges have helped
deliver innovative products, better customer experience, and greater revenue.
39
Advantages of these ‘challenge’ style events include:
· the ability to bring together a large number of participants, and promote a
collaborative approach to innovation development
· the inclusive opportunities they facilitate, that allow participation
· shorter, more agile innovation cycles that reduce overall risk
· opportunities for participants to develop a learning and innovation network (an
innovation ecosystem) for future ideas and proposals, even if specific ideas
are not progressed.
40
Officials propose to use this approach for the initial round of the Innovation Fund,
through a ‘Cultural Sector Challenge’.
High-level overview of the proposed delivery approach for the initial
round
41
The following section provides the high-level overview of the proposed delivery
approach for the initial round of the Innovation Fund. The Ministry will continue to
develop the detailed delivery approach. This will include further engagement with
Māori on how best to support mātauranga Māori innovation.
42
Appendix 1 provides a high-level overview of the proposed delivery approach for
the initial round of the Innovation Fund.
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
10
Initial round: the ‘Cultural Sector Challenge’
43
For the first round of delivery, anticipated to start in April 2021, officials propose
a ‘Cultural Sector Challenge’ to bring together people from the sector,
entrepreneurs, experts, Māori and Pasifika and investors to address the issues
the sector is facing, which may include:
· making the sector more sustainable and resilient
· creating more commercial opportunities
· improving access and participation.
44
The challenges will be also be defined and presented with a Te Ao Māori lens to
ensure tiaki (to care for), maioha (to have regard for) and manako (wish/desire)
aspects are built into the challenges.
Two-day rapid design process
45
New ideas, opportunities and potential solutions to the challenges will be
encouraged from participants within the cultural sector, entrepreneurs and from
other sectors such as technology, science, health and social.
46
Māori-centred processes and approaches, such as those developed by Kōkiri6,
will complement and be integrated into the end-to-end process.
47
Over the two days, participants with the support from experts in innovation will
evaluate, refine and develop ideas into proposals through a ‘rapid design’ cycle.
Panel evaluation
48
Expert panels brought together by the Ministry will evaluate and provide the
adequate level of support to take the proposal to the next level of development
through three potential paths:
·
Accelerator: Proposals that are considered to have potential but requiring a
lot more work will be put through an ‘accelerator’ path (of about two to four
weeks) where more intensive and specialist support is provided to develop
the proposals to progress to the ‘incubator’ path (subject to panel approval).
·
Incubator: Proposals that are considered to be viable but not yet fully
developed will be put through an ‘incubator’ path where relevant experts will
assist and support further development of the proposals. Incubation periods
may vary but generally are between four and six months. At the end of the
incubation period the panel will evaluate the proposal and assess whether it
can access funding for development/delivery.
6 Kōkiri is a 12 -week kaupapa-based start-up accelerator developed for Māori by Māori.
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
11
·
Direct Funding: Proposals that are considered to be fully developed, tested,
robust and ready to move to delivery will be able to access seed or full (project
ready) funding immediately. Funding will be approved from May 2020.
49
After being approved for funding, projects will have varying timeframes for
development and delivery depending on size and complexity. Expert support will
remain available throughout the life of projects. The Ministry will closely monitor
projects to completion and aim to identify emerging risks and issues quickly for
prompt intervention/support.
50
The ‘Cultural Sector Challenge’ is expected to run in up to eight regions over a
two-month period, taking into account the specific regional context of the local
cultural sector.
Wrap-around innovation support costs
51
Based on initial estimates and engagement with other public sector entities that
have run similar processes (MBIE, DIA and Callaghan Innovation), the cost for
the wrap-around innovation support (such as facilitation, expert advice, coaching
and mentoring) is expected to be 10% of the total value of the fund or $6.0M over
the three financial years from 2020/21 to 2022/23.
52
This cost would enable the delivery of at least sixteen Culture Sector Challenge
events (over eight different regions) over the life of the Innovation Fund, as well
as the associated acceleration and incubator support participants to best respond
to the fund outcomes.
53
Officials consider this level of wrap-around support to be appropriate for the
Innovation Fund. As the cultural sector has not had significant opportunity to
access dedicated innovation funding, officials also anticipate the demand for such
wrap-around innovation support is expected to be higher than in other sectors
with more established innovation programmes (such as the science and
technology sectors).
54
The Ministry is aware that there are experienced innovation providers that would
have the capacity and capability to meet our needs and timeframes. The Ministry
does not currently have the capability to provide these services and if it were to
build them in-house then the outcomes, quality, risk and timeframes of the
Innovation Fund would be impacted.
55
The Ministry seeks joint Ministerial approval to allow the administrative and wrap-
around innovation support costs to be paid from the $60 million fund. The Ministry
does not have an alternate source of funding for these costs. The Treasury Vote
team have been consulted and agree with the recommendations within this
paper.
BR2020/409 Culture sector Innovation Fund – fund outcomes and approach to delivery
12
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Document 3
SECTOR SUPPORT
GOVERNANCE COMMITTEE
Cover note
Paper title:
Innovation Fund procurement for Cultural Sector Challenge Events
Reference:
Arts, Culture and Heritage Programme
Meeting:
19/01/2021
Author:
Sam Kemp-Milham. Senior Project Manager
Purpose
1. This paper seeks endorsement from the SSGC on the proposed procurement
plan and approach for the Innovation Fund Cultural Sector Challenge Events.
Recommendations
2. It is recommended that you:
2.1.
Note the attached draft procurement plan for Innovation Fund – Cultural
Sector Challenge events - Design and Delivery and the preferred option is to
direct source CreativeHQ from the Consultancy Services All of Government
panel (AoG) (Business Change)
.
2.2.
Note the Ministers expectation to open fund if possible in March, leading to a
tight timeframe to procure and deliver the Culture Sector Challenge events
2.3.
Note the risks identified in the procurement plan
2.4.
Note that the procurement plan has been reviewed and approved by MCH
Legal, and Procurement.
2.5.
Note during the procurement process, SSGC will be kept informed of
relevant progress by Rich Cook or Jeff Gibson.
2.6.
Endorse the procurement plan for approval by the Chief Executive.
Background
3. In a paper to the Minister “Culture Sector Innovation Fund – fund outcomes and
approach to delivery”, dated 10 December 2020 [BR2020/409 refers], it was
agreed that Manatū Taonga would run “Cultural Sector Challenges” as a key
engagement tool with the cultural sector to identify innovative and creative ideas
that will improve the sustainability and resilience of the cultural sector.
4. The ‘Cultural Sector Challenge’ event is a two-day collaborative workshop that
facilitates the co-creation of ideas, to solve the challenges that the sector is
Page
2 of
3
SECTOR SUPPORT
GOVERNANCE COMMITTEE
facing, like a hackathon. This type of event was developed in response to
feedback about needing a different way to approach funding.
5. The paper outlined that at least sixteen challenge events would be held over the
life of the Innovation fund, eight of these to be part of round one.
6. It was also identified in the paper that Manatū Taonga does not have the
capability to design and deliver these events as they require specialised
experience and skills. There are experienced innovation providers in the market
that can meet Manatū Taonga’s requirements.
7. This procurement plan is in relation to sourcing an innovation provider to co-
design the initial eight events and then run these events during April / May 2021.
As part of the design phase, the provider will also provide input into the design of
the wrap-around support model that has been identified as being critical to the
success of the Innovation Fund approach.
8. Research was undertaken into other providers on the AoG Consultancy Services
Panel to see if any other organisations have the same experience and capability
as CreativeHQ. The only providers that appear to have the theoretical capability
to undertake this type of work were the big consultancy firms such as PwC. While
these companies may technically have the ability to undertake the work, the
references for CreativeHQ from Callaghan Innovation and MBIE, suggests that
CreativeHQ is the most experienced in the market in this type of event design
and management.
9. The preferred approach is to direct source CreativeHQ given its national
coverage and extensive experience undertaking similar events (including with a
number of government agencies) and short timeframe. A proposal will be
requested from them for the project.
10. The expected cost of the contract is estimated at $550k and needs to be in place
by early February to meet the Minister’s expectations for the opening of the funds
in March/April 2021.
11. As identified in the paper to the Minister, there will be more than one round of
challenge events. This is to ensure that the approach is meeting the needs of the
Fund and the sector and any learnings from round one can be incorporated into
any future rounds.
12. Any subsequent cultural sector challenges will undergo a separate procurement
exercise. Opening up to individual local providers will be considered for this
second round as Manatū Taonga will have more in-house experience to support
a number of smaller providers.
Document 4
Manatū Taonga for Culture & Heritage
Procurement Plan
Innovation Fund – Cultural Sector Challenge
events - Design and Delivery
What Manatū Taonga is seeking and why
In a paper to the Minister “Culture Sector Innovation Fund – fund outcomes and approach to
delivery”, dated 10 December 2020 [BR2020/409 refers], it was agreed that Manatū Taonga would
run “Cultural Sector Challenges” as a key engagement tool with the cultural sector to identify
innovative and creative ideas that will improve the sustainability and resilience of the cultural sector.
The paper outlined that at least sixteen challenge events would be held over the life of the
Innovation fund, eight of these to be part of round one.
It was also identified in the paper that Manatū Taonga does not have the capability to design and
deliver these events as they require specialised experience and skills. There are experienced
innovation providers in the market that can meet Manatū Taonga’s requirements.
This procurement plan is in relation to sourcing an innovation provider to co-design the initial eight
events and then run these events during April / May 2021. As part of the design phase, the provider
will also provide input into the design of the wrap-around support model that has been identified as
being critical to the success of the Innovation Fund approach.
Background
COVID-19 has had an impact on the arts, culture, heritage, media, and broadcasting sectors and has
created the requirement for Manatū Taonga to expand our work programme and evolve the way we
work. Not only must we continue to develop and provide expert policy advice, monitoring and
oversight, but as a Manatū Taonga, it is a priority for us to become more active in managing and
directly delivering outcomes for the sectors we support.
As part of the COVID-19 emergency response initiatives, Manatū Taonga has been tasked with
leading and directly managing the delivery of contestable funds. $150 million of funding has been
provided over three new funds, which work collectively as a Cultural Sector Regeneration Fund
package to support the sector:
• Creative Arts, Recovery and Employment Fund (CARE)
• Cultural Sector Capability Fund
• Innovation Fund
The Innovation Fund
The Innovation Fund is an essential component of the Cultural Sector Regeneration Fund and will
support innovative projects that improve the sustainability and resilience of the cultural sector.
1
There is $60 million of contestable funding over three financial years to provide significant funding
for the cultural sector to respond to strategic sector issues, including the:
• significant sector reliance on government grant and philanthropic funding, and overall
vulnerability of the sector to economic shocks, as many of the existing jobs are low wage
and reliant on unstable funding sources
• limited commercialisation of sector offerings, and little available support to explore
commercial opportunities
• known gaps in access and participation for New Zealanders to engage with culture and
heritage
• known risks for the preservation, retention, and transmission of arts, culture and heritage
mātauranga Māori, which have been exacerbated by COVID-19
Innovation fund round one approach
In a paper to the Minister “Culture Sector Innovation Fund – fund outcomes and approach to
delivery”, dated 10 December 2020[BR2020/409 refers], it was agreed that the delivery approach
for the initial round of the Innovation Fund would be:
1. a ‘Cultural Sector Challenge’ to bring together people from the sector, entrepreneurs, experts,
Māori and Pasifika and investors to solve the challenges as identified by Manatū Taonga (with an
anticipated opening by April 2021)
2. the ‘Cultural Sector Challenge’ running in up to eight regions over a two-month period
3. phasing the opening of the fund to occur after the opening of other Cultural Sector
Regeneration Funds (Capability and CARE), to ensure the cultural sector is not having to apply
for multiple funds at the same time
4. providing wrap-around innovation support (such as facilitation, expert advice on issues such as
protecting intellectual property, coaching and mentoring) to support applicants to achieve
fund outcomes
The challenges will be also be defined and presented with a te ao Māori lens to ensure tiaki (to care
for), maioha (to have regard for) and manako (wish/desire) aspects are built into the design of the
events.
Cultural Sector Challenge Event
The Innovation Fund is about long term transformational change and not only about the way cultural
content is consumed, It will be about the production of new content, different ways of operating,
cross sector partnerships and new ways to add value to the sector and wider economy. The overall
purpose of the Innovation Fund is for a more resilient sector that is self-sustainable. Consultation
with the sector suggests that the process to access funding needs to be easier and there is a need to
reach underserved communities.
To respond to the feedback about needing a different way to approach funding, it was agreed that a
‘Cultural Sector Challenge’ type event would enable Manatū Taonga to respond to the sector in new
and innovative ways. Specifically - the cultural sector challenge is an alternative to, and replaces,
other ways of applying for funding.
The ‘Cultural Sector Challenge’ will be a two-day collaborative workshop that facilitates the co-
creation of ideas, to solve the challenges that the sector is facing, like a hackathon.
The word hackathon is a combination of the word’s "hack" and "marathon":
• “Hack”: referring to an experimental, collaborative and creative way of solving
problems, with a bias towards building something to fix the problem; and
• “marathon”: referring to the duration of the event.
It will allow anyone to pitch an idea, concept, or problem related to the challenge at the start of the
event, gather a team around them, develop a solution and pitch again at the end of the two days.
Through this process, Manatū Taonga will source ideas and ventures that it can then support via the
Innovation Fund.
Services
It was recognised that Manatū Taonga would require additional capability to design and develop the
initial events, including the design of the event and developing the model for the wrap-around
support.
Specifically, this procurement is to support Manatū Taonga in delivering this agreed approach.
Manatū Taonga needs to procure expertise in designing and running rapid two-day innovation
design events in a compressed timeframe.
What Manatū Taonga is buying and why
This Plan relates to the purchase of design and delivery services for the
first round of eight ‘Cultural
Sector Challenge’ events and design services for development of the wrap-around support model.
Any subsequent cultural sector challenges (or similar innovation events) will undergo a separate
procurement exercise.
The key objective of this procurement is to ensure that Manatū Taonga engages the best expertise
to deliver the ‘Cultural Sector Challenge’ in a two-day design event, especially given the tight
timeframe.
An estimate of the total cost over the whole-of-life of the contract, exclusive of GST is $500,000.
Area
Cost per event
Subtotal
Cost per event (excludes disbursements
$50,000 (x 8 events)
$400,000
including travel, venue hire, catering
etc)
Design expertise for wrap around
$30,000
$30,000
support model
Disbursements including travel, venue
$100,000
$100,000
hire and catering for 8 events
Contingency
$20,000
$20,000
Total
$550,000
The contract is required to commence by Monday 1 February 2021.
Specification of Requirements
Manatū Taonga is seeking the expertise and capability of an innovation design company to co-design
and run eight cultural sector challenges across the country.
Skills and experience required.
• Experience in designing innovation events
• Experience in running a ‘Cultural Sector Challenge’ (or similar) design workshops
• Ability to run workshops nationwide
• Connection to wider innovation ecosystem in New Zealand to be able to leverage off existing
links to experts such us IP experts, business mentors, tech experts, entrepreneurs.
• Capability to run up to eight workshops in short time period April/May 2021
• Expertise in innovation and facilitation
• Expertise in cultural competency and running events in a bicultural way
Description of Market
To determine the best approach for the design and delivery of the Culture Sector Challenge events,
Manatū Taonga has undertaken significant research including:
• Discussions with other Ministries that have undertaken similar events
o Callaghan Innovation for their experience in designing and delivering innovation and
administering grants in the science sector
o Ministry of Business of Innovation and Employment who ran similar events for
science and business innovation (2015-2017) however are no longer running these
events
o DIA who provided an innovation lab (space) where people could come in and get
business and digital innovation support – note this lab was closed in 2020
o NZTE who have a national and international branch for innovation and growing New
Zealand businesses, they have established 14 regional business networks to support
small businesses. NZTE do not run the events themselves but partner with Callaghan
Innovation
• Discussions with individuals that have participated in similar events
o Sam Kemp-Milham – project manager for the Innovation fund project and has
participated in 2 hackathon and accelerator events
o Dan Whiting – run and participated in a few hackathon events for NZTE
o Gordon McKenzie – has had teams participate in accelerator events
o Stefan Korn – GM of Callaghan Innovation and ex CEO of Creative HQ (a wholly-
owned subsidiary of WellingtonNZ (a Wellington Council Controlled Organisation,
and is 80 per cent owned by Wellington City Council and 20 per cent by Greater
Wellington Regional Council) who have run national and international innovation
events).
As a result of these discussions and research, the following companies have been identified that
have run similar hackathon or innovation type events.
o Callaghan Innovation – a Crown Entity that has designed and run similar events for
the science and technology sectors (noting that they often contract the event design
and delivery to their third-party provider Creative HQ)
o Creative HQ – has run a number of events for several organisations (government and
private)
o Icehouse – Auckland only based company that runs capability training for start-ups
and small businesses
o Ministry of Awesome – Christchurch only based company that runs networking and
capability training for entrepreneurs
o PwC – have run a number of workshop-based sessions (sandpits) for a number of
organisations, but these are usually internally focused to the organisation that they
are working for
Options to procure the required services
Option 1 - Procure services via another public service organisation
MBIE and DIA – are no longer running similar events
NZTE – They do not run the events themselves but partner with Callaghan Innovation
Callaghan Innovation Manatū Taonga considered engaging Callaghan Innovation to lead the design and delivery
on Manatū Taonga’s behalf given they are a Crown entity that has significant experience in
designing and running similar events and already have contacts in the industry, but this was
discounted as Manatū Taonga recognised that this event requires ownership and leadership
in the sector rather than outsourcing the whole event design and management. Callaghan
Innovation also recognised that while they have done similar events for other organisations
– this has only been in the science and technology sectors and their experience in the arts
sector space is limited. However, Manatū Taonga will include Callaghan Innovation in the
design phase given their extensive experience and subject matter expertise in this type of
event management.
Option 2 – Procure services from an external provider
Option 2 is the recommended approach to provide the required services.
External Provider analysis
The following table outlines the possible providers identified and their relevant experience and
coverage.
Provider
Experience
Geographic
Panel
Currently
Previously
reach
engaged with engaged with
Creative HQ
Extensive
NZ wide
AoG
MFAT, Saudi
MOE, MIBE,
(over 10
Consultancy
Government
MFAT, DIA
years)
Services
DOC , MPI,
Kainga Ora
Icehouse
over 10 years
Mainly
No
Mainly
in the start-up Auckland
private
world
Ministry of
7 years in the
Mainly
No
Collaboration
Awesome
start-up world Christchurch
with
Christchurch
public sector
ecosystem
Preferred provider
Given its national coverage, extensive experience undertaking similar events (including with a
number of government agencies) and already being on an AoG panel the preferred provider is
Creative HQ
Procurement Approach
As per the Procurement and Broader Outcomes 2020 Policy, goods or services over the value of
$100k are to use a secondary procurement process if there is an existing AoG panel.
The identified preferred provider, Creative HQ, is part of the All of Government (AoG) collaborative
Contract Panel of Suppliers (Consultancy Services – Business Change).
Research was undertaken into other providers on the AoG Consultancy Services – Business Change
Panel to see if any other organisations have the same experience and capability as CreativeHQ. The
only providers that appear to have the theoretical capability to undertake this type of work were the
big consultancy firms such as PwC. While these companies may technically have the ability to
undertake the work, the references for CreativeHQ from Callaghan Innovation and MBIE, suggests
that CreativeHQ is the most experienced in the market in this type of event design and
management.
The preferred approach is to direct source CreativeHQ given its national coverage and extensive
experience undertaking similar events (including with a number of government agencies). A proposal
will be requested from them for the project.
As identified in the paper to the Minister, there will be more than one round of challenge events.
This is to ensure that the approach is meeting the needs of the Fund and the sector.
Any subsequent cultural sector challenges will undergo a separate procurement exercise. Opening
up to individual local providers will be considered for this second round as Manatū Taonga will have
more in-house experience to support a number of smaller providers.
It is proposed to use the All of Government (AoG) (Consultancy Services – Business Change)
Statement of Work Agreement for the delivery of the services.
Evaluation
The proposal will be evaluated on fit for purpose, capability to deliver to the timeframes and price.
Should any of the parameters not be satisfactory, and the mitigations identified in the Risk section of
this Plan not be effective, then the procurement approach will be reviewed.
Indicative timeline
Action
Indicative date
Request proposal
22 January 2021
Evaluation and recommendation complete
28 January 2021
Negotiations completed
29 January 2021
Contract executed
1 February 2021
Budget
The budget for this project has been transferred to the Department as approved by the Minister in
the Culture Sector Innovation Fund – fund outcomes and approach to delivery”, dated 10 December
2020 (Signed by MoF - BR2020/409 Cultural Sector Innovation Fund).
Key decisions
The business owner is Anna Butler, Deputy Chief Executive, Policy and Sector Performance through
Jeff Gibson, Programme Director.
Name:
Date:
This document should be emailed to [email address] (and approved by the Legal
Team) before initiating your tender process
Document 5
Memo
Subject
For Noting - Innovation Fund Challenge Event Design workshop
Date
16 February 2021
To
Anna Butler
Copies to
Richard Cook, Jeff Gibson, Mike Nathan
From
Hannah Leahy
Attachments
None
Purpose
This memo is for your noting regarding:
• the confirmed list of stakeholders invited to participate in a design workshop
for the Innovation Fund ‘Cultural Sector Challenges’.
• the approved approach for remunerating these stakeholders for their
participation, as well as travel and accommodation (where required).
Context
• On 16 December the Minister approved the fund outcomes and delivery
approach for the Innovation Fund. [BR2020/409]
• The first round will consist of a series of ‘Cultural Sector Challenges’ in up to
eight locations across Aotearoa beginning in April 2021.
• These challenges will bring together people from the arts, culture and heritage
sector, entrepreneurs, Māori and Pacific peoples, as well as investors, to
solve the challenges the sector is facing around three broad themes: sector
sustainability, access and participation and commercial opportunities.
• Similar collaborative ‘challenges’ or ‘hackathons’ are common in the
technology and commercial sector. Manatū Taonga have engaged the
specialist innovation design agency Creative HQ to help adapt and deliver this
model for the cultural sector.
• As part of this adaptation process, Manatū Taonga and Creative HQ will host
a workshop with a small group of sector representatives to test and validate
the design of ‘Cultural Sector Challenge’ events.
Design workshop
• This one-day design workshop is scheduled for 17 February. It will be jointly
hosted by Creative HQ and the Innovation Fund project team from Mānatu
Taonga.
1
• A group of up to nine stakeholders from different parts of the sector will be
invited to provide feedback and offer input into the design of the Cultural
Sector Challenge events based on their knowledge and experience of the
sector.
• A maximum of nine stakeholder participants was recommended by Creative
HQ to ensure an effective design workshop.
• Five of the sector stakeholders have been selected expressly to provide Māori
and Pacific perspectives, and to ensure the design of the Challenge Events
supports the cultural aspirations of these priority audiences.
• The stakeholder participants have been selected based on their individual
knowledge and experience within the cultural sector. They have not been
selected to represent or speak on behalf of ‘the sector’ or elements of the
sector.
• The confirmed stakeholder participant list is included as Appendix 1.
• The design workshop was intended to be a face-to-face session. Due to the
change in COVID alert levels, we have adapted this workshop to be a hybrid
model of face-to-face and online.
Renumeration
• Sector participants have been offered a payment of $800 a day to
acknowledge their expertise and contribution to the design workshop. The
exception being any participants who work for a central government agency,
who will not be offered payment.
• Offering these payments is important to ensure there are no financial barriers
to participation.
• The rate proposed is in line with the Cabinet Fees Framework to appoint
bodies in which the crown has an interest.
• Manatū Taonga is budgeting a total of $8,000 to cover the workshop fees and
travel and accommodation for the 9 participants, where required.
Appendix 1: Design workshop confirmed participant list
Sector Stakeholders
Māori perspective (4 total)
Teina Moetara
Independent arts practitioner with
Ngapera Riley
GM of Figure (data sources for Aotearoa) and
(Rongowhakaata/
expertise around indigenous wisdom
connected to the entrepreneur sector. Former
Ngāpuhi)
and knowledge. Leader of Tū te
director of KEA. Ngapera is a singer and has a deep
manawa kapa haka group.
interest in creative practice.
Wellington-based
Gisborne -based
Boni Te Rongopai
Producer, director, actor, educator.
Mere Boynton
Recently appointed Director Ngā Toi Māori, Tāwhiri
Tukiwaho
Boni is educated in the arts and health
(NZ Festival, Jazz Festival, Second Unit etc.).
(Te Aitanga-a-
sectors and has leadership roles in both
Critically acclaimed performer and singer.
(Tūhoe/Te
industries. He is Director of the
Māhaki/Tūhoe)
Arawa/Tūwharetoa)
Wellington-based
Auckland Fringe Festival and is on the
Health Promotion Agency National
Māori Mental Health Advisory Panel.
Dunedin-based
Pacific perspective (1 total)
Ahilapalapa Rands
Multidisciplinary artist, writer and
curator of Pacific descent with a
diploma in Te Reo Māori. Creating and
imagining alternative ways of exhibition
making is a specific focus Ahilapalapa’s
practice.
Auckland-based
Other cultural sector perspective (4 total)
Leo Gene Peters
Independent theatre practitioner. Leo
Gisella Carr*
Head of Arts and Culture and Community at
was one of the instigators of Ringatoi
Wellington City Council, Gisella is a strategic thinker
Pōneke: Artist Intensive (PAI) at Creative
who has had many roles in the arts, from Creative
HQ, which supports artists to explore
New Zealand to developing plans for Auckland to
sustainable business models.
leading WOW and NZ Film.
Wellington-based
Wellington-based
Fiona Fieldsend*
Director of Digital Experience at the
Stephen Knightly
Chief Operating Officer at RocketWerkz and former
National Library. Co-chair of the National
chairperson of the NZ Game Developers Association.
Digital Forum
He is also on the Steering Group of WeCreate, the
coalition of creative industries.
Wellington-based
Auckland-based
*Attended Innovation focus group session
Manatū Taonga staff
Suggestions
Representative
Sam Kemp-Milham
MCH Project Lead
Gordon McKenzie
MCH Establishment Lead
Simon Bowden
MCH Principal Adviser Sector
Hannah Leahy
MCH Communication Lead
Mareikura Brightwell
MCH Communications, Māori
Jason Van Hattum
MCH Senior BA
Document 7
Innovation Fund event design workshop – Overview
This document provides background information for the Workshop you are attending on 17
February to support the design of the Cultural Sector Innovation Fund ‘Cultural Sector Challenges’.
Context
Te Tahua Āki Auahatanga | Cultural Sector Innovation Fund
The $60 million Cultural Sector Innovation Fund is a key initiative within the Arts and Culture COVID
Recovery Programme, which provides $374 million over four years to help the sector survive and
adapt in the short-term and thrive in the future.
The Cultural Sector Innovation Fund is about the future. It’s about supporting the sector to thrive. It
provides $60 million over three years to support the sector to explore different, sustainable ways of
working, and to enhance access to enriching and inspiring cultural experiences for all New
Zealanders. The Fund also has a dedicated focus on supporting the Māori cultural ecosystem, and
particularly on safeguarding mātauranga Māori as well as nurturing innovation stemming from this
mātauranga.
Specifically, the purpose of this Fund agreed by Ministers in December 2020 is to support innovative
projects that improve the sustainability and resilience of the cultural sector. It will fund projects that
contribute towards the following outcomes:
• Access and participation is improved
• Sector sustainability and resilience is improved
• There are more commercial opportunities available for the cultural sector
The ambition is to establish an ecosystem dedicated to innovative solutions in the cultural sector
that continues beyond the life of the Fund.
Sector engagement
In September 2020, we asked a wide range of representatives from across the cultural sector for
their thoughts about the Innovation Fund. Key themes to emerge from this engagement were:
• concerns about contestable funding and the traditional approaches to application and
assessment, which tend to favour larger, well-resourced applicants, and which encourage
competition as opposed to collaboration
• a desire to see an application process developed that nurtured and developed applicants
and their ideas by connecting them to organisations or individuals that can assist in the
development of those ideas
• support for a kaupapa Māori approach to inform the design and implementation of the Fund
The response – Cultural Sector Challenges
In response to this feedback from the sector, Manatū Taonga spoke to key organisations within
other sectors to explore funding models they have used to successfully foster innovation, including
the science, technology and business sectors. The ‘Challenge’ or ‘hackathon’ was identified as a
model proven to support diverse participants to validate problems and develop solutions
collaboratively and quickly.
An adaption of this Challenge model will be used to deliver Round One of the Innovation Fund.
Manatū Taonga have engaged the specialist innovation design agency Creative HQ to help adapt and
deliver this model for the cultural sector.
What is a Cultural Sector Challenge
These Cultural Sector Challenge Events will be held in seven locations across Aotearoa. They will
bring together people from the arts, culture and heritage sector, entrepreneurs, Māori and Pacific
peoples, as well as investors, to solve the challenges the sector is facing around three broad themes:
sector sustainability, access and participation and commercial opportunities.
The Challenge Events themselves will be two-day workshops, which will take place over a weekend.
Our aim is to create an environment where future thinking people from the cultural sector and
experts from the start up sector can attend and cross-pollinate. The format is designed to support
anyone with an idea, concept or problem to gather a team around them, or to attend as individuals
and then develop a proposal in a short space of time, with the support of innovation experts,
mentors, and cultural sector advisors. At the end of the weekend they pitch their idea for funding
support from the Innovation Fund.
Why we chose this model
The advantages of the Challenge model are:
• The ability to bring together a large number of participants, and promote a collaborate
approach to innovation development
• Canvas wide range of ideas and short-circuit the ideation process
• An inclusive process that develops a cohort around a common problem
• Shorter, more agile innovation cycles that reduce overall risk
Purpose of this design workshop
This workshop is an opportunity for us to design a unique Challenge model for the cultural sector.
We want your help to design the Cultural Sector Challenge Events in a way that is:
-
Appropriate, meaningful, and effective for the cultural sector
-
Culturally safe and accessible, and
-
Inspirational.
Our challenge is to take a model that is traditionally designed to launch new commercial ventures
and reshape it with the goal of funding ideas and projects that create positive change and new
2
opportunities for the cultural sector and Aotearoa. Your understanding of the cultural sector, the
change that’s required, and the talent and ability within the sector will be critical to help us do this.
Who’s attending
You have been invited along with other practitioners from the cultural sector for your experience
and expert knowledge. People attending from the cultural sector include:
• Ahilapalapa Rands
• Boni Te Rongopai Tukiwaho
• Fiona Fieldsend
• Gisella Carr
• Leo Gene Peters
• Mere Boynton
• Ngapera Riley
• Stephen Knightly
• Teina Moetara
You’ll be joining key staff from Creative HQ and the core Innovation Fund development team from
Manatū Taonga
• Sam Kemp-Milham, Project Manager
• Simon Bowden, Principal Advisor - Sector
• Hannah Leahy, Communications Lead
• Mareikura Whakataka-Brightwell, Communications - Māori
• Gordon McKenzie, Establishment Lead
• Jason van Hattum, Business Analyst
Workshop Details
Wednesday 17 February 2020
9am – 5pm, registration from 8.45am (we all have to sign in)
Creative HQ
Level 1, 7 Dixon St, Wellington
We will begin with a mihi whakatau to welcome you into our space followed by a harirū and morning
tea before getting into the kaupapa of the day. At the whakatau, you will be asked to introduce
yourselves.
For travel arrangements please contact Penee Sue: [email address]
3
Document 8
Brief for building Innovation Fund Stakeholder master list
February 2021
Background
About the Innovation Fund
The purpose of the Innovation Fund is to support innovative projects that improve the sustainability
and resilience of the cultural sector. There is $60 million available to support this purpose between
now and June 2023.
The first round of the Innovation Fund is being delivered through a series of events, Cultural Sector
Challenges which will take place across Aotearoa beginning in April 2021.
These Challenges will bring together people from the arts, culture and heritage sector,
entrepreneurs, Māori and Pacific peoples, as well as investors, to develop projects that solve the
challenges the sector is facing around three broad themes: sector sustainability, access and
participation and commercial opportunities. The most promising projects will received funding to
support their development.
Audience for the Innovation Fund
We are looking to attract a diverse range of people to participate in the Cultural Sector Challenges.
This includes individuals and groups who are involved in, or have an active interest in, the arts,
culture and heritage sector in its broadest sense.
We want to attract participants that are driven by an ambition to collaborate with others to create
innovative projects which benefit their own work, the wider cultural sector, and as a result,
Aotearoa as a whole.
Māori are a priority audience for this Fund.
Compiling the stakeholder lists
Meaningful stakeholder engagement will be a key success factor in the delivery of the Cultural
Sector Challenges. To support this work, we need to start building a stakeholder list.
In the first phase, we are prioritising building a contact list of the following types of organisations.
Central Government
Sam Kemp- Milham can supply the contacts in the key government agencies the team have already
talked to.
These include:
• MBIE
• NZTE
• Callaghan Innovation
National Membership organisations / peak bodies
We need to able to turn these organisations into champions for the Innovation Fund and Cultural
Sector Challenges. They will be key to effectively reaching the different parts of the cultural sector
as well as audiences who may sit outside the cultural sector but are of interest for the Innovation
Fund (i.e. Philanthropists)
Examples include: I.e. Museums Aotearoa, WeCreate, PAANZ, Local Government NZ, National Digital
Forum, LIANZA, Te Rōpu Whakahau, Toi Māori, EVANZ, ETNZ, PHANZA
This list should also include our funded cultural agencies, I.e. Creative NZ
A good number of these are already captured in the source documents lists in the draft stakeholder
list spreadsheet.
Regional contacts
The locations for the Cultural Sector Challenges are still to be determined. It is intended that all
regions in Aotearoa will be reached over time. For the purposes of developing this list we are using
this list of regions from DIA.
Test regions: It is likely that the Wellington Region will be the first location for a Cultural Sector
challenge, with Gisborne likely to follow closely behind. It is proposed that we use these two
regions as test cases for building the stakeholder list as per the approach below. We can then check
in with the wider Innovation team and make any necessary adjustments before continuing.
Approach for regional contacts
• Our first priority is to compile a list of contacts for organisations who will be key
partners and
collaborators to the initial planning of the Cultural Sector Challenge in each region.
• We are also looking to compile a list of those who we may
consult in the course of planning the
event. I.e. we may seek advice/ input from them about potential speakers, mentors, activities.
• As a secondary task we can start to compile a list of people we’d like to
inform about Cultural
Sector Challenges. These are our potential participants. Feel free to note them down as you
come across them, but our primary focus is to populate the partner and consult categories of
stakeholders for each region. Remember we can look to reach these individual organisations
working through other stakeholders.
Partners
• Iwi organisations
• Regional Economic Development Agency
o CE
o Communications manager
• Local Government
o DCE or GM with responsibility for the arts, culture, heritage, community portfolio
o The Creative Communities Scheme Administrator (See CNZ website)
• Regional Arts Organisation
Consult
• Funders: Key Trusts or Foundations who fund arts/ culture and heritage projects
• Potential Champion Organisations: arts/ cultural / heritage / Incubator / Startup / community
organisations who may have strong networks around them (Ensure representation of
organisations who may help us reach our priority audiences as well as diverse audiences). Arts
Festivals would be one example of these
• Tertiary Education Organisation
o Head of most relevant school/ Department
Inform
• Potential participants (organisations)
• Potential participants (individuals)
Style notes
Key Contacts
• In each organisation please look to collate the names (and contact details where they are
available) for the CE and also the Communications Manager or someone who looks to have
responsibility in a practical sense for communicating with their members. Also note anyone else
who may be a useful contact.
• Do a separate listing for each person (we will be able to filter by organisations name to group
the different listings together.
• Privacy note: We need to be mindful of collecting contact details in a way which means we
understand how they can be used going forward. There is a column in the spreadsheet to note
how individual contact details were collected. Suggested categories are:
• Publicly listed on website
• Supplied by Manatū Taonga staff member (include staff member’s name)
• Has previously contacted Arts and Cultural COVID programme team
• Email address on programme newsletter list
Accuracy
• This list will be used as a picking list for stakeholder communication.
• Please capture the full names of organisations as we would address them in correspondence
• Check spelling of names and title as you go
List management
• Suggest we set up drop down lists to ensure consistency of categories and to facilitate
sorting further down the track.
Next Steps
Document 9: Decision Milestone Diagram with Products, as at March 2021
Cover note
Paper title:
Cultural Sector Innovation Fund Implementation Plan
Reference:
Arts, Culture and Heritage Programme
Meeting:
9 March 2021
Author:
Sam Kemp-Milham
Purpose
1. The purpose of this paper is to:
1.1. Inform SSGC of the Implementation Plan for the initial round of eight Cultural
Sector Challenge events planned to launch on 24 March 2021.
1.2. Seek agreement to delegate the approval of Cultural Sector Innovation Fund
launch collateral to Jeff Gibson and Anna Butler.
1.3. Seek agreement to delegate the go / no-go decision for the initial round of
Cultural Sector Challenge events to Jeff Gibson and Anna Butler.
Recommendations
2. It is recommended that you:
2.1.
Approve delegation of the approval of collateral to support the launch of the
Cultural Sector Innovation Fund to Jeff Gibson and Anna Butler.
2.2.
Approve delegation of the go / no-go decision for the launch of the initial
round of the Cultural Sector Challenge events to Jeff Gibson and Anna
Butler.
2.3.
Approve the Implementation Plan.
2.4.
Note the Implementation Plan to opening the initial round of the Cultural
Sector Challenge events, planned to launch on 24 March 2021 (pending
Ministerial approval of the date) with registrations opening for the first two
events on 7 April 2021.
2.5.
Note that this Implementation Plan is aligned with the Cultural Sector
Challenge events communications and engagement approach.
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Background
1. The purpose of the Innovation Fund is to support innovative projects that improve
the sustainability and resilience of the cultural sector. Fund outcomes and the
approach to fund delivery were approved by Minister Sepuloni in December 2020
(BR2020/409 refers).
2. As outlined in BR2020/409, the initial round of the Innovation Fund will consist of
a series of Cultural Sector Challenge events. In the last fortnight, Manatū Taonga
has undertaken further sector consultation, including with Māori, to inform the
detailed design of the Cultural Sector Challenge events. In 20121, there will be 16
events delivered across Aotearoa beginning on 30 April 2021, including two online
events. Manatū Taonga will launch the marketing campaign for the events on 24
March 2021.
3. These events will bring together teams and individuals involved in arts, culture, and
heritage in its broadest sense — including tangata whenua, communities,
entrepreneurs, and investors — to develop projects that address issues the sector
is facing around three outcome areas:
− sector sustainability
− access and participation
− commercial opportunities.
4. At the conclusion of these events, the most promising projects will receive either
seed funding or
full project funding to support their further development.
5. More than just a series of events, the ambition is to foster a collaborative innovation
ecosystem within the sector dedicated to exploring innovative solutions into the
future.
6. This implementation plan will address activities and engagement pre-event and
during events. There will be a further detailed plan for post-event activities,
including wraparound support and ongoing engagement.
7. Planning has confirmed that the delivery approach is acceptable to the sector and
that the timeframes are realistic and achievable. Lessons learned from the launch
of the Capability Fund have been factored into the approach taken for planning this
launch including ensuring additional time is planned for translation and clear
identification of business owners.
8. There will be an in-depth review and evaluation of the process after the second
event, and informal design and delivery reviews after all events. This will allow us
to iterate and adapt to meet the needs of the sector for upcoming rounds. This will
also inform the wider procurement approach for the subsequent eight events.
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What we heard at the sector design workshop
9. In February 2021, our delivery partner, Creative HQ (CHQ), facilitated consultation
with sector representatives, including four Māori, one Pasifika, and three pākeha
advisors. This consultation helped Manatū Taonga to further develop and refine
the delivery model for the Cultural Sector Challenge events.
10. Key themes of feedback from the sector design workshop:
− Engage with the wider sector and, where possible, reduce the pace of
implementation
− Align this kawa with mana whenua in the locations of the face-to-face events
− Ensure the facilitators and mentors are representative, especially of Māori
− Reduce the euportmphasis that applicants are in competition with each other
for funding and elevate the opportunity to collaborate, for example by giving
the participants a role in project selection, and de-emphasising the “challenge”
aspect of the events
− Reposition Manatū Taonga from a funding body to a partnership organisation
by making a commitment to learning together
− Clarify Manatū Taonga’s strategy, vision, and target audience for the Cultural
Sector Challenge events
− Ensure the mana and the intelligence of the participants is recognised and
preserved by paying people to attend the Cultural Sector Challenge events
− Consider providing seed funding for the development of ideas and full funding
to developed ideas
− Strong concern about only visiting eight regions and Manatū Taonga needed
to offer the opportunity to all regions to ensure equity
11. Kaupapa Māori principles were presented, endorsed, and developed at the
workshop. The development included placing the principles in a Marae context so
the principles can act as a framework for event development, marketing, and
delivery.
Refinements to design following sector and Māori consultation
12. After giving regard to sector feedback and the outcomes agreed with the Minister
in December 2020 (BR2020/409 refers), the following approach to delivery of the
Cultural Sector Challenge events has been developed:
− A Kaupapa Māori framework has been developed to guide event
development, delivery, and communications. The kawa of this model will be
altered to be constant with mana whenua in any location an event is
presented.
− In addition to the 14 face to face events, two online events will be produced.
The first online event will consider developed projects and teams. The main
purpose of this event is to consider full funding for projects.
− The locations for the 14 events are being selected following a Kaupapa Māori
process. The events are being held throughout Aotearoa to ensure access.
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− With stakeholder support in each region and targeted communications for
priority groups, the events will be marketed to cultural sector practitioners and
to wider innovation sector excerpts. Participants will be able to attend the
events as individuals or as teams.
− Thirty percent of the capacity at Cultural Sector Challenge event will be
reserved for Manatū Taonga to manage to ensure the attendees are
representative of priority groups and provide a good gender balance. People
that do not register in time will be wait listed.
− Manatū Taonga representatives will attend the Cultural Sector Challenge
events along with evaluation panel members. The events will serve as an
opportunity for Manatū Taonga to learn from the sector.
− All Cultural Sector Challenge event participants will be treated with the utmost
respect with their knowledge and commitment acknowledged, however,
participants will not be paid to attend.
Using a Kaupapa Māori approach
Te ingoa
13. The proposed name for the event series is Te Urungi: Innovating Aotearoa. This
will be tabled for further discussion at the SSGC meeting.
14. Te Urungi, the steering paddle of the waka is equal parts art, technology, science
and spirit. It has a higher purpose beyond function and aesthetic. It is a rudder that
guides agility and provides stability. It drives direction from the taurapa, the back
of the vessel. Long streamers known as puhi hang from different parts of the stern,
acknowledging the elements in a journey and the final point of connection to the
land of origin. The context of place gives purpose to exploration. Te Urungi guides
innovation to include a clear relationship to context and purpose.
Te whakataukī
15. Manatū Taonga has developed a whakatauki to support delivery of the Fund:
Kia
rapahoe te uru, anō he matimati nō Tangaroa ā te Toi which loosely translates to
When the blade of the steering paddle plunges into the water, it becomes the
creative fingers of Tangaroa.nua.
16. The following illustration represents an aerial view of a waka hourua which shows
the Fund’s Mātauranga Māori principles within the waka context.
17.
18. The rapahoe is the blade of a paddle and embodies the epitome of maritime
technology as it is the very tool used to stabilise the waka on its path through the
waves. It is both functional and artistic in nature. When the paddle plunges into the
water, it takes on a spiritual element and becomes the fingers of Tangaroa, the
God of the ocean, and of the arts, guiding the waka through the great seas to its
final destination: a multi layered approach to innovation.
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Mātauranga Māori principles
19. The waka is a universal icon for exploration and journey. In the context of the
Fund, ‘innovation’ is the vehicle, and the practitioner is the kai-urungi (navigator).
Te Urungi is the steering paddle by which the waka is guided. Both the puhi and
the steering paddle connect innovation to the principle of purpose - Mauri Whe
20.
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Guiding Principles
Ikeike | elevate – This is the impetus or call of the Fund. It calls for the sector to
strive for excellence and to reach the top. This principle is represented by the front
of the waka or the ‘tau ihu’, which embodies the space of skill, ambition and
striving to be the best. It is also the first part of the canoe that meets the waves
head on.
Eke Tangaroa | audacity – From the whakataukī ‘Eke Panuku, Eke Tangaroa’
which speaks about braving the great oceans of Tangaroa, this gives permission
to be bold and take risks. This principle is positioned in the middle of the waka
where the tohunga would stand and direct the front and the back.
Mauri Whenua | life force of the land to which we are all connected – This is what
grounds everything done in pursuit of innovation and success: it informs the rules
of engagement and compels us to consider the whenua as central to our
endeavours. This principle is represented by the urungi or the steering blade at the
back of the waka because it speaks to our direction and purpose.
The Puhi is also significant as it is the first part of the waka that touches the
whenua after a voyage and acts to whakamana the mauri and kawa of that
particular area. It connects the waka to that whenua.
Oranga Ngākau | the living essence – This is the aspiration of the Fund. It
describes the heart-flutter and excitement that innovation brings us in the moment
and after. Within the waka context, this principle is represented by the elements,
maritime creatures and deities who enable the canoe to stay on the right path by
providing the support and resources necessary to arrive safely to the destination.
These principles are universal ao Māori concepts that are rooted in Māori heritage
and culture and are applicable to all tangata whenua as they are not iwi specific. In
addition, because they are universal, these principles are applicable in any tikanga
or kawa setting.
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Locations and timing
21. The following map outlines the order of regions for the events. Events in bold are
planned to take place in FY20/21:
Note: Māui is one of our great heroes and is also responsible for fishing up the great fish that forms the North Island
of Aotearoa. We now cal it, Te ika a Māui and Te Whanganui-a-Tara is the head of the fish or Te ūpoko o te ika a
Māui. The South Island or Te Wai Pounamu is cal ed Te waka a Māui or Māui's canoe. Therefore, from an ao Māori
perspective, the map of Aotearoa should position the ūpoko of the ika as facing upwards as this would be
appropriate from an ao Māori worldview.
22. The regional selection was based on two narratives. To begin in Te Whanganui-a-
Tara at the head of te Ika-a-Māui is appropriate and Manatū Taonga is situated
there. The same kawa will then be applied to the two online events. We then cross
over to Te Wai Pounamu to follow the pounamu trade routes that were
administered by waka. There is a story of an expert masonry situated in the far
north that sourced pounamu from the South Island and obsidian from Tuhua Island
in the Bay of Plenty to make chisels and adze’s to supply the countries artists. They
would send the waka up north with the source material to be fashioned then
redistributed throughout the country.
23. Appendix 1 provides a more detailed timeline for the initial round of Cultural Sector
Challenge events.
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Entry criteria and registration process
24. BR2020/409 recommended that the Fund should have broad scope and reach
beyond the traditional interpretation and definition of the sector. This must be
balanced by the Fund’s focus on Mātauranga Māori and the widely recognised
benefits that diversity has for creativity and innovation.
25. To achieve this balance the Fund registration process will allow for open
registration for the first 70% of available spaces in each event. Manatū Taonga will
then assess the demographics of registrations to determine whether there is
reasonable gender, ethnicity, and sector representation. If there is not reasonable
representation, Manatū Taonga will engage its regional networks to fill the
remaining spaces.
26. Registration will be open to individuals and teams, with regional events targeted at
ideas that need further development and online events targeted at funding-ready
proposals. This approach will be refined as the events progress.
27. Manatū Taonga will manage registrations using an online event management
service, such as Eventbrite. These are commonly used by government agencies
to manage events of this nature, easy for participants to use, and are usually
provided for free for free events. The project team has engaged the Digital
Operations Advisory Group (DOAG), the Legal Team, and Privacy Officer to
ensure the correct process is followed for selecting and using an online event
management service.
About the events
28. Each Cultural Sector Challenge event will be a 2.5-day high-touch, short-format
workshop that facilitates the co-creation of ideas within a theme to address the
Fund’s outcomes. They are designed to provide:
− an experimental, collaborative, and creative way of solving problems or
seeding ideas, with a bias towards building a solution that fixes a problem, or
identifying a gap in the cultural sector that is currently not met effectively by
others; and
− a fast pace that enables the rapid development of those solution ideas into
something that is efficiently identifiable as either feasible for the Fund or not.
− a strong focus on supporting projects that encourage the protection,
transmission, and retention of Mātauranga Māori.
29. Manatū Taonga will also invite cultural sector leaders, innovation experts, mentors,
technical specialists, and private investors to attend the events. These attendees
will be available to offer support, advice, and technical assistance for applicants in
developing their proposals. It is hoped that by encouraging these interactions and
new relationships Manatū Taonga is creating the foundations of a sustainable
innovation ecosystem.
30. Throughout the event, participants will work in small groups, generally 3 to 5
participants, following a structure facilitated by trained Innovation Specialists. We
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will aim to provide a fun, permissive, and inclusive environment in which to do this,
and we will use experienced facilitators to deliver an experience that brings out the
best in the participants. Appendix 2 includes a high-level run sheet for the face-to-
face events.
31. There will be training available for Manatū Taonga staff to be able to co-facilitate
the events, thereby lifting the capability of Manatū Taonga through the process,
with a view to building sustainability within Manatū Taonga to be able to facilitate
similar events in the future.
32. Appendix 3 describes the positioning of each Mātauranga Māori principle and its
function in relation to the Cultural Sector Challenge events and its participants.
Panel membership and responsibilities
33. In line with other contestable funding administered by Manatū Taonga, a pool of
panel members will be available to evaluate applications. They will attend events
and evaluation panel meetings after the events.
34. A minimum of three panel members will attend each event and will collectively
possess skills/knowledge in Mātauranga Māori, sector expertise, and Innovation
Fund policy. The Panel may also call upon additional expert advisors to assist with
evaluation when required. Specific responsibilities for the panel members are
included in Appendix 4.
35. In addition to MBIE’s procurement best practice guidance, the Investment and
Outcomes Team has developed standard operating procedures to support
evaluation panels. Following Panel moderation and recommendations, SSGC will
be asked to confirm funding decisions and applicants will be advised of results.
Funding
36. The Ministry has committed to allocating a minimum of $5 million of the Innovation
Fund for FY20/21, with up to $12 million available and at least $1 million of this to
be awarded to Mātauranga Māori projects. Up to $26 million has been allocated
for FY21/22. Funding will be a mixture of seed funding (up to $20,000) and full
project funding (up to $5 million).
Performance measures
37. Performance measures have been developed for this financial year. These are
provided in Appendix 5.
Contingency in the case of COVID-19 alert level changes
38. There is potential for COVID-19 alert level changes to disrupt the face-to-face
events outlined in this implementation plan.
39. In the case that a location is at COVID-19 alert level 2 at the time of an event,
Manatū Taonga plans to reduce registration to no more than 80 participants and
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hold any additional participants in a waiting list. This leaves capacity for up to 20
support people.
40. Auckland has recently faced fluctuating COVID-19 alert levels up to level 3. To
manage this risk, we plan to hold the Auckland face to face event in the latter half
of the fund timeline.
41. If the country moves to COVID-19 alert level 3 or 4 Manatū Taonga will move the
events online.
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Go / no-go decision
42. The go / no-go decision includes:
− confirmation of the minimum viable product collateral required for launch
− technology registration tool readiness, and
− readiness of the Investment and Outcomes team.
43. To provide flexibility to the programme, this paper seeks your agreement to
delegate this decision to Jeff Gibson and Anna Butler. Similar to the approach
taken for the launch of Capability Fund round one, a minimum viable approach to
collateral is being taken.
Procurement
44. There will be an in-depth review and evaluation of the process after the second
event, and informal design and delivery reviews after all events. This will allow us
to iterate and adapt to meet the needs of the sector for upcoming rounds. This will
also inform the wider procurement approach for the subsequent eight events.
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Appendix 1 – Indicative timeline to 30 June 2021
Page 13 of 18
Appendix 2 – Cultural sector challenge event high level run sheet
• Pōwhiri
• Hākari - Kai after the Pōwhiri
Day 1
• Expert inspirational presentations
• Mingle
• Konohete | Performance
• Te Hōtaka and Ngā Pou | Agenda and Principles
• Mahi Tuatahi | Working session one (problem statement & validation)
Day 2
• Mahi Tuarua | Working session two (1:1 with experts, mentors & coaches)
• Ea | Wrap-up | Next Steps
• Pōwhakangahau | Evening event
• Revisit te rā tuatahi | day one
•
Day 3
Mahi Tuatahi | Working session one (community cohort testing)
• Mahi Tuarua | Sharing back (make pitch)
• Ea | Wrap-up | Next Steps
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Appendix 3 - The function of the Mātauranga Māori principles
This illustration demonstrates the positioning of each principle and its function in
relation to Manatū Taonga and the Cultural Sector Challenge events and its
participants.
Mauri Whenua is universal and speaks to purpose and direction. In this case,
Manatū Taonga’s purpose through the Innovation Fund is to create sustainability,
access and appropriate commercialisation opportunities for the arts and culture
sector with the goal of establishing a resilient ecosystem. This purpose is grounded
in the need for Manatū Taonga to create the conditions in which the sector can thrive
in the future. Participants also enter this exercise with their own purpose, their own
Mauri Whenua which provides Manatū Taonga with a real opportunity to learn and
listen to the sector to support their needs and aspirations.
Eke Tangaroa is placed in the liminal space and has a main function to challenge
participants to be audacious in their endeavours to innovate. Also, it controls the
front and the back and so has the dual function of encouraging boldness at the front
but also to be calm and listen at the back. Both notions are important when
incubating and testing ideas and so participants will be able to apply this system to
the development of their projects.
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Ikeike represents the front of the canoe and invites participants to bring their best
foot forward in order to brave the waves of challenges ahead. Everyone who is
involved in this process will have an end goal in mind or the pinnacle of their
particular project and so this principle allows them to disagree, debate, provoke,
validate and test old and new thinking in order to reach the very top of their game.
Oranga Ngākau is represented by the elements and maritime life because they
enable the waka to arrive safely to the desired destination. This notion makes the
heart flutter as when participants know that they are fully supported, they will be able
to reach their innovation goals. This speaks to the role of Manatū Taonga and others
in enabling the process to happen and to support the sector in their endeavours to
build resilience and sustainability. This positioning is fundamental as Manatū Taonga
is not here to judge, rather to listen, learn and support.
These principles will be applied to the shaping of the Fund’s delivery of the Cultural
Sector Challenge events - the way that the schedule, facilitation, evaluation, and
regional stakeholder engagement is developed and implemented and to inform
Manatū Taonga’s approach to upholding standards of Mātauranga Māori.
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Appendix 4 – Panel member responsibilities
When attending an event, panel members will be responsible for:
− Responding to invitations from event teams wishing to share an idea or
proposal with Manatū Taonga.
− Ensuring all kōrero with event teams is recorded.
− Listening to teams to understand the problem they are addressing and the
intentions behind their innovative solution.
− Ensuring that participants understand the criteria that Manatū Taonga will be
basing decisions upon.
− Drawing out any relevant information that may help participants to be
successfully funded by Manatū Taonga.
− Informing participants of timeframes relating to funding decisions.
When attending an evaluation panel meeting, panel members will be responsible for:
− Reviewing all audio/video recordings
− Considering all ideas/proposals against the set criteria
− After robust discussion with the panel, agree consensus scores and
comments for each idea/proposal
− Determine funding recommendations, amounts and conditions
− Agreeing to minutes capturing the key discussion points decisions resulting
from the evaluation panel meeting.
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Appendix 5 – Performance measures for FY20/21
For the initial round of eight events, the following performance measures will be used
to assess:
− How successful the Cultural Sector Challenge event concept and design were
at engaging the sector and Māori
− How successful the Cultural Sector Challenge event concept, design, and
implementation were at establishing the foundation of an innovative
ecosystem
− How successful the concept, design, and event facilitation were at supporting
applicants through a non-traditional process from idea to funded proposal.
The proposed performance measures are:
Measure
Target
Which tells us
Source
Events were well
> 80% of capacity over the
The concept and design were
Registration
attended
events
successful at engaging the
form
sector and Māori
Events were
> 50% from cultural sector
Manatū Taonga was successful Registration
attended by a
over the events
at targeting its communications
form
diverse cohort
> 16.5% Māori over the
The concept and design were
Registration
events
successful at engaging Māori
form
Manatū Taonga was successful
at targeting its communications
Attendee
> 80% of attendees met
Manatū Taonga was successful Event
satisfaction
someone new that they
at laying an initial foundation for survey
would consider keeping in
an innovation ecosystem in the
touch with or working with in
cultural sector
future
> 80% learned about a new
The concept and design were
resource or tool
successful
> 80% learned something
that they would use in future
> 80% feel more confident
about how to develop their
ideas
Proposals put
> 60% of teams attending put The design of the events was
Post-event
forward
forward a proposal at the end effective at helping applicants
analysis
develop their ideas into funding
proposals
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Document 11: 9 March 2021
Cultural Sector Challenge events
Communications and Engagement Approach
Te Tahua Āki Auahatanga | Cultural Sector Innovation Fund
Purpos
e
This document outlines the communications and engagement approach for the Cultural
Sector Challenge events.
The scope of this paper includes communications and engagement activities leading up to
and during the events. A separate paper will be developed to address communications and
engagement requirements for post-event activities, including wraparound support.
Context
The Innovation Fund has a cross-sector, future-focus and provides $60 million in support
between now and June 2023. It complements two other important cross-sector funds within
the Arts and Culture COVID Recovery Programme, the Cultural Sector Capability Fund ($20
million over two years) and the Creative Arts Recovery and Employment Fund (CARE) ($70
million over three years). Collectively, these funds are designed to help the sector, survive,
adapt and thrive in a COVID environment and beyond.
The purpose of the Innovation Fund is to support innovative projects that improve the
sustainability and resilience of the cultural sector. The initial round of the Innovation Fund will
consist of a series of Cultural Sector Challenge events. These events will be delivered in a
rolling programme across 14 regions beginning on 30 April 2021. There will also be two
online events.
The Cultural Sector Challenge events will bring together teams and individuals involved in
arts, culture and heritage in its broadest sense, tangata whenua, communities and
entrepreneurs, as well as investors, to develop projects that address issues the sector is
facing around three outcome areas:
• sector sustainability
• access and participation
• commercial opportunities.
At the conclusion of each Cultural Sector Challenge event, the most promising projects will
receive either seed funding or project funding to support their further development.
More than just a series of events, the ambition is to nurture a collaborative innovation
ecosystem within the sector dedicated to exploring innovative solutions into the future.
The Cultural Sector Challenge events will be launched on 24 March 2021 [date pending
Ministerial agreement]. This launch announcement will include details of the first three
events – two regional events in Te Wanganui-a-Tara Wellington and Ōtautahi Christchurch
[pending Mana whenua support] and a third nationally focused online event.
Mātauranga Māori principles
The Mātauranga Māori principles below have been developed to help shape the Innovation
Fund as a whole and will also guide the implementation of the communications and
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engagement approach. An explanation of these principles is included on page 8 of the
Cultural Sector Challenge events Implementation Plan.
• Ikeike
• Eke Tangaroa
• Mauri whenua
• Oranga ngākau
Communications and engagement overview
The communications and engagement activities will be critical to achieving the purpose and
objectives of the Innovation Fund. The approach outlined here is designed to enable Manatū
Taonga to build strategic relationships with iwi/Māori and key stakeholders, generate
awareness about the Fund, drive participation in the Cultural Sector Challenge events, and
nurture an innovation ecosystem.
The Cultural Sector Challenge events will be rolled out region-by-region across Aotearoa.
After an initial national launch, the communications and engagement approach outlined here
adopts this same region-by-region pacing. This allows for meaningful, tailored engagement
and communications, which will help ensure the best outcomes for each community. See
Appendix 1 for an illustration of this phased approach.
Consideration has been given to how best to position the Cultural Sector Challenge events
alongside the other funding opportunities available for communities within the Arts and
Culture COVID Recovery Programme. A schedule plotting out communications to
stakeholders and audiences will be produced so that joined-up activities are achieved where
possible.
Engagement approach
OBJECTIVES
• Build Manatū Taonga’s reputation as a leader and partner in the arts culture and heritage
sector
• Build meaningful relationships between Manatū Taonga and iwi/Māori and strategic
stakeholders to support the delivery of the Fund over its lifecycle
• Build regional connections to help ensure the delivery of the best outcomes for
communities
• Explore options with iwi/Māori and strategic stakeholders to create a collaborative
innovation ecosystem.
Iwi/Māori engagement
Embedded within its purpose and across all three outcome areas, the Innovation Fund has a
focus on supporting the cultural aspirations of iwi/Māori, particularly on safeguarding
mātauranga Māori while nurturing innovation stemming from this mātauranga.
The following kinds of organisations and groups have been identified:
• National and urban Māori organisations
• Iwi trusts
• Iwi and hapū
• Ngā toi Māori, Māori media and entertainment organisations
• Māori groups in the art, culture and heritage space
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• Government departments that support iwi/Māori development: Te Puni Kōkiri (TPK),
Department of Internal Affairs (DIA), and Ministry of Business, Innovation and
Employment (MBIE)
• Local body iwi/Māori relationship managers
APPROACH
The Innovation Fund project team recognises that Manatū Taonga has a number of existing
relationships with iwi/Māori. After consultation with the Manatū Taonga kaimahi who hold
these relationships, an initial approach will be made to iwi who are mana whenua in each of
the proposed Cultural Sector Challenge events locations to discuss the best timing and
opportunities to deliver these events within their communities.
Building these relationships, will help lay the foundations for new and ongoing relationships
between Manatū Taonga and regional Māori communities for the life of the Fund and
beyond.
To achieve the broader outcome of developing an innovation ecosystem, a more detailed
plan will be developed. This will outline what ongoing engagement with iwi/Māori in each
region might look like, how iwi/Māori may want to work with us going forward, and what
support Manatū Taonga may like or expect from these groups. It will also identify options for
who is best placed in Manatū Taonga to steward these relationships.
Stakeholder engagement
Manatū Taonga has a network of sector stakeholders. The Innovation team have begun a
process of identifying which of these stakeholders are critical to our strategic objectives for
the Innovation Fund. These include:
National
• Government departments with an interest in innovation (i.e. MBIE, New Zealand
Trade and Enterprise (NZTE), DIA, TPK, Local Government New Zealand (LGNZ),
Callaghan Innovation)
• Funded Cultural Agencies
• Peak bodies/ membership organisations (within and outside cultural organisations
such as entrepreneurs)
• Investors (philanthropists, trusts and foundations, angel investors)
Regional
• Local government
• Regional Economic Development Agencies
• Regional Arts Organisations
• Major cultural organisations (i.e. Festivals, galleries, theatre/ companiea)
• Key regional creative / cultural thought leaders
APPROACH
The regional events offer an immediate opportunity to start building these relationships
which will lay the foundations for new and ongoing relationships between Manatū Taonga,
the sector and regional communities for the life of the Fund and beyond.
The first two Cultural Sector Challenge events have short timeframes however, so a flexible
approach around the initial engagement will be required. The planning for each event will
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begin with engagement with both national and regional strategic stakeholders, to discuss the
opportunities for each region’s communities.
To achieve the broader key outcome of developing an innovation ecosystem, a more
detailed plan will be developed that outlines what the ongoing engagement might look like,
how our strategic stakeholders may want to work with us going forward, and what support
Manatū Taonga may expect from these groups. It will also identify options for who is best
placed in Manatū Taonga to steward these relationships.
The communications approach below captures the network of stakeholders the Innovation
team will collaborate with to utilise their networks to help promote the Cultural Sector
Challenge events.
Communications approach
External communications
OBJECTIVES
• Build nationwide awareness of Innovation Fund, its objectives and how it
complements other funding opportunities within the Arts and Culture Programme
• Build regional awareness of the Cultural Sector Challenge events.
• Drive event registrations from a diverse range of participants in line with intended
audience
• Inspire stakeholders to become champions for the Innovation Fund and share our
messages with their communities
• Seed the idea of an innovation ecosystem
• Reflect ao Māori perspectives in all communications
• Reinforce the value of arts, culture and heritage for Aotearoa and make innovation
part of that story
AUDIENCES
Manatū Taonga is looking to attract individuals and teams who are involved in, or have an
active interest in arts, culture and heritage in its broadest sense.
Tangata whenua are a priority audience for this Fund and diversity is a prerequisite for
innovation.
In addition to those who are already likely to consider themselves to be in the arts, culture
and heritage sector, Manatū Taonga is explicitly looking to attract individuals and teams
representing the following areas:
• Tangata whenua (iwi, hapū and marae communities)
• Creative industries
• Start up, entrepreneurial community
• Tech sector
• Digital delivery platforms
• Community development
Across all audience areas, Manatū Taonga is looking to attract participants from:
• Diverse ethnic communities
• Rangatahi youth
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• Groups who experience barriers to access and participation in arts, culture and
heritage, such as the disability community.
Regardless of which audience segment an individual is in, Manatū Taonga is looking to
attract people who are driven by an ambition to work in different, collaborative ways to create
innovative projects which benefit their own work, the wider arts, culture and heritage
ecosystem, and as a result, Aotearoa as a whole.
CONTENT
A compelling narrative will be written that captures the essence of the Innovation Fund and
has a strong value proposition for both participants and our stakeholders.
The narrative will clearly communicate the benefits the Cultural Sector Challenge events will
provide to participants, and to New Zealand by helping build an innovation ecosystem
focused on arts, culture and heritage. This narrative will be designed specifically to speak to
our intended audience.
Diversity is a prerequisite for innovation and is therefore a key driver of the communications
messaging for the Cultural Sector Challenge events. Māori are a priority audience for this
events series and attention wil be given to ensuring ao Māori is reflected in all
communications.
A design agency with specialist kaupapa Māori expertise is being engaged to develop a
visual identity which will translate the narrative and messaging through every touch point we
use to communicate the Cultural Sector Challenge events.
Content will be developed and repurposed through multimedia streams such as videos,
blogs, digital assets and media.
Key messages and reactive Q&As will be developed to support the Minister’s office and
media responses. These key messages will also help inform all engagement and
communications content.
This messaging will cover:
• Event FAQs
• Project criteria
• Eligibility criteria
• Registration process
• What happens after the Cultural Sector Challenge events?
• What other funding opportunities are available within the Arts and Culture COVID
Recovery Programme?
CHANNELS
To support the launch of the Cultural Sector Challenge events multiple channels will be used
to reach our different targeted audiences. This campaign will be designed to tell the story of
the Cultural Sector Challenge events, generate excitement, drive participation in the events
themselves, and seed an ongoing innovation ecosystem.
The campaign will be run through:
• Newsletters to existing lists
• Social media including using Manatū Taonga’s existing digital channels - Facebook,
Instagram, LinkedIn, Twitter and YouTube (paid and organic campaigns)
• Manatū Taonga website
• Iwi/Maori, Pacific and other cultural groups channels
• Stakeholder channels (as listed in stakeholder section plus others)
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• Online information sessions (similar to the recent sessions run in collaboration with
Arts Access Aoteaora for the Creative Space initiative)
• Other offline marketing activity as appropriate to the region
LAUNCH AND NATIONAL MEDIA CAMPAIGN
The Cultural Sector Challenge events will be launched by the Minister for Arts, Culture and
Heritage on 24 March [date to be confirmed with Minister’s office]. This will mark the
beginning of a proactive national and regional media campaign.
The plan for the launch wil be finalised in discussion with the Minister’s office once this
paper is approved.
This launch will profile the overarching the Cultural Sector Challenge events concept, and
the locations and dates of the first three events - Te Wanganui-a-Tara Wellington, Ōtautahi
Christchurch and online.
A comprehensive national and regional media plan will be developed identifying stories for a
range of media designed to reach the diverse audience for the Cultural Sector Challenge
events.
Examples of national media who will be targeted in the initial launch phase include:
• Big Idea
• Standing Room Only (RNZ)
• Stuff
• Māori TV
• Ideolog
• #nzentrpreneur
REGIONAL MEDIA CAMPAIGN
A focused regional media campaign will be launched in the lead up to each event.
Examples of regional media which will be targeted include:
• Newspapers
• Iwi, Access and Student Radio.
MEDIA SPOKESPEOPLE
The spokesperson will be determined on a case by case basis depending on the nature of
the media request.
Around the time of the launch, the Minister will be the spokesperson for the Cultural Sector
Challenge events and will be offered all substantial interview requests.
Potential Manatū Taonga spokespeople include:
• Tumu Whakarae Chief Executive
• Pou Mataaho o Te Pae Huarewa Deputy Chief Executive, Māori
• Pou Mataaho o Te Aka Deputy Chief Executive, Policy and Sector Performance.
The Manatū Taonga team wil also build a group of external subject matter expert
spokespeople and champions from different audience segments, and different regions who
can speak to media about different aspects of the innovation kaupapa. This list will be
agreed in advance.
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Internal communications
OBJECTIVES
• All staff understand the Innovation Fund, its objectives and how it sits alongside other
funding opportunities within the Arts and Culture programme
• All staff understand where to direct enquiries
• Staff involved in managing public and stakeholder queries feel well equipped to do so
APPROACH
Manatū Taonga staff are an important part of the communications and engagement
approach for the Innovation Fund. Our staff are deeply connected within the cultural sector.
Empowered with good key messages, and clear guidance on how and when to hand over
enquiries to the programme team, staff can be good advocates for the Fund.
Communications with staff will be shared through all the usual channels around the time of
the launch, including:
• Intranet
• Managers’ cascade
• All staff emails
• Te Hinu
More in-depth material will be prepared to support those directly handling stakeholder and
public enquiries. The programme communications team will work alongside the Investments
and Outcomes team to prepare template responses, and a full set of Q&As to support those
working in these roles.
Communications and engagement measures
The following measures will be used as indications of the effectiveness of the
communications and engagement approach outlined here. The regional roll out of the
Cultural Sector Challenge events means there will be opportunities for continual refinement
and improvement of our approach.
• Media coverage (national and regional, spread of publications to reach diverse
sectors)
• Social media reach
• Strong attendance by diverse participants (average of 80% capacity, Māori
participation in line with census)
• Stakeholders helped extend our reach by pushing the information through their
channels.
• Positive feedback from strategic stakeholders in each region, that it was valuable
partnering with us on this initiative, and that they are interested in engaging with us
for the life of the Fund.
• Strong stakeholder and participant networks are established and are interested in
being part of ongoing innovation ecosystem.
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Appendix 1:
Cultural Sector Challenge events
Cultural Sector Challenge Events
Communications and engagement phasing
Communications and engagement phasing
FY20/21 FY21/22
March
April
May
June
July
National awareness campaign National awareness campaign
Regional event
Registrations open
Te Whanganui-a-Tara
Pre-
promotion and
Event
Post-event communications and engagement (ongoing)
engagement
engagement
Promotion and engagement cont'd
Regional event
Registrations open
Online event
Pre-
promotion and
Event
Post-event communications and engagement (ongoing)
engagement
engagement
Promotion and engagement cont'd
Regional event
Registrations open
Ōtautahi
Pre-
promotion and
Event
Post-event communications and engagement (ongoing)
engagement
engagement
Promotion and engagement cont'd
Regional event
Registrations open
Pre-
Post-event communications and engagement
Ōtepoti
promotion and
Event
engagement
(ongoing)
engagement
Promotion and engagement cont'd
Regional event
Registrations open
Post-event
Pre-
Future events TBC
promotion and
Event
communications and
engagement
engagement
Promotion and engagement cont'd
engagement( ongoing)
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Document 15: 27 July 2021
Manatū Taonga Procurement Pla
n
Innovation Fund
– Te Urungi Event Management
Disbursements and Facilitators Procurement
Approach
Background
In a paper to the Minister “Culture Sector Innovation Fund – fund outcomes and approach to
delivery”, dated 10 December 2020 [BR2020/409 refers], it was agreed that Mana
tū Taonga would
run a series of innovation events as a key engagement tool with the cultural sector to identify
innovative and creative ideas that will improve the sustainability and resilience of the cultural sector.
The event series is named Te Urungi: Innovating Aotearo
a.
At the SSGC meeting on 19 January 2021, a paper was presented to SSG
C outlining the proposed
approach to the design an
d delivery for the initia l8 of the 16 events. SSGC endorsed the proposed
approach (meeting minutes refer) .The agreed approach was to direct source CreativeHQ (CHQ) (an
All of Government (AoG) panel provider that has extensive experience in designing and delivering
similar innovation events) for the initial 8 events.
At the Sector Support Governance Committee (SSGC) meeting on 15 June 2021, a paper was
presented to SSGC outlining the options available to Manatū Taonga for the delivery of the
remaining Te Urungi: Innovating Aotearoa events. SSGC endorsed the preferred option of reducing
the number of events managed by CHQ to 6 and bringin
g the event management function in-hous
e.
A further paper was presented to SSGC on 6 July which proposed taking over the management of the
event delivery in time for Hokitika effectively reducing CHQ’s management to 5 events. This was
agree
d.
To support the management of the events, the approach needs to be agreed for the engagement of:
1. event services (previously deliver
ed as “disbursements” vi
a the CHQ contract),
2. mana whenua support services including tikanga, an
d
3. additional facilitators
1 (previously supplied by CHQ).
Disbursements encompass services such as venue, catering, videographer, AV equipment and
services, any theming required for the venues, mentors and experts required at the events,
performing artists, printing for workbooks etc.
What Manat
ū Taonga i
s buying and why
This Plan relates to the procurement approach for the purchase of event disbursement services
,mana whenu
a support and engagement of facilitators for each event .
1 Manatū Taonga were always providing up to 6 facilitators per event as part of the original delivery model,
however with the in housing of the delivery, it now requires a greater pool of facilitators to support the events.
1
Specification of Requirements
Event Disbursements
Manatū Taonga requires the following event disbursement services for each event delivery.
Area
Detail
Est Cost
Venue & Security
Location where event will be run (2 ½ days)
$8,000
Food & Beverage
Catering for event participants (nibbles on Friday night, morning
$10,000
tea, lunch and afternoon tea on Saturday, brunch on Sunday) up
to 100 pax
AV/Projection
Required for event (note the $15k estimate is a maximum – this
$15,000
was the rate for Porirua which was a gold standard event, we
expect this to be much lower for smaller events)
Coaches, Mentors, speakers,
Experts required to support participants at event – 2-4 at each
$1,000 per person
MC, experts etc
event
$4,000 max per
event
Performers and artists
Contributes to the environment to support the creative vibe – up
$1,000 per person
to 2 per event
$2,000 max per
event
Theming & Décor
If required – depends on venue available
$4,000
Furniture hire
If required – depends on venue available
$3,000
Videographer / Photographer
Videos and photos are taken of select events for marketing
Up to $4,000
purposes
Printing
For workbooks and signage
$1,000
Total max event
$51,000
disbursements
Mana Whenua Support Services
Manatū Taonga requires the support of local mana whenua at the event to provide services that
align with their tikanga. Depending on the services provided this is estimated to be up to $1,500 per
event plus a $500 koha.
Facilitators
Up to ten facilitators are required from Manatū Taonga at any one event. To allow for availability
constraints the total number of trained Manatū Taonga facilitators in the “pool” will need to be
higher than this.
To date Manatū Taonga’s facilitators have been provided by training existing Manatū Taonga
staff (permanent and contract staff) to facilitate at the events. The project is working with the
business to identify more staff that could be trained to provide these services however additional
external facilitators will also need to be engaged to make up the required numbers.
To replace CHQ’s facilitator roles Manatū Taonga requires up to 6 additional facilitators for each
event delivery. It is estimated that each facilitator would cost $2,500 - $5,000 per event (depending
on where they are sourced from, the lower end of cost is likely to be individual providers and the
higher end from specialist companies). The actual numbers of facilitators required for each event is
dependent on participant numbers eg for Porirua there were a total of 12 facilitators, at Invercargill
there was 7 plus a MC. If all 11 events had the maximum 80 participants, then the total cost for the 6
additional facilitators would be $165,000 to $330,000.
Travel, accommodation and other travel related costs for the facilitators will be managed as per the
Travel Policy and are estimated at $10,000 per event ($110,000 max).
2
It is proposed that up to 15 external facilitators will need to be identified, trained (if required) and
engaged to provide the additional facilitators for the 11 events allowing for availability etc.
Skills and experience required:
• be able to provide an understanding of the Kaupapa of Te Urungi, answering questions and
providing direction regarding the programme for the weekend
• detailed understanding of Manatū Taonga policy intent and evaluation criteria
• the ability to assist the formation of teams and supporting the team to work well together
• be able to manage cohort activities to assist with ideation and decision making
• be able to help teams understand what advice they need and directing them to the
resources available
• strong understanding of start up tools and experience and be able to help the teams use the
innovation tools to refine their projects
• enhance the environment to encourage and supportive participants
• have facilitation experience
• cultural competency added value
Description of Market
Event Disbursements
While in large locations there will be several providers available in each location that could provide
event disbursement services, in the smaller locations (eg Hokitika) there may only be one suitable
provider.
Mana Whenua Support
There is usually only one mana whenua for each event location.
Facilitators
There are several organisations and individuals that could provide the facilitation expertise.
Preference is to use people already trained in Te Urungi facilitation who have detailed knowledge of
the fund and then train others as identified. The training will require additional support and effort
from Manatū Taonga). Options available to Manatū Taonga are:
1. Already have knowledge of Te Urungi and the fund
a. Creative HQ: worked with Manatū Taonga for the first five events
b. Individuals who were previously working for Manatū Taonga and are trained on the
fund, eg Edwin Rakanui, Jason Van Hattum
2. Individuals or organisations that have facilitation expertise but no knowledge of Te Urungi or
the fund
a. ThinkPlace – undertook some stakeholder engagement with us in the start of the
programme – but haven’t been trained in Te Urungi
b. Other Business Change AoG Consultancy Services providers
c. AoG External Services providers to source individual facilitators
Procurement Method
Event Disbursements
3
It is proposed that engagement of disbursement services follows a principle-based approach.
Specific details for each area is outlined in Appendix 1.
Principles:
• Providers identified from recommendations from local councils, known local contacts,
Google search etc.
o If more than three – then providers shortlisted by recommendations
o Person providing recommendations to declare relationship with provider (if any)
• Multiple quotes obtained (up to three if available)
• Senior Project Manager decides on preferred provider
• Delegated authority endorse / approve decision
• Documentation to include:
o Declaration of relationship for any recommendations
o Quotes
o Approval of preferred provider from delegated authority
• Contracts are preferred however simple disbursements like venues, catering etc can be
engaged via a quote
o Payment on invoice with evidence of preapproval and relevant financial
documents from supplier
Mana Whenua Support
The procurement approach for mana whenua supports services will be a direct engagement of the
relevant mana whenua. Depending on the services provided this is estimated to be up to $1,500 per
event for tikanga services plus a $500 koha.
Facilitators
Organisations such as CHQ charge $1,900 per day for a lead facilitator and $1,450 per day for a
standard facilitator.
Individuals (not via a consultancy type company) rates range from $1,000 to $1,200 per day.
It is proposed that engagement of the facilitators follows a tiered approach (additional to internal
staff that are trained):
1. Individuals that are already known to Manatū Taonga and already have knowledge of Te
Urungi and the fund can be direct sourced via a general contract for services. Currently there
are 5 people that have the right experience.
a. Max contract value would be $27,500 - $33,000 if the person facilitates at every
event – however more likely to be 8 events so expected contract value to be
$20,000 - $24,000
2. Additional facilitators (up to 12) to be recruited via direct engagement or via External
Recruitment provider depending on knowledge of individual and their experience.
a. Recommendations from existing Manatū Taonga staff for the direct source of
individuals with facilitation experience
i. Conflict of interest declarations documented for any individuals that haven’t
previously worked for Manatū Taonga. Delegated authority to review and
approve the conflict of interest before engagement
b. Standard recruitment via an external recruitment provider for others
4
3. If still more required – then direct source CHQ for support given their knowledge of the fund
and Te Urungi at $1,450 to $1,900 per facilitator per day
4. If CHQ not available – then approach ThinkPlace for support.
Services
Recommended procurement approach
Rationale (justification)
Disbursements
Multiple quotes
Low risk, low value services.
DA approve preferred provider
Relevant documentation recorded
And detailed in Appendix 1
Mana whenua support Direct source of relevant iwi.
services
Facilitators
Recruitment of facilitators either by
Direct source of known
engaging a AoG external services
providers is lower cost from a
provider, or direct source where known.
daily rate and training
requirements.
We will require additional
facilitators as not enough
currently in pool – so external
provider as per normal
contractor recruitment process
Budget
The operational budget for this project is held within the Innovation Project (cost centre 292) and is
managed by the Innovation Fund Senior Project Manager. When the project is handed over
to BAU, the budget will move to being owned and managed by the new DCE, Investment and
Outcomes.
Forecast budget for the event delivery disbursements and facilitators is:
Maximum cost for
Expected costs
11 events
(average) for 11 events
Disbursements
max $51,000 per event
$561,000
$396,000
average $36,000 per
event
Mana whenua support Max $1,500 per event
$22,000
$22,000
services
Koha of $500
Facilitators
Max $23,000 per event
$253,0002
$198,000
2 The maximum facilitator cost is based on what we were paying for 6 CHQ facilitators
5
Average expected to be
$18,000 per event
Travel etc
$10,000 per event
$110,000
$88,000
Average expected to be
$8,000 per event
(allowing for smaller
event participants)
Total for 11 events
$946,000
$704,000
(per event)
($86,000)
($64,000)
Key decisions
The Chief Executive has the delegated financial authority to approve this procurement plan.
The business owner is the Deputy Chief Executive, Investment and Outcomes.
The Senior Project Manager, Sam Kemp-Milham, will assume authority for the delivery of the
services.
Contract
Event Disbursements
• The suppliers will be engaged by accepting the quote.
• The key performance indicators for measuring the provider’s performance will be delivery
on time to Manatū Taonga’s satisfaction.
• The timeframes for delivery are July - December 2021.
• Payment will be based on the supplier’s successful completion of milestones as detailed in
their quote.
Facilitators
• will be offered a contract for services based on the agency’s standard terms and conditions
(either general contract for services or RSO or CSO as relevant).
• The proposed contract term will be 6 months fixed term as needed across the events.
• The key performance indicators for measuring the provider’s performance will be delivery
on time to Manatū Taonga’s satisfaction.
• The timeframes for delivery are July - December 2021.
• Payment will be based on the supplier’s successful completion of milestones as detailed in
the contract.
• New intellectual property arising as a result of the contract will be the property of Manatū
Taonga.
Risk
Overall this procurement is deemed low-value, low-risk.
Key risks to be managed
Risk
Mitigation action
Responsible
6
1. IF the procurement method
The proposed process does not strictly comply
Sam Kemp-Milham
is successfully challenged
with Government and Manatū Taonga
THEN Manatū Taonga may be procurement guidelines, but departure is
bought into disrepute
defensible based on the specificity and lower
cost to engage individuals rather than
companies
2. IF the provider does not
Recommendations are being sourced for event
Sam Kemp-Milham
provide a good result THEN
suppliers – for suppliers that have just been
Manatū Taonga may be
identified without any recommendation – then
bought into disrepute
due diligence will be undertaken first. This may
include contacting referees.
Due diligence will be undertaken for individuals
not known to Manatū Taonga for the
facilitation roles, and if they are not up to
standard – then they will not be offered any
further events.
Probity
Probity in this procurement will be managed by:
• acting fairly, impartially and with integrity, acting lawfully, and being accountable and
transparent
• ensuring compliance with the agency’s code of conduct
• ensuring that financial authority for the procurement is approved before proceeding to
tender
• identifying and effectively managing all conflicts of interest
• protecting the supplier’s commercially sensitive and confidential information
Approval
I confirm that the following have approved this Procurement Plan:
Manatū Taonga Finance Team
Y/N
Manatū Taonga Legal Team
Y/N
Name:
Date:
This document should be emailed to [email address] (and approved by the Legal
Team) before initiating your tender process
7
Appendix 1
Area
Expected
Max
Procurement approach
CoI checks
Evaluation
Preferred
Approval
Documentation
Contract
provider
required
Decision
maker
Venue &
$8,000
$8,000
Up to three locations
venues evaluated
PM decision
Delegated
quotes from venues
Quote required for
Security
(some places will only
(evaluation outcome not
Authority to
filed
delegated authority
have one location
required to be
approve
COI recorded
approval email (no
suitable)
documented)
preferred
contract) - need to go
provider
to finance
Food &
$10,000
$10,000
Catering provided by
if not direct source -
PM decision
Delegated
quotes from providers
Beverage
venue preferred or
then options evaluated
Authority to
filed
engage up to three
(evaluation outcome not
approve
COI recorded
quotes and choose
required to be
preferred
documented)
provider
AV/Projection
$8,000
$15,000
Recommendations by
CoI declaration
if not direct source -
PM decision
Delegated
quotes from providers
local govt good for
local contacts (checking
from person
then options evaluated
Authority to
filed (if multiple
recommendations
CoI) and/or google
providing the
(evaluation outcome not
approve
quotes)
search.
recommendations
required to be
preferred
COI recorded
documented)
provider
Coaches,
$2,000
$4,000
Recommendations by
CoI declaration
PM decision
Delegated
quotes from providers
Mentors,
contacts (checking CoI)
from person
Authority to
filed (if multiple
speakers, MC,
and/or google search.
providing the
approve
quotes)
experts
recommendations
preferred
COI recorded
provider
Performers and
$2,000
$2,000
Recommendations by
CoI declaration
PM decision
Delegated
quotes from providers
As above
artists
contacts - relevant to
from person
Authority to
filed (if multiple
location
providing the
approve
quotes)
recommendations
preferred
COI recorded
provider
Theming &
$1,000
$4,000
If required for venue
if not direct source -
PM decision
Delegated
quotes from providers
Décor
then options evaluated
Authority to
filed (if multiple
(evaluation outcome not
approve
quotes)
required to be
preferred
COI recorded
documented)
provider
Furniture hire
$0
$3,000
If required for venue
if not direct source -
PM decision
Delegated
quotes from providers
then options evaluated
Authority to
filed (if multiple
(evaluation outcome not
approve
quotes)
required to be
preferred
COI recorded
documented)
provider
8
Area
Expected
Max
Procurement approach
CoI checks
Evaluation
Preferred
Approval
Documentation
Contract
provider
required
Decision
maker
Videographer
$4,000
$4,000
Recommendations by
CoI declaration
if not direct source -
PM decision
Delegated
quotes from providers
contacts (checking CoI)
from person
then options evaluated
Authority to
filed (if multiple
and/or google search.
providing the
(evaluation outcome not
approve
quotes)
recommendations
required to be
preferred
COI recorded
documented)
provider
Printing
$1,000
$1,000
recommended printing
Delegated
company (as we are not
Authority to
part of any AoG)
approve
preferred
provider
per event
$36,000
$51,000
Mana whenua
Est
Direct source
PM decision
Delegated
Contract if relevant,
As above
support
$2,000
Authority to
quote form provider
services
per event
approve
filed
engagement
Facilitators
Av
max at
separate evaluation per
as per normal
As above
$3,000
CHQ
facilitator
contractor
per
rates
requirements
facilitator $3,833
per event per
facilitator
per event
Travel /
$10,000
as per MCH travel policy
accommodation
/ meals /taxis
for event staff
per event
Total est per
$64,000
$86,000
event
9