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Summary of Creative
In Section 4, Creative New Zealand
For the purpose of the Business Case Creative New Zealand’s team comprises the Project
23-06-2021
New Zealand project
mentions its Project Manager for the
Manager together with six internal members of staff who collectively hold broad
08:57
team and resourcing
Digital Capability Initiative. Could you
knowledge of:
please summarise Creative New
Zealand own project team and
• the arts and culture sector,
resourcing Creative New Zealand
• Te Hā o ngā Toi— our Māori Arts Strategy
expect to apply to this business case,
• our Pacific Arts Strategy
including roles and skills / functions?
• the machinery of government, Business Case and Programme management.
The role of the Creative New Zealand team wil be to assist the successful Respondent to
deliver a fit for purpose Business Case on time, and within the agreed price.
The Creative New Zealand Team will assist the successful Respondent by way of:
• An Initiation meeting
• A first meeting with our Reference Group and Stakeholder soon after Contract signing
• Meetings with specific Creative New Zealand subject matter experts, and with external
stakeholders as required and where appropriate, and.
• Access to the Project Manager throughout the development of the Business Case for the
purpose of providing guidance and feedback.
structure and
When establishing structure for the
1. When establishing structure for the agency funding/distribution is it to mirror CNZ
23-06-2021
sustainability
agency funding / distribution is it to
format e.g. Maori/ Pacific/ General?
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mirror CNZ format e.g Maori/ Pacific/
General?
The optimal structure of the Agency has yet to be decided. It wil be determined by Creative
Where would the long term funds be
New Zealand together with the decision makers of any other bodies that choose to co-
coming from for the sustainability of
invest in the establishment of the Agency with us.
the Agency?
From Creative New Zealand’s perspective, a structure that aligns with the outcomes sought
from our key strategies wil be essential. Those strategies are set out in the RFP.
2. Where would the long- term funds be coming from for the sustainability of the Agency?
Creative New Zealand and any co- investors will provide initial investment towards the
establishment of the Agency or approved services. Options for the Agency’s business model
including revenue generation opportunities and potential partners are part of the
requirements of the Business Case.
CNZ's ongoing
What is CNZ's intended involvement in Options for the governance model wil be considered as relationships with key stakeholder 23-06-2021
involvement in the
the agency going forward? Is it
investors are developed and wil be confirmed once the Agency is established. Creative
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proposed agency
Governance / stakeholder? Please
New Zealand would likely remain a stakeholder in the Agency.
elaborate on the anticipated
arrangements.
Nature of the Business
Has Creative New Zealand established
The audience for the Business Case is the Council of Creative New Zealand and the decision- 23-06-2021
Case
the nature of the Business Case
makers of any other sector stakeholders that may be willing to co- invest in the Agency with 08:55
required (e.g., IBC / DBC) and engaged us. As an autonomous Crown Entity Creative New Zealand has not formal y engaged
with central government agencies on
central government agencies on the Business Case requirements.
their expectations for the business
case?
Summary of the level of In Section 4, Creative New Zealand you The six components of the Business Case are:
23-06-2021
input to components of list six components of the business
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the business case
case (a – f).
a) Industry research and benchmarking – a snapshot of the current digital capability needs
Please summarise the level of input
of Aotearoa’s arts organisations and audiences, analysis of current international and
over each of these you expect to
national services and models.
provide – e.g., this may be significantly b) Strategic purpose and outcomes – scope and mandate; target audiences and users;
more for (b) than (f), or you may
alignment with Creative New Zealand’s public value model and strategies; proposed
already have research completed for
success measures and evaluation framework.
(a) and (c)
c) Service model – segment, target and prioritise services based on needs analysis and
current providers using the Digital Framework (e.g., creation, distribution, access, and
resilience).
d) Operating model – scalable options for governing and managing the service delivery
including potential revenue streams and risk-share models.
e) Investment and partnership plan – including the commitment from key stakeholder-
investors that Creative New Zealand has secured (or may need to secure for
viability/sustainability).
f) Feasibility of options – risk and benefit analysis of costed options with a recommended
option based on rationale. Note, options should include scale-ability to reflect the
investment plan for example, a pilot/commissioning specific services where resources are
limited.
For each of the six elements above Creative New Zealand wil provide the level of input,
including resources, documents, research and contacts that the successful Respondent may
require from us in order to deliver a fit for purpose Business Case (please refer to our
response to Question 2 above).
