Wellington Museums Trust Annual Report 2006

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GOVERNANCE STATEMENT Governance structure The Wellington Museums Trust is a Council Controlled Organisation (CCO). It was established in 1995 by the Wellington City Council to develop and manage Wellington museums, galleries and arts facilities. Role of the board The trustees are responsible for setting the strategic direction for the trust and for approving the statement of intent and annual business plan. The board monitors the organisational performance and ensures that the ongoing viability of the organisation is maintained. The board delegates the day to day operation of the trust to the chief executive and the management team, who report regularly to the board. As part of the ongoing relationship with the Wellington City Council, the chair meets with the mayor and chief executive on a monthly basis and the chief executive meets regularly with officers of the CCO unit and other council management when appropriate. The chair and chief executive attend the CCO performance subcommittee as required. Personnel subcommittee: this reviews the terms and conditions of the chief executive and monitors performance. Meeting attendance TRUSTEE NUMBER OF MEETINGS ELIGIBLE TO ATTEND NUMBER OF MEETINGS ATTENDED Bill Brien 10 10 Viv Beck 8 6 Peter Blades 10 8 Helene Ritchie 8 3* Simon Marsh 8 8 * Helene Ritchie was on leave of absence due to illness from November 2005 to May 2006 Board membership APPOINTED TERM EXPIRES Bill Brien, chairman 30 April 1999 31 December 2007 Viv Beck 1 January 2005 31 December 2007 Peter Blades 1 May 2001 31 December 2008 Helene Ritchie 5 November 2004 31 October 2007 Simon Marsh 1 May 2001 31 December 2007 Board operations The board meets no less than nine times per year, unless a lesser number of meetings is agreed by trustees. It operates the following subcommittees: Audit and finance subcommittee: this meets up to twice a year. It reviews and recommends the draft financial plan and annual report to the full trust. Clockwise from left: Helene Ritchie, Simon Marsh, Peter Blades, Viv Beck, Bill Brien 2
CHAIRMAN’S REPORT With over 700,000 visitors to trust facilities and events this year, there is no doubt that we have once again made a strong contribution to Wellington’s deserved reputation as the country’s cultural capital. Our success is, as always, a direct result of the energies, enthusiasms and talents of all those involved with the trust and reflects the continued support from our major funder, the Wellington City Council. Our trustees are currently reviewing the trust’s strategic plan; work which should be completed by September and which will chart our strategies for the next five years. Some key opportunities and challenges that we have already identified are: • Funding: continued contraction of some services and inability to reach our potential across all facilities • Collections: the need to re-house the Museum of Wellington City & Sea’s collections in a storage facility that meets national and international standards • Conservation: relocation and long-term plan for the conservation and display of the Inconstant • Gallery enhancement: maximising opportunities to develop a Maori and Pacific Island gallery and the relocation of the Michael Hirschfeld Gallery within an extension to City Gallery Wellington; and • Capital E sponsorship: securing long-term funding for the Capital E National Arts Festival and Capital E National Theatre for Children. Funding Last year we reported that we would undertake a benchmarking review in partnership with the Wellington City Council to compare the trust’s overall performance with other similar organisations and institutions. It was expected that this review would assist both the council and ourselves to establish funding and service levels for the future. The trust completed much of the preliminary research in early February and the council is in the process of finalising its portion of the report. This will be completed in time to be considered as part of the council’s next Long Term Council Community Plan (LTCCP) development. Initial feedback from the benchmarking data demonstrates that our trust delivers quality services and programmes in a cost-effective and efficient manner when compared to other similar organisations and institutions. The trust is pleased to note that allowance has been made within the recently published LTCCP for inflation in future years. However, that alone will not satisfactorily resolve the operational deficits that the trust has run to fund recent years’ activities. Collections Following an independent review by leading conservator Detlef Klein, a specialist in the care and management of museum collections, it was confirmed that the Museum of Wellington City & Sea’s rented collection store at Ngauranga was inadequate and could never meet national or international standards for long-term collection storage. This review was sent to the Wellington City Council, which acknowledged the importance of the museum implementing best practice for its collection management. As a result, the trust’s chief executive has initiated discussions with other Wellington institutions to explore the feasibility of providing a regional solution for collection management. This concept could provide a unique opportunity to raise the standards of collection care across all institutions as well as to support the regional strategy promoted by Wellington’s local authorities. We have identified that it will take three years from initial discussions to the creation of a new, purpose-built facility. Conservation During the year the trust provided the council with three options for the continued conservation of the Inconstant (Plimmer’s Ark) and for its display once conservation is complete. The project is currently located between the Events Centre and Shed 6 on Queens Wharf, space which will be required by Positively Wellington Waterfront when this area is developed further. New research confirmed by our conservator Jack Fry has identified that the Inconstant’s conserved remains will need to be housed in a fully climate-controlled environment. This alone 3
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Page 7 and 8: CHIEF EXECUTIVE’S REPORT This has
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Page 11 and 12: THE YEAR’S HIGHLIGHTS Across the
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Page 15 and 16: THE YEAR’S HIGHLIGHTS In June and
Page 17 and 18: THE YEAR’S HIGHLIGHTS production,
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Page 21 and 22: STATEMENT OF PERFORMANCE KEY OBJECT
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Page 25 and 26: AUDIT REPORT TO THE READERS OF WELL
Page 27 and 28: FINANCIAL STATEMENTS WELLINGTON MUS
Page 33 and 34: OUR SUPPORTERS The Trust and its fa
Page 35 and 36: DIRECTORY Trustees Bill Brien, Chai

Wellington Museums Trust Annual Report 2006

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