G.10 SOI (14)
2014-18
Strategic Intentions
Rautaki
Whakamaunga Atu
Connecting our taonga with our peoples and our place in the world
Ngā taonga kura o tātou Te Iwi o Aotearoa i te ao hurihuri nei
Contents
2
Minister’s Foreword and Statement of Responsibility
3
Introduction from the Chief Executive
4
Chief Executive Statement of Responsibility
5
About Manatū Taonga
7
Outcomes framework
8
About the cultural sector
9
What do we intend to achieve?
10
Cultural sector priorities
11
Working with other government agencies
12
Impacts, measures and targets
13
Measuring progress against the Ministry impact indicators
25
Appendix 1: Funded agency contributions
27
Appendix 2: Outputs and scope
29
Appendix 3: Legislation administered by the Ministry
Ministry for Culture and Heritage Strategic Intentions 2014-18 /
1
Minister’s Foreword
I am pleased to introduce the Strategic Intentions 2014-2018 for the Ministry for Culture
and Heritage, Manatū Taonga.
Culture and heritage are the cornerstones of our society. The breadth and quality of New
Zealand’s arts and cultural sector reflects our history and celebrates our present in
creative and inspiring ways.
The government makes a significant investment in the cultural sector and we continue to
see the delivery of positive benefits, including economic and social outcomes for New
Zealanders.
Through the Performance Improvement Framework process, I am pleased to see the
Ministry continue to develop rigour in its decisions around sector interventions and
projects and initiatives it chooses to undertake. This will be further underpinned by
research and collaboration across the sector.
The Ministry’s delivery of major projects including Te Ara, the Encyclopedia of New
Zealand and New Zealand’s commemorations for the First World War underline its
position in leading this essential sector.
As the Responsible Minister for the Ministry for Culture and Heritage I endorse the
Strategic Intentions document. I am confident in the Ministry’s ability to safeguard and
support our cultural sector for all New Zealanders.
Hon Christopher Finlayson
Minister for Arts, Culture and Heritage
Minister’s Statement of Responsibility
I am satisfied that the information on strategic intentions prepared by Manatū Taonga / the
Ministry for Culture and Heritage is consistent with the policies and performance
expectations of the Government.
Hon Christopher Finlayson
Minister for Arts, Culture and Heritage
16 June 2014
Ministry for Culture and Heritage Strategic Intentions 2014-18 /
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Introduction from the Chief Executive
Culture is the legitimate business of government and Manatū Taonga, the Ministry for
Culture and Heritage is uniquely placed to improve cultural outcomes for all New
Zealanders.
We advise on cultural matters, fund and monitor our national cultural and sports
institutions and provide advice to Ministers across the areas of arts, heritage, media
and broadcasting. In doing so we lead a vibrant and creative sector which contributes
to cultural wellbeing as well as generating educational, economic and social
outcomes.
Our Performance Improvement Framework review has given us a four-year horizon of
excellence to move towards, in the face of big changes to our environment.
Advances in technology are challenging traditional operating models, but we are
actively exploring the opportunities this gives our sector to reach ever wider
audiences. New Zealand’s increasingly diverse population gives us the impetus to
explore notions of identity and what it means to be a New Zealander. Together with
iwi-Māori we are working to support the cultural aspirations of Māori for the benefit of
all New Zealanders.
These are important and tangible aims but as a small Ministry, operating within a tight
fiscal environment, we must continue to seek out and foster new partnerships - both
across central government and with local authorities, culture, heritage and sports
agencies and organisations throughout the country.
Going forward the success of our partnerships will be critical in our ability to deliver
the outcomes New Zealanders want and expect from our sector.
Our experience in leading the government’s First World War commemoration
programme is just one of many Ministry projects which exemplify the value of
partnership. Such initiatives serve to highlight the relevance of culture and heritage to
New Zealanders wherever they are and regardless of circumstance.
To further inform our policy and programmes the Ministry continues to explore more
‘evidence based’ approaches, reflected in our commissioning of work to develop an
economic framework to guide such decisions. We are broadening our research
capacity and programme, whilst recognising that economic imperatives are not the
only drivers for valuing culture.
We are in good shape as we face the challenges ahead. It is important work and the
Ministry for Culture and Heritage looks forward to delivering it.
Lewis Holden
Chief Executive
Manatū Taonga / Ministry for Culture and Heritage
Ministry for Culture and Heritage Strategic Intentions 2014-18 /
3
Chief Executive Statement of
Responsibility
In signing this statement, I acknowledge that I am responsible for the information on strategic
intentions for Manatū Taonga / the Ministry for Culture and Heritage. This information has
been prepared in accordance with section 38 and section 40 of the Public Finance Act 1989.
Lewis Holden
Chief
Executive
Manatū Taonga / Ministry for Culture and Heritage
16 June 2014
Ministry for Culture and Heritage Strategic Intentions 2014-18 /
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About Manatū Taonga
New Zealand’s distinctive culture enriches our lives
Nature and scope of Manatū Taonga’s operations
Manatū Taonga / the Ministry for Culture and Heritage (the Ministry) is government’s leading adviser
on cultural matters. The Ministry funds, monitors and supports a range of cultural agencies and
delivers a range of high-quality cultural products and services.
The Ministry provides advice to government on where to focus its interventions in the cultural sector.
It seeks to ensure that Vote funding is invested as effectively and efficiently as possible, and that
government priorities are met.
The Ministry has a strong track record of delivering high-quality publications (including websites),
managing significant heritage and commemorations, and acting as guardian of New Zealand’s culture
and kaitiaki of New Zealand’s taonga. The Ministry’s work prioritises cultural outcomes and also
supports educational, economic and social outcomes, linking with the work of a range of other
government agencies.
Te Arataki is the Ministry’s strategy to support Māori culture as a fundamental part of New Zealand’s
identity. Active support and protection of Māori arts, culture and heritage in a Treaty post-settlement
environment, based on strong Crown and iwi-Māori partnerships, will continue to be central to our
work with sector agencies.
The Ministry is responsible to, and supports, the Minister for Arts, Culture and Heritage; the Minister
of Broadcasting; and the Minister for Sport and Recreation. Appendix 3 shows the Acts of Parliament
and Regulations we administer.
The Ministry’s role in the sector
The Ministry is uniquely placed to have an overview of the full range of cultural sector activities and
issues, and to inform thinking, within government and the sector, on how support for culture can
contribute to government’s goals.
The Ministry has a leadership role and heads an informal sector cluster of funded agencies, based
on voluntary collaboration. We have been working with cultural sector agencies to develop more of a
whole-of-sector approach. In addition to engaging on specific policy, research, partnerships and
development areas, and aligning some funding strategies, agencies have more recently been
collaborating on a range of initiatives to improve value for money and develop new sources of funding
outside government.
Managing in a changeable operating environment
The Ministry’s ability to identify and manage risks affects our ability to achieve our goals. We mitigate
risks effectively through having strong governance structures for all our activities and through having
an effective risk management policy, including business continuity plans. The Ministry’s Leadership
Team meets weekly to discuss progress on major projects. We regularly assess our organisational
performance, our financial position and our compliance with statutory and internal policy requirements,
and refine our management strategies in response.
To meet the challenge across our business we are reviewing and updating our operating model.
Ministry for Culture and Heritage Strategic Intentions 2014-18 /
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We are refining our portfolio management approach so that our agreed priorities become the primary
unit of analysis and engagement. We want to be able to:
 understand opportunity costs
 make trade-offs transparently
 balance short term and long term investments
 take a ‘managed risk’ approach so that we can encourage innovation
 make recommendations on disinvesting in low return investments.
We know that the sector needs a strong evidential base to support our future strategy and operating
model and we are making more resources available for research and evaluation.
Our people
The Ministry has a capable workforce which is committed to advancing the cultural sector. We are
characterised by a “can do”, innovative, agile and collaborative culture and an ability to get things
done.
We periodically survey staff engagement and identify actions to improve engagement levels. The
current focus is on developing a better sense of common purpose and reviewing our approach to
performance management. We are implementing our workforce strategy to support our strategic
direction and changing operating model.
The Ministry is committed to the principle and practice of equal employment opportunities in the
recruitment, employment, training and promotion of staff, and to the identification and elimination of
barriers that cause or perpetuate inequality in employment opportunities.
Ministry for Culture and Heritage Strategic Intentions 2014-18 /
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Outcomes Framework
OUTCOMES FRAMEWORK
Government
priorities
Outcomes
for New
Zealand
A more competitive and
productive economy
A higher quality of life in
our communities, towns
and cities
Rebuild Christchurch
A growing workforce that drives
innovation, creativity and
collaboration
A culture that is
unique, distinctive
and valued in a
globalised world
New Zealand’s distinctive culture enriches our lives
Vision
Sector
outcomes
Better public services
Create
Sector
priorities
Fostering
inclusive New
Zealand
identity
Ministry
impacts
Our histories,
taonga, places
and symbols of
nationhood are
preserved for
past, present
and future
generations
Ministry
outputs
Fund and
Monitor
 Performance
monitoring
and
development
of arts,
heritage,
media and
sport Votefunded
agencies
Preserve
Supporting
Māori cultural
aspirations
People
understand
and enjoy
New
Zealand’s
diverse
culture and
heritage
Engage
Front footing
transformative
technology
Our culture
inspires
positive
changes in
communities,
the economy,
and the
environment
Advise
 Provide
advice to
support
decision
making by
Ministers on
government
policy relating
to arts,
heritage and
media
 Ministerial
servicing
Excel
Improving
cultural asset
sustainability
New
Zealand’s
unique Māori
culture and
heritage is
protected
and
enhanced
Measuring
and
maximising
public value
A collaborative
cultural sector
strengthens
performance
and flexibility
Deliver
 Maintain war graves and
access to memorials and
other places of national
significance
 Collect and preserve oral
history and digital stories
 Promote cultural events
and significant
commemorations
 Information on and
communications of New
Zealand and Māori history,
society and culture
 Delivery of international
cultural diplomacy projects
 Delivery of operating
activities relating to the
First World War centenary
commemorations
Regulate
 Administer
legislation
to protect
Māori and
New
Zealand’s
cultural
heritage
Ministry for Culture and Heritage Strategic Intentions 2014-18 /
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About the cultural sector
New Zealand’s distinctive culture enriches our lives
Our vision recognises that our distinctive culture is a core part of what makes New Zealand a great
place to live. Cultural expression is fundamental to a vibrant and healthy society. Cultural expression
defines humanity and New Zealand cultural expression defines what it is to be a New Zealander.
Māori culture makes New Zealand unique in a globalised world and is central to our sense of place,
identifying us as a nation. Active participation by Māori in distinct Te Ao Māori activity, will ensure this
fundamental feature of New Zealand culture flourishes.
Strong partnerships between iwi-Māori and the Crown are critical to the new 21st century constitutional
era emerging from the completion of historical Treaty settlements between iwi-Māori and the Crown.
This is changing the context in which government’s investment in our cultural life is occurring, providing
fresh opportunities to design policies that support the development of both traditional and new forms
of Māori cultural expression and identity as well as access to Māori culture for the benefit of all New
Zealanders.
Cultural goods and services have value to the individual, society and the economy. The creative and
communicative experience intrinsic to cultural goods and services expands individual capacities, helps
bind society and provides jobs and innovation in the economy.
Government makes a significant contribution to the broad cultural sector each year in order to
ensure that public value is realised and distributed for all to benefit. In 2014/15, it is investing almost
$400 million in arts, heritage, media and sport through Vote Arts, Culture and Heritage and Vote
Sport and Recreation. Additional support to the cultural sector is provided through other public
sources including the education sector and local government. The cultural sector contributes to
achieving positive outcomes across a wide range of other government portfolios outside the sector.
Inter-agency collaboration is making a number of large projects possible such as the First World
War centenary commemorations.
Earthquake recovery in Canterbury has focused the country’s attention on the contribution our culture,
including our built heritage, makes to our sense of nationhood. New Zealand’s rapid demographic
transformation, especially in Auckland, has highlighted the importance of our policies to support the
creation, and preservation of, and engagement with, New Zealand’s diverse stories and inclusive
identity.
How
“culture”
we
use
the
word
This Strategic Intentions document uses the word “culture” in a broad way to include Māori
culture and the cultures of all New Zealanders. When we refer to culture we see it as including
arts, heritage, media, and sport and recreation.
What we include in the “cultural sector” and “funded agencies”
When this Strategic Intentions document refers to the “cultural sector” we are referring to the
mixed (private and public) economy of producers, distributors, consumers and funders of
cultural goods and services. “Funded agencies” refers only to those agencies funded directly
through the Ministry under Vote Arts, Culture and Heritage and Vote Sport and Recreation.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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What do we intend to achieve?
Our outcomes across the cultural sector are below. Whilst our activities and priorities change, these
are the enduring results we are seeking in the work we do by ourselves, and in partnership with our
funded agencies and other government agencies.
Create
Cultural and sporting practitioners and organisations create, produce and distribute a broad range
of cultural works, experiences and activities, distinctively “New Zealand” in form, voice and/or
content. Creative talent and innovation enhance our way of life and make a valued contribution to
the economy and society.
Preserve
Cultural practitioners and organisations collect, record, protect and present taonga and other cultural
works, places, and activities, for the benefit of present and future New Zealanders. New Zealand’s
taonga are protected and preserved.
Engage
New Zealanders and international audiences increasingly access and engage with taonga and
other cultural works, places and activities with enjoyment and understanding.
Excel
High achieving, talented and innovative cultural and sporting practitioners inspire high achievement
in others, leading to enhanced social and economic well-being and community and national pride.
Working with our funded agencies
Government funds a wide variety of cultural activity through Votes Arts, Culture and Heritage, and
Sport and Recreation. The Ministry and our funded agencies are working together in a cohesive
and collaborative sector, while delivering in a diverse range of areas. More information about how
the sector contributes to outcomes is included in Appendix 1.

Heritage New Zealand

Drug Free Sport New Zealand

Radio New Zealand International

TVNZ

New Zealand Film Archive

Te Matatini

Sport New Zealand

Te Papa

Creative New Zealand

New Zealand Music Commission

Royal New Zealand Ballet

Broadcasting Standards Authority

New Zealand Symphony Orchestra

Antarctic Heritage Trust

New Zealand Film Commission

NZ On Air
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Cultural sector priorities
Together with the Crown-funded agencies in the cultural sector, the Ministry has identified five focus
areas to improve outcomes for New Zealanders over the next four years.
Fostering inclusive New Zealand identity
From the arrival of the first waka, New Zealand has been a nation of migrants. Recent rapid
demographic changes have led to an increasingly diverse New Zealand and a new sense of what it
is to be a New Zealander. The Ministry is working with other departments and cultural agencies to
coordinate a range of ways to foster participation in a diverse and inclusive New Zealand, where
government has an appropriate role. Identifying touchstones for New Zealand’s unique identity is
important in how we see ourselves and how we present to others as an attractive place to visit, live
and work.
Supporting Māori cultural aspirations
Māori culture and heritage is a defining feature of New Zealand’s identity in the world. The
preservation and expression of Māori language, arts culture and heritage needs to be well supported
by the funded agencies. Cultural agencies are committed to working with iwi-Māori to support their
long term cultural aspirations for the benefit of iwi-Māori and all New Zealanders. In the post
settlement environment iwi-Māori are better positioned both to advance their own cultural
aspirations and to demand a higher level of responsiveness from government and its agencies.
Front footing transformative technology
New Zealanders want access to the best of what the world has to offer and high quality New Zealand
content that shines through in a crowded, borderless global environment.
Changing technology continues to impact adversely on traditional business models but it also
provides opportunities for all cultural agencies. The means of production and distribution of cultural
goods and services are increasingly available at low cost to almost everyone. Through the
development of digital skills, online rights policies, trans-media, new mobile applications and other
innovative business solutions New Zealand creative talent and organisations are positioning
themselves to control and manage their endeavours to reach a wider audience.
Improving cultural asset sustainability
New Zealand’s cultural activity is sustained by an infrastructure of tangible and intangible cultural
assets built over time. With static or declining baselines for public funding, the Ministry, cultural
agencies, iwi-Māori and local government are working together to plan and prioritise development
and to improve non-government revenue sources. Success requires the development and
maintenance of new partnerships and the identification of smarter ways of operating.
Measuring and maximising public value
Cultural expression contributes to a vibrant and healthy democratic society. The cultural agencies
are working together to better understand the public value of cultural goods and services, including
their economic and social benefits. This will ensure better choices can be made to maximise public
benefit from government investment in the sector.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Working with other government agencies
Many initiatives undertaken by the Ministry at a central government level involve partnerships with
other agencies, with the Ministry acting in either a lead or subsidiary role. This ensures that our
work complements that of other departments in achieving Government’s objectives. The table
below outlines some of the key institutional relationships the Ministry and funded agencies have
with other parts of government.
Agency
Canterbury Earthquake Recovery
Authority
Activity supporting the cultural sector
Christchurch recovery.
Department of Conservation
Heritage sites; world heritage.
Department of Internal Affairs
Gaming and lotteries; local government;
National Library; Archives New Zealand; First
World War centenary.
Ministry of Business, Innovation and
Employment
Film; broadcasting; intellectual property; radio
spectrum; trade/cultural diplomacy; tourism;
major events.
Ministry of Education
Cultural opportunities in curricular and cocurricular learning experiences; UNESCO.
Ministry for the Environment
Resource management.
Ministry of Foreign Affairs and Trade
Repatriation; international law; cultural
diplomacy; First World War centenary.
Ministry of Pacific Island Affairs
Pacific Island Language Strategy.
New Zealand Defence Force
Commemorations including First World War
centenary.
Office of Treaty Settlements
Settlement protocols.
Office of Veterans’ Affairs
Commemorations including First World War
centenary; war graves.
Statistics New Zealand
Cultural sector research and measurement.
Te Puni Kōkiri
Broadcasting; archiving of broadcast content;
Māori Language Strategy; other support for
Māori culture and heritage.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Impacts, measures and targets
How will we demonstrate success?
Outlined in the next table are the impact measures identified for the Ministry. These indicators help
us measure our progress towards the intended outcomes. Our work programme is planned to deliver
against these impacts.
We have selected these progress indicators, taking into account data availability. We have refined
the indicators over the last year, in particular to reflect some changes in data availability.
Where possible, we have provided a baseline for the indicators by showing trends in the data
available. We will report on our progress against these indicators in our annual reports. However,
as the indicators are medium to long term, we expect progress on most of them only over a three to
five-year timeframe. Data may not be available each year and therefore we will report new
information where it is available.
As well as the Ministry’s efforts, the progress will also depend on external factors and will be
particularly affected by economic challenges in the current climate.
Our annual reports will also report on our output performance indicators, as projected in Vote Arts,
Culture & Heritage and Vote Sport & Recreation.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Measuring progress against the Ministry impact indicators
Ministry impacts
Our histories, taonga,
places and symbols of
nationhood are
preserved for past,
present and future
generations
People understand
and enjoy New
Zealand’s diverse
culture and heritage
Our culture inspires
positive changes in
communities, the
economy, and the
environment
New Zealand’s unique
Māori culture and
heritage is protected
and enhanced
A collaborative cultural
sector strengthens
performance and
flexibility
Measures
Targets
A – Histories and taonga are preserved for
the future
Increasing
B – Histories, taonga, places and symbols of
nationhood managed by the Ministry are
increasingly accessed
Increasing
C – New Zealanders who access Ministry
information feel informed about their country,
history and culture
Increasing
D – Knowledge and understanding of the First
World War and the impact it had on New
Zealand and New Zealanders increases
Increasing
E – Participation in sport, arts, recreation and
culture at all levels occurs across all of
greater Christchurch
At least
returned to preearthquake
levels
F – People who access Ministry information
about the Treaty settlement process are
better informed about the benefits of the
Treaty settlement process for all New
Zealanders
Increasing
G – Māori and New Zealanders who access
Ministry information agree taonga are better
cared for and managed
Increasing
H – Level of private or philanthropic giving to
arts and heritage organisations
Increasing
I – Collaboration between funded agencies,
and between the Ministry and the funded
agencies, to achieve cultural sector and
government outcomes
Increasing
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Our histories, taonga, places and symbols of nationhood are preserved for
past, present and future generations
Impact measures
Initiatives – what we will be doing
Ministry outputs
 Histories and
taonga are
preserved for the
future
 Collecting and preserving oral and digital
 Provide advice to
stories of cultural importance to New Zealand in
support decision
a form accessible to current and future
making by Ministers on
generations.
government policy
matters relating to arts,
 Histories, taonga,  Administering the New Zealand Oral History
heritage and media
places and
Awards annually.
symbols of
 Collect and preserve
 Managing the maintenance of war graves in
nationhood
oral history and digital
New Zealand and abroad, and the National
managed by the
stories
War Memorial.
Ministry are
 Administration of
 Maintaining Te Ara – the encyclopedia of New
increasingly
legislation to protect
Zealand
accessed
taonga Māori and New
 Developing policy to incentivise structural
Zealand cultural
upgrading of heritage buildings as part of the
heritage
review of the earthquake-prone building
 Maintain war graves
provisions of the Building Act 2004 (led by the
and access to
Ministry of Business, Innovation and
memorials and other
Employment).
places of national
 Administering legislation to protect symbols of
significance
nationhood and movable and found heritage.
 Delivery of the First
 Reviewing the Protected Objects Act 1975.
World War centenary
operating legacy
projects
Histories and taonga are preserved for the future
The Ministry continues to increase the number of histories it records. Over the next four years the
Ministry will produce significant new work in both print and digital format on New Zealand’s First
World War history and heritage, as well as maintaining and developing the Te Ara and NZHistory
websites and recording oral histories.
The Ministry will produce a book based on oral history interviews recorded for the “Remembering
Christchurch Oral History Project” and progress two other oral history projects – the “Treaty
Settlement Histories Project” and a commissioned “Department of Corrections Oral History Project”.
The Ministry will also continue to encourage the community to contribute images, stories, and
comments to our websites, including QuakeStories, 28th Māori Battalion, NZHistory, and Te Ara.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Cumulative number of histories recorded by the
Ministry since 1 July 2008
2,000
1,800
1,600
Number of histories
1,400
1,200
1,000
800
600
400
200
0
2009
2010
2011
2012
2013
2014*
Year
* 2014 figures are estimates only
Histories, taonga, places and symbols of nationhood managed by the Ministry are
increasingly accessed
Websites
The Ministry produces a range of websites bringing New Zealand’s culture and heritage online. Over
the past five years there has been a significant increase in the number of visits to the Ministry’s
websites. Total visits have increased from 3.7 million in 2008/09 to 7.8 million in 2012/13,
representing a 111% increase. Total visits are estimated to be 9.2 million in 2013/14.
Total visits to Ministry websites
10,000,000
9,000,000
8,000,000
7,000,000
Total
Total visits
6,000,000
5,000,000
Te Ara
4,000,000
NZHistory
3,000,000
2,000,000
1,000,000
0
2009
2010
2011
2012
Year
2013
2014*
* 2014 figures are estimates only
The number of people using our information has continued to grow steadily over the past five years.
Our websites have proven to be an effective channel of communication to increase people’s
understanding of New Zealand’s heritage and culture. In our 2013 web satisfaction survey, we asked
our website users what they thought was the best way of delivering content like ours, with options of
Ebook, mobile app, printed book and website. 83.5% of respondents thought website was the best
way.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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National War Memorial
New Zealand’s National War Memorial is located at Buckle Street in Wellington. The Memorial
commemorates all New Zealanders who gave their lives in the South African War, the two World
Wars, the conflicts in Malaysia and Vietnam, and on peace-keeping operations world-wide. The
National War Memorial features a Carillon, a Hall of Memories, and the Tomb of the Unknown
Warrior. A National War Memorial Park to be based alongside the Memorial is currently under
development.
The primary goal of the Memorial is to help visitors to remember and understand the New Zealand
experience of war and its enduring impact on New Zealand society. There were 9,443 visits to the
National War Memorial in Wellington in 2012/13. The Memorial is currently closed pending seismic
strengthening so visitor numbers have decreased from previous years. The Memorial will re-open in
December 2014.
National War Memorial Park
The National War Memorial Park (the Park) is currently under construction and is due to be
completed in April 2015. Construction of the Park is being managed by the New Zealand Transport
Agency on behalf of the Ministry.
The Park sits within the wider context of the National War Memorial Precinct. The vision for the
Precinct is that it will be the national place for New Zealanders to remember and reflect on this
country’s experience of war, military conflict and peacekeeping, and how that experience shapes our
ideals and sense of national identity. Visitors to the Park will be engaged through both on-site and
on-line material.
We expect visitor numbers to the Precinct will peak in the weeks following the opening of the Park,
the dedication of the Australian Memorial and Anzac Day before settling down to a more normal
pattern. The National War Memorial will also experience an increase in visitors as people visit the
wider Precinct.
Book sales
The Ministry has helped to foster an increasing public appetite for printed information about New
Zealand’s culture and heritage. A number of its print publications have been extremely popular:
Frontier of Dreams (2005) has sold more than 26,000 copies; Nga Tama Toa (2008) 10,000 copies;
and Māori Peoples of New Zealand (2006) and Trainland (2007) around 7,000 copies each. New
Zealand and the First World War (2013) has sold out its first print run of 5000 copies and another
2500 have been printed. The Ministry’s total sales of all print publications is more than 100,000 sales
across 34 different products since 2004/05.
Public talks
The Ministry arranged nine public talks during 2013/14 on subjects ranging through social history,
war history and international relations. Each was attended by 50 to 60 people (2012/13: 50-60
people). The Ministry plans to hold the same number of talks in 2014/15.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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People understand and enjoy New Zealand’s diverse culture and heritage
Impact measures
Initiatives – what we will be doing
Ministry outputs
 New Zealanders
who access
Ministry
information feel
informed about
their country,
history and
culture
 Providing historical and cultural information that
engages New Zealanders and international
audiences, using a range of media, including print
and digital.
 Promotion of
cultural events
and significant
commemorations
 Producing and promoting significant cultural and
historical resources and events, including First
World War centenary commemorative digital and
print projects.
 Collect and
preserve oral
history and digital
stories
 Progressing New Zealand’s First World War
centenary commemorations projects, including
National War Memorial Park.
 Produce and
promote cultural
and historical
resources
 Knowledge and
understanding of
the First World
War and the
impact it had on
New Zealand
and New
Zealanders
increases
 Providing advice on policy, legislation and funding to
enhance the development of cultural sector services  Provide advice to
and activities, including visual, performing and
support decision
literary arts, historic heritage, museum collections,
making by
taonga and whare taonga, cultural tourism,
Ministers on
broadcasting and broadcasting standards.
government policy
matters relating to
 Scoping options for increasing the public
arts, heritage and
accessibility of New Zealand’s audiovisual archives.
media
 Leading development of a National Identity
 Delivery of the
Framework aimed at supporting cross-government
First World War
initiatives for an inclusive society.
centenary
operating legacy
projects
New Zealanders who access Ministry information feel informed about their country, history
and culture
In 2013, a survey of the Ministry’s website users was conducted to gain feedback about our websites
and identify areas of development to be included in our programme of work. As part of this survey,
we asked users how well informed they were about a variety of subjects. We also asked them how
well informed they felt about New Zealand, its history, and its culture after using our websites, on a
scale of not informed, somewhat informed, better informed, and extremely well informed. After
viewing our websites, 97% of respondents felt at least ‘somewhat’ informed about New Zealand, its
history and its culture, with 87% of respondents feeling either ‘better’ or ‘extremely’ well informed.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
17
Knowledge and understanding of the First World War and the impact it had on New Zealand
and New Zealanders increases
A nationwide online survey of New Zealanders’ attitudes and beliefs about the First World War was
conducted in November/December 2012. A total of 4,017 responses were received, from New
Zealanders aged 15 years and over. The sample was representative of the New Zealand population
age 15+ on region, age, gender, and ethnicity. The survey measured respondents’ understanding of
the First World War, and their attitudes and preferences for commemorating the centenary of the
First World War. The survey results indicated that, on a self-report basis:

48.9% of respondents had a basic understanding of the First World War.

24.9% of respondents had a reasonable understanding of the First World War.

15.7% of respondents had no real knowledge of the First World War.

6.9% of respondents had a reasonably advanced understanding of the First World War.

1.2% of respondents had an expert knowledge of the First World War, including its causes, the
reason for New Zealand’s involvement and the campaigns and major battles fought by New
Zealanders.

0.4% of respondents had never heard of the First World War.
This survey establishes a baseline understanding from which to measure the impact of the First
World War Centenary Programme. A follow-up survey will be conducted at the completion of the
centenary period (2018). The Programme aims to increase the percentage of respondents indicating
they have a reasonable, or reasonably advanced level of understanding about the First World War
at the end of the centenary period. A similar approach has been taken in both Australia and the
United Kingdom.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
18
Our culture inspires positive changes in communities, the economy, and
the environment
Impact measures
Initiatives – what we will be doing
 Participation in
 Providing advice on policy, funding and other
sport, arts,
opportunities to enhance the contribution of the
recreation and
cultural sector to the Government’s wider social and
culture at all levels
economic goals.
occurs across all
 Supporting the recovery from the Canterbury
of greater
earthquakes by contributing to a range of cultural
Christchurch
initiatives in greater Christchurch.
 Progressing the two recovery programmes – Arts &
Culture Recovery Programme and the Heritage
Buildings & Places Recovery Programme
 Supporting the cultural sector Joint-Agency Group
(JAG) to ensure there is regular information-sharing
on arts and cultural sector issues.
Ministry outputs
 Provide advice
to support
decision making
by Ministers on
government
policy matters
relating to arts,
heritage and
media
 Delivery of
international
cultural
diplomacy
projects
 Managing the Cultural Diplomacy International
Programme to achieve desired outcomes.
Participation in sport, arts, recreation and culture at all levels occurs across all of greater
Christchurch
Every three years, Creative New Zealand conducts its New Zealanders and the Arts survey, which
looks at attitudes, attendance and participation. The latest surveys were completed in 2011 and
2008. In 2011, 68% of Christchurch residents attended an arts event in the last 12 months (2008:
81%), and 38% participated in the arts over the last 12 months (2008: 44%). The 2008 data for
Canterbury has been used as our baseline for attendance and participation prior to the Canterbury
earthquakes.
The following participation figures have been drawn from Creative New Zealand’s Tōtara and
Kahikatea investment programmes. The results indicate that overall greater Christchurch arts
participation numbers are returning to pre-earthquake levels, despite there being fewer events for
people to attend.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Greater Christchurch Participation
2009
2010
2011
2012
2013
1,584
3,026
1,591
1,560
2,027
0
3,248
2,645
3,723
4,733
22,754
18,016
8,540
19,974
14,222
0
282
0
450
0
2,633
2,174
730
397
1,576
781
1,112
314
362
447
0
3,250
2,380
1,300
0
The Court Theatre
100,323
81,048
33,860
98,808
97,726
The Physics Room
6,137
1,296
0
2,114
10,507
879
0
0
0
4,003
Auckland Theatre Company
0
0
0
0
1,455
Black Grace
0
0
0
0
870
Kahurangi Māori Dance Trust*
0
0
0
0
5,498
Christchurch Festival of the Arts**
-
-
-
-
153,695
135,091
113,452
50,060
128,688
296,759
Creative New Zealand
Arts on Tour NZ
Chamber Music New Zealand
Christchurch Symphony Orchestra
Footnote Dance
National Theatre for Children
New Zealand String Quartet
NZ Youth Choir / Voices NZ Chamber Choir
New Zealand Opera
Total
*Kahurangi activity was ‘Theatre in Education’ school performances
**Christchurch Festival 2013 figure includes an estimated attendance of 42,000 at an exhibition in Cathedral Square. This is the first
time they have reported attendance figures although they have been funded by Creative New Zealand in the past.
In 2007/08 Sport New Zealand conducted its Active New Zealand survey, which collects data on
sport and recreation participation by New Zealand adults aged 16 years and over. The results for
the Canterbury West Coast region have been used as our baseline for participation in sport and
recreation prior to the Canterbury earthquakes.
In 2007/08, 79.6% of adults took part in at least one sport or recreation activity per week. Over a 12
month period, 85.2% of adults participated in at least two different types of sport and recreation
activities, and, on average, adults participated in 4.6 different sport and recreation activities.
In 2013/14 Sport New Zealand conducted its Active New Zealand survey. The survey results will
follow later in 2014.
Sport New Zealand conducted its Young People’s Survey in 2011 asking young people about their
participation in sport and active recreation. Some Christchurch schools selected for the 2011 survey
were not able to take part because of the earthquakes. These schools were given the opportunity to
participate in 2012. The combined 2011/12 national results for around 18,000 students in primary,
intermediate and secondary schools are now available.
For Greater Christchurch, results show that:


over 6 out of 10 (63.9%) young people in the region spent 3+ hours a week on informal sport
and recreation
over 5 out of 10 (54.6%) young people in the region spent 3+ hours a week on organised
sport and recreation.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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New Zealand’s unique Māori culture and heritage is protected and
enhanced
Impact measures
Initiatives – what we will be doing
Ministry outputs
 People who
access Ministry
information about
the Treaty
settlement
process are
better informed
about the
benefits of the
Treaty settlement
process for all
New Zealanders
 Producing digital and print publications which
showcase Māori culture, history, and language.
 Provide advice to
support decision
making by Ministers on
government policy
matters relating to arts,
heritage and media
 Scoping the Treaty Settlement Histories oral,
print, and digital projects, to be developed over
the next two to three years.
 Co-ordinating wānanga, to assure the quality of
content across the Ministry’s cultural
publications.
 Providing advice on policy, legislation and
funding to enhance the development of Māori
culture and heritage.
 Māori and New
 Providing guidance to Māori on cultural
Zealanders who
planning to support achievement of Māori
access Ministry
cultural aspirations post-settlement.
information feel
taonga are better  Encouraging the use of and access to te reo in
the work and workplaces of agencies funded
cared for and
through the Ministry.
managed
 Collect and preserve
oral history and digital
stories
 Produce and promote
cultural and historical
resources and events
 Administration of
legislation to protect
taonga Māori and New
Zealand cultural
heritage
People who access Ministry information about the Treaty settlement process are better
informed about the benefits of the Treaty settlement process for all New Zealanders
The Ministry is in the process of establishing the Treaty Settlement Histories project. Over the next
three years, the Ministry will be producing oral histories on the Treaty settlement process, as well as
other Treaty settlement print and digital projects.
In 2013, the Ministry asked users of the Ministry’s websites how well informed they were about the
Treaty of Waitangi settlement process, on a scale of not informed, somewhat informed, well
informed, extremely well informed. Responses indicated 48.5% of respondents consider that they
are well informed or extremely well informed about the Treaty of Waitangi settlement process.
Māori and New Zealanders who access Ministry information feel taonga are better cared for
and managed
The Ministry is responsible for managing taonga under the Protected Objects Act 1975, which
regulates:

the export of protected New Zealand objects

the illegal export and import of protected New Zealand and foreign objects

the sale, trade and ownership of taonga tūturu, including what to do if you find a taonga or Māori
artefact.
Our work in this area ensures significant movable heritage subject to the Protected Objects Act is
not lost overseas.
In 2013, the Ministry conducted a survey asking respondents to rate our work in this area using a
scale of very poorly, poorly, well, very well. 72% of Māori respondents and 68% of New Zealanders
rated this as well or very well.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
21
A collaborative cultural sector strengthens performance and flexibility
Impact
measures
Initiatives – what we will be doing
 Level of
 Developing a strategy to frame and drive the
private or
Government’s investments in New Zealand’s culture.
philanthropic
 Providing advice on policy, legislation, and funding to
giving to arts
enhance sector coherence and infrastructure.
and heritage
organisations  Supporting the Heritage Forum to identify and
manage priority work across the heritage sector.
 Collaboration
 Improving funded agencies’ strategic planning and
between
performance reporting frameworks through
funded
collaboration and support.
agencies,
and between  Advising on mechanisms for sustaining the
the Ministry
performance and financial strength of key cultural
and the
sector agencies, through agency cooperation and
funded
development of shared service arrangements, and
agencies, to
assisting the cultural sector to diversify revenues.
achieve
 Undertaking reviews and making improvements in
cultural and
cultural areas, including the Protected Objects Act
government
1975 review, commemorations review and use of
outcomes
creative commons.
 Working with key agencies to increase levels of
private and philanthropic giving in the wider cultural
sector.
Ministry outputs
 Provide advice to
support decision
making by Ministers
on government policy
matters relating to
arts, heritage and
media
 Performance
monitoring and
development of arts,
heritage, media and
sport Vote-funded
agencies
 Advice on and
processing of arts,
heritage, media and
sport board
appointments
 Negotiated services
to support Ministers
including speeches
and correspondence
 Advising on the appointment of Board members for
Crown-connected agencies.
 Advising on and administering legislation for the
cultural Crown entities.
Level of private or philanthropic giving to arts and heritage organisations
To thrive, cultural organisations need sufficient resources. As well as self-generated income such as
ticket sales, many organisations rely heavily on government support. Both central and local
government invest in a wide range of cultural organisations. However, more could be achieved if the
funding base was increased.
The Ministry is continuing to lead a cross-agency cultural philanthropy work programme to implement
recommendations made by the Cultural Philanthropy Taskforce. These initiatives are well
underway. Together they are laying the groundwork for growing the culture of giving, and asking, in
New Zealand. Fully tapping into the significant potential for private giving to boost cultural activity
will require an ongoing, sustained approach (such as continuing to promote knowledge of tax
mechanisms and to recognise and value the generosity of philanthropists).
In late 2012, the Ministry surveyed cultural organisations on the level of support received from main
sources over the past financial year. A total of 236 arts and heritage organisations who completed
the 2012 survey also responded to the Ministry’s 2008 survey (covering the 2007/2008 financial
year).
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
22
The below figure shows the main funding sources received by these organisations in 2012.
2011/12 support from private/philanthropic giving and government as a proportion of the
total income of arts and heritage organisations (longitudinal respondents)
Private or philanthropic giving includes contributions received from trusts/foundations; corporate
organisations; and individuals, couples or families. In 2011/2012, support received from private and
philanthropic sources accounted for 13% of the total level of income of arts and heritage
organisations. This included 5% from trusts, foundations and other philanthropic organisations, 5%
from corporate organisations, and 3% from individuals, couples or families.
The 41% of income of the arts and heritage organisations from “other sources” included earnings
from box office sales, hire or fee revenue, bar sales, programme or merchandise sales, asset sales,
and interest received on investments.
As the table on the next page shows, the level of private and philanthropic support for arts
organisations declined between 2008 and 2012. The decline occurred in the context of an overall
decline in economic growth during this period.
Among heritage organisations, the level of support received from trusts and foundations, and
individuals, couples or families increased between 2008 and 2012. However, the level of support
received from corporates declined between 2008 and 2012. The difference in the level of corporate
giving to heritage organisations between 2008 and 2012 was due to larger donations by two
organisations in 2008 ($6.7 million, compared to $2.6 million in 2012). If the impact of these
donations are removed, the level of corporate giving was largely unchanged between 2008 and
2012. The increase in the level of government support for heritage organisations was largely due to
an increase in the level of central government support to the Museum of New Zealand Te Papa
Tongarewa between 2008 and 2012.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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2008 & 2012 support from private/philanthropic giving and government for arts and heritage
organisations (longitudinal respondents)
2007 / 2008
$m
2011 / 2012*
$m
Difference
24.3
9.7
10.4
4.1
35.1
21.4
8.3
9
4
34.6
-2.8
-1.4
-1.4
-0.1
-0.5
11.8
2.5
7.2
2.1
58.2
8.8
3.3
2.9
2.5
71.7
-3.1
0.8
-4.3
0.4
13.5
Arts
All private/philanthropic
Trusts/foundations
Corporates
Individuals, couples or families
Government and local government bodies
Heritage
All private/philanthropic
Trusts/foundations
Corporates
Individuals, couples or families
Government and local government bodies
* 2011/12 figures have been adjusted for inflation to enable a comparison of the level of spending between 2008 & 2012.
Please note that these results relate to a relatively small number of organisations and may not represent all arts and
heritage organisations.
Collaboration between funded agencies, and between the Ministry and funded agencies, to
achieve cultural and government outcomes
The Government continues its commitment to enhancing the performance of the public sector. In
light of this and the constrained fiscal environment, the Ministry has worked with cultural sector
organisations to improve coordination across the sector.
As at December 2012 there were 56 collaborative arrangements in place between agencies. These
included shared systems, functions and individuals working across agencies in areas such as
finance and communications. The number of collaborative arrangements increased to 91 in January
2013 and 121 in December 2013. While this number is increasing, over time this number is expected
to decrease as greater efficiencies are established and multiple arrangements are consolidated into
one arrangement. Although the number of arrangements will decrease, coordination and efficiencies
across the funded agencies will increase as a result of greater collaboration.
Heritage Forum
The Government has indicated a need for closer integration between public agencies and a more
coherent approach to policy development. In 2011/12, the Ministry established the Heritage Forum
to forge stronger links and more coherence across the sector, and to be a visible presence promoting
heritage interests at a national level.
In 2013/14 the Ministry increased its support for the Forum. This enabled the Forum to refresh its
focus and begin developing a new strategic work programme for 2014/15 and future years.
Information on the Forum and its work can be found at http://www.mch.govt.nz/what-we-do/ourprojects/current/heritage-forum.
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
24
Appendix 1: Funded agency contributions
New Zealand’s distinctive culture enriches our lives
Create
Cultural and
sporting activity
flourishes in New
Zealand
Preserve
Our heritage can be
enjoyed by future
generations
Engage
Engagement in
cultural and sporting
activities is
increasing
Excel
Artists, athletes and
organisations achieve
excellence
New Zealanders
participate in the
arts and highquality New
Zealand art is
developed
New Zealanders
participate in the arts
New Zealanders
participate in the arts
and experience highquality arts, and New
Zealand arts gain
international success
High-quality New
Zealand art is
developed, New
Zealand arts gain
international
success, and New
Zealanders
experience highquality arts
New Zealanders
create new
symphonic music
New Zealanders are
inspired by worldclass symphonic
music
New Zealanders
have ready access to
symphonic music
and are inspired by
world-class
symphonic music.
New Zealanders
create new
symphonic music
New Zealanders are
inspired by worldclass symphonic
music
Artistic Growth:
Through the
constant pursuit of
creativity and
innovation we will
achieve new artistic
heights, recognised
nationally and
internationally
Brand Growth: We
will be recognised as
an inspiring New
Zealand brand
through the delivery
of uncompromising
quality product that is
accessible yet
sophisticated
Audience Growth: By
growing our
audience numbers
we will build our
financial capacity to
invest in our exciting
new initiatives
Artistic Growth:
Through the constant
pursuit of creativity
and innovation we
will achieve new
artistic heights,
recognised nationally
and internationally
Whakatipu - The
vibrancy of Kapa
Haka enriches
cultural activity
within Aotearoa
Manaaki - The
quality and cultural
uniqueness of Kapa
Haka is maintained
for future generations
Whāngai - People
feel connected to,
and recognise the
value of Kapa Haka
to our unique cultural
identity
Whakatipu - The
vibrancy of Kapa
Haka enriches
cultural activity within
Aotearoa and
internationally
Exposure: New
Zealand music is
recognised by the
public as a significant
part of NZ’s culture,
through increased
sales and investment
Infrastructure: The
expertise of music
industry
professionals and
number of NZ artists
that are export ready
is increased
Arts and Music
Creative New
Zealand
New Zealand
Symphony
Orchestra
Royal New
Zealand
Ballet
Te Matatini
Society
New Zealand
Music
Commission
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
25
Create
Cultural and
sporting activity
flourishes in New
Zealand
Preserve
Our heritage can be
enjoyed by future
generations
Engage
Engagement in
cultural and sporting
activities is
increasing
Excel
Artists, athletes and
organisations achieve
excellence
More young people
and more adults
engaging in more
sport and recreation
More New Zealand
winners on the world
stage
Sport and Recreation
Sport NZ
New Zealand Sport
is doping free
Drug Free
Sport New
Zealand
New Zealand Sport
is doping free (New
Zealand athletes
comply with the
World Anti-doping
Code)
Media
New Zealand
Film
Commission
NZ On Air
More high value
New Zealand
productions get
funded
More New Zealand
stories are seen and
valued by New
Zealanders
More New Zealand
screen talent is
recognised
internationally
Diverse broadcast
and online content
investments,
increase viewing
and listening choice
for New Zealand
listeners
Local content is
innovative, visible
and valued by
diverse New Zealand
audiences
Funded content and
services satisfy
audiences and win
awards
The broadcasting
standards regulation
system is accessible
and easily
understood
Broadcasting
Standards
Authority
Heritage
Ensure the
restoration and
survival of the
Antarctic expedition
bases for future
generations
Educate and inspire
people with the
legacy of Antarctic
exploration
Our culture is
increasingly visible
and valued, both
here and abroad
Important taonga and
traditions are
increasingly
protected and visible
More New
Zealanders are
active participants in
cultural activities
A comprehensive
collection
A secure, accessible
collection
A community of
satisfied users
Places that
contribute to New
Zealand’s culture
and heritage are
identified and their
stories told
Places that are
significant to New
Zealand’s culture
and heritage survive
New Zealanders
engage with those
places that contribute
to New Zealand’s
culture and heritage
Antarctic
Heritage
Trust
Museum of
New Zealand
Te Papa
Tongarewa
New Zealand
Film Archive
Heritage New
Zealand
Further the science
and practice of cold
climate conservation
to benefit all
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
26
Appendix 2: Outputs and scope
Manatū Taonga has the following departmental appropriations which are linked to outputs as
follows:
Output
class
What’s intended to
be achieved
Output
Scope
 Information on and
communication of New
Zealand and Māori
history, society and
culture
 Administer of legislation
to protect taonga Māori
and New Zealand
cultural heritage
 Promote cultural events
and significant
commemorations
 Collect and preserve oral
history and digital stories
Management of new
memorial projects, national
monuments, war and
historic graves; promotion
of cultural events;
administration of
legislation and grants; and
research, writing and
publication of
New Zealand history and
reference works including
the on-line encyclopedia of
New Zealand.
This appropriation is
intended to achieve
preservation of New
Zealand’s histories,
taonga, places and
symbols of
nationhood for past
present and future
generations.
Cultural
 Delivery of international
Diplomacy
cultural diplomacy
International
projects
Programme
This appropriation is
limited to management
and delivery of an
international cultural
diplomacy programme
through a series of
projects and activities
primarily focused on Asia
and in locations where
New Zealand is pursuing
free trade agreements.
This appropriation is
intended to achieve
an international
cultural diplomacy
programme increasing
awareness of New
Zealand’s culture
overseas.
Purchase
 Performance monitoring
Advice and
and development of
Monitoring
sport and recreation
of Sport and
Vote-funded agencies
Recreation
 Advise on and process
Crown
Board appointments
Entities
This appropriation is
limited to provision of
purchase advice and
monitoring of Sport New
Zealand and DFSNZ,
including advice in relation
to appointments to boards.
This appropriation is
intended to achieve
advice, monitoring
and support to
Ministers for funded
sports agencies.
Heritage
Services
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
27
Output
class
Output
Scope
What’s intended
Policy Advice, Monitoring of Funded Agencies and Ministerial Services
Policy
advice
 Provide advice to
support decision making
by Ministers on
government policy
matters relating to arts,
heritage and media
This category is limited to
the provision of advice to
support decision-making
by Ministers on
government policy matters
relating to arts, culture,
heritage and broadcasting.
This category is
intended to provide
advice to support
decision-making by
Ministers on
government policy on
matters relating to
arts, culture, heritage
and broadcasting.
Monitoring
of Funded
Agencies
 Performance monitoring
and development of arts,
heritage and media Votefunded agencies
This category is limited to
monitoring the Crown’s
interests in sector
agencies.
This category is
intended to monitor
the Crown’s interest in
sector agencies.
Ministerial
Servicing
 Negotiated services to
support Ministers
including speeches and
correspondence
 Advise on and process
Board appointments
This category is limited to
providing negotiated
services to the Minister for
Arts, Culture and Heritage
and the Minister of
Broadcasting.
This category is
intended to provide
negotiated services to
the Minister of Arts,
Culture and Heritage
and the Minister of
Broadcasting.
This category is limited to
provision of activities
relating to First World War
centenary
commemorations.
This category is
intended to achieve
appreciation and
remembrance of how
the First World War
affected our nation
and its place in the
world, both at the time
and beyond.
First World War Centenary
First World
War
Centenary
Operating
Expenses
 Delivery of the First
World War centenary
operating legacy projects
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
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Appendix 3: Legislation administered by the Ministry
Manatū Taonga administers the following Acts of Parliament and Regulations:
Acts
Anzac Day Act 1966
Arts Council of New Zealand Toi Aotearoa Act 2014
Broadcasting Act 1989 (Parts 1–4 and section 81)
Cultural Property (Protection in Armed Conflict) Act 2012
Flags, Emblems, and Names Protection Act 1981
Historic Places Act 1993
Massey Burial-Ground Act 1925
Museum of New Zealand Te Papa Tongarewa Act 1992
National War Memorial Act 1992
New Zealand Film Commission Act 1978
New Zealand Symphony Orchestra Act 2004
Protected Objects Act 1975
Radio New Zealand Act 1995
Radio New Zealand Act (No 2) 1995
Seddon Family Burial-Ground Act 1924
Sovereign’s Birthday Observance Act 1952
Sports Anti-Doping Act 2006
Sport and Recreation New Zealand Act 2002
Television New Zealand Act 2003
Waitangi Day Act 1976
Regulations
Historic Places Trust Elections Regulations 1993 (SR 1993/302)
Television New Zealand (Separation of Transmission Business) Order 2003 (SR 2003/323)
Ministry for Culture and Heritage Strategic Intentions 2014-2018 /
29
This work is licensed under the Creative Commons Attribution
3.0 New Zealand licence. In general, you are free to copy,
distribute and adapt the work, as long as you attribute the
work to the Crown and abide by the other license terms.
To view a copy of this license, please visit
http://creativecommons.org/licenses/by/3.0/. Please note that
no departmental or governmental emblem, logo or Coat of
Arms may be used in any way that infringes any provision of
the Flags, Emblems, and Names Protection Act 1981.
Attribution to the Crown should be in written form and not by
reproduction of any such emblem, logo or Coat of Arms.
Level 4, ASB Bank House, 101 The Terrace
PO Box 5364, Wellington, New Zealand
Phone 04 499 4229, Fax 04 499 4490
www.mch.govt.nz
www.Anzac.govt.nz
www.NZHistory.net.nz
www.firstworldwar.govt.nz
www.NationalWarMemorial.govt.nz
www.TeAra.govt.nz
www.28MaoriBattalion.org.nz
www.quakestories.govt.nz
www.vietnamwar.govt.nz
www.goingdigital.co.nz
www.nzatfrankfurt.govt.nz
www.WW100.govt.nz