Oneida Business Committee (2026)
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Members Only Packet
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Oneida Business Committee
Special Meeting
8:30 AM Monday, April 13, 2026
BC Conference Room, 2nd Floor, Norbert Hill Center
Agenda
Meeting agenda is available here: oneida-nsn.gov/government/business-committee/agendas-packets/.
Materials for the “General Tribal Council” section of the agenda, if any, are available to enrolled members
of the Oneida Nation; to obtain a copy, visit the Government Administrative Office, 1st floor, Norbert Hill
Center and present a valid Tribal I.D. or go to https://goo.gl/uLp2jE. Scheduled times are subject to
change.
I.
CALL TO ORDER
II.
OPENING
III.
ADOPT THE AGENDA
IV.
RESOLUTIONS
A.
V.
TRAVEL REQUESTS
A.
VI.
Adopt resolution entitled Authorization of three (3) Unbudgeted Positions in
Business Unit 4225032
Sponsor: Mark W. Powless, CEO-Nation Services
Approve the travel request - Councilman Kirby Metoxen - 8th Annual DCCC Tribal
Engagement & Active Members Issues Conference - Cabazon, CA - April 30 - May 6,
2026
Sponsor: Kirby Metoxen, Councilman
EXECUTIVE SESSION
A.
Approve a limited waiver of sovereign immunity - Helix Innovations LLC - file # 20260240
Sponsor: James Petitjean, CEO-Retail
B.
Approve a limited waiver of sovereign immunity - NJOY LLC - file # 2026-0241
Sponsor: James Petitjean, CEO-Retail
Oneida Business Committee
Special Meeting Agenda
Page 1 of 2
April 13, 2026
Members Only Packet
VII.
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ADJOURN
Posted on the Oneida Nation’s official website, www.oneida-nsn.gov pursuant to the Open Records and
Open Meetings law (§ 107.14.)
The meeting packet of the open session materials for this meeting is available by going to the Oneida
Nation’s official website at: oneida-nsn.gov/government/business-committee/agendas-packets/
For information about this meeting, please call the Government Administrative Office at (920) 869-4364 or
(800) 236-2214
Oneida Business Committee
Special Meeting Agenda
Page 2 of 2
April 13, 2026
Members Only Packet
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Adopt resolution entitled Authorization of three (3) Unbudgeted Positions in Business Unit 4225032
Business Committee Agenda Request
1. Meeting Date Requested:
04/13/26
2. General Information:
Session:
☒ Open
☐ Executive – must qualify under §107.4-1.
Justification: DRAFT materials/discussion
3. Supporting Documents:
☐ Bylaws
☐ Contract Document(s)
☒ Correspondence
☐ Draft GTC Notice
☐ Draft GTC Packet
☒ E-poll results/back-up
☐ Other: Describe
☐ Fiscal Impact Statement
☐ Law
☐ Legal Review
☐ Minutes
☐ MOU/MOA
☐ Petition
☐ Presentation
☐ Report
☒ Resolution
☐ Rule (adoption packet)
☐ Statement of Effect
☐ Travel Documents
4. Budget Information:
☐ Budgeted
☒ Not Applicable
☐ Budgeted – Grant Funded ☐ Unbudgeted
☐ Other: Describe
5. Submission:
Authorized Sponsor:
Mark W. Powless, CEO-Nation Services
Primary Requestor:
Additional Requestor:
(Name, Title/Entity)
Additional Requestor:
(Name, Title/Entity)
Submitted By:
BPIGMAN
Members Only Packet
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Cultural Heritage
Turtle Clan
MEMO
TO: Oneida Nation Business Committee
CC: Brooke Doxtator
SUBJECT: Kahnekanolu Cultural Center FY26 position funding – request to reconsider
Executive Summary: E-poll request titled “Kahnekanolu Cultural Center FY26 position
funding” failed on 4/7/26 due to insufficient votes being submitted. We are requesting
this item be added to the agenda for the Special BC Meeting on 4/13/2026 for
reconsideration. Per CIP#20-101 – Museum Relocation business plan, which was
approved by GTC as part of the FY24 Budget, following motion on item IV.A. during the
5/8/23 Special GTC Meeting, the Kahnekanolu Cultural center is seeking the addition of
3 new positions to reach the 9 FTE positions proposed in the approved business plan.
After developing these positions and receiving the grade needed to accurately budget
for these positions, waiting for the next scheduled BC meeting would leave us with
insufficient Onboarding time prior to the grand opening scheduled for June 20th, 2026.
REQUESTED ACTION: Amendment to Labor Allocations Levels – 3 positions: 4225032
Attachments:
Business Committee Agenda Request
Unbudgeted Position Request
(3) position descriptions for requested positions
Draft Org Chart
CIP#20-101 Business Plan
5/8/23 GTC meeting minutes
Nicholas Metoxen
Turtle Clan Manager
Oneida Cultural Heritage
Signed
Si
d 4/8/2026
1250 Packerland Drive • Green Bay, WI 54304
Mailing Address: PO Box 365 • Oneida, WI 54115
www.oneida-nsn.gov
Members Only Packet
From:
To:
Cc:
Subject:
Date:
Attachments:
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Secretary
Tehassi Tasi Hill; Lawrence E. Barton; Lisa A. Liggins; Jameson J. Wilson; Jennifer A. Webster; Jonas G. Hill;
Kirby W. Metoxen; Marlon G. Skenandore; Secretary
Danelle A. Wilson; Janice M. Decorah; David P. Jordan; Fawn L. Cottrell; Rhiannon R. Metoxen; Kristal E. Hill;
Fawn J. Billie; BC_Agenda_Requests
E-POLL RESULTS: Adopt resolution entitled Authorization of three (3) Unbudgeted Positions in Business Unit
4225032
Tuesday, April 7, 2026 4:39:45 PM
image001.png
E-POLL REQUEST - Adopt resoution entitled Authorization of three (3) Unbudgeted Positions in Business Unit
4225032.pdf
E-POLL RESULTS
The e-poll to Adopt resolution entitled Authorization of three (3) Unbudgeted Positions in
Business Unit 4225032 has failed. Below are the results:
Support: Jonas Hill, Lisa Liggins, Kirby Metoxen, Jennifer Webster
Per Section 5.1 of the OBC SOP “Conducting Electronic Voting (E-polls)”, five (5)
affirmative responses in support of the question in order to be approved.
Yaw^ko,
Brooke Doxtator
Boards, Committees, and Commissions Supervisor
Government Administrative Office (GAO)
office 920.869.4452
From: Secretary <TribalSecretary@oneidanation.org>
Sent: Monday, April 6, 2026 4:52 PM
To: Secretary <TribalSecretary@oneidanation.org>; Tehassi Tasi Hill <thill7@oneidanation.org>;
Lawrence E. Barton <lbarton2@oneidanation.org>; Lisa A. Liggins <lliggins@oneidanation.org>;
Jameson J. Wilson <jwilson@oneidanation.org>; Jennifer A. Webster
<JWEBSTE1@oneidanation.org>; Jonas G. Hill <jhill1@oneidanation.org>; Kirby W. Metoxen
<KMETOX@oneidanation.org>; Marlon G. Skenandore <mskenan1@oneidanation.org>
Cc: Danelle A. Wilson <DWILSON1@ONEIDANATION.org>; Janice M. Decorah
<jdecora2@oneidanation.org>; David P. Jordan <djordan1@oneidanation.org>; Fawn L. Cottrell
<fcottrel@oneidanation.org>; Rhiannon R. Metoxen <rmetoxe2@oneidanation.org>; Kristal E. Hill
<khill@oneidanation.org>; Fawn J. Billie <fbillie@oneidanation.org>
Subject: E-POLL REQUEST: Adopt resolution entitled Authorization of three (3) Unbudgeted Positions
in Business Unit 4225032
E-POLL REQUEST
Members Only Packet
Summary:
Per CIP#20-101 – Museum Relocation business plan, which was approved by GTC as part of the FY24
Budget, following motion on item IV.A. during the 5/8/23 Special GTC Meeting, the Kahnekanolu
Cultural center is seeking the addition of 3 new positions to reach the 9 FTE positions proposed in
the approved business plan. After developing these positions and receiving the grade needed to
accurately budget for these positions.
Justification for E-Poll:
Waiting for the next scheduled BC meeting on April 22, 2026, would leave us with insufficient
Onboarding time prior to the grand opening scheduled for June 20th, 2026.
Requested Action:
Adopt resolution entitled Authorization of three (3) Unbudgeted Positions in Business Unit 4225032.
Deadline for response:
Responses are due no later than 4:30 p.m., Tuesday, April 7, 2026.
Voting:
Use the voting button above, if available; OR
Reply with “Support” or “Oppose”.
Yaw^ko,
Brooke Doxtator
Boards, Committees, and Commissions Supervisor
Government Administrative Office (GAO)
office 920.869.4452
CONFIDENTIALITY NOTICE: This message and any included attachments are intended only for the addressee. This message
may contain privileged, confidential, or proprietary information. Unauthorized forwarding, printing, copying, distribution, or
use of such information is strictly prohibited and may be unlawful. If you have received this message in error, please inform
us promptly by reply e-mail, then delete the e-mail and destroy any printed copy.
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Members Only Packet
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Business Committee Agenda Request
1. Meeting Date Requested:
2. Session:
■ Open
܆
܆Executive – must qualify under §107.4-1.
Justification: Choose or type justification
Requested Motion:
܆Accept as information; OR
Amendment to labor Allocation levels - 3 Positions 4225032. Actions noted on
attached memo.
$UHDVSRWHQWLDOO\LPSDFWHGRUDIIHFWHGE\WKLVUHTXHVW
܆Finance
܆Law Office
܆Gaming/Retail
܆Other:
܆Programs/Services
܆DTS
܆Boards, Committees, or Commissions
5. Additional attendees needed for this request:
Enter (Name, Title/Entity) OR Choose from List
Enter (Name, Title/Entity) OR Choose from List
Enter (Name, Title/Entity) OR Choose from List
Enter (Name, Title/Entity) OR Choose from List
Revised: 0/0/202
Page 1 of 2
Members Only Packet
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Supporting Documents:
܆Bylaws
܆Fiscal Impact Statement
܆Contract Document(s) ܆Law
܆Correspondence
܆Legal Review
܆Draft GTC Notice
܆Minutes
܆Draft GTC Packet
܆MOU/MOA
܆E-poll results/back-up ܆Petition
܆Other: Position Desc, Org Chart,Bu
܆Presentation
܆Report
܆Resolution
܆Rule (adoption packet)
܆Statement of Effect
܆Travel Documents
Budget Information:
܆Budgeted – Tribal Contribution
܆Unbudgeted
܆Other: Describe
܆Budgeted – Grant Funded
܆Not Applicable
Submission:
Authorized Sponsor:
Mark W. Powless, CEO Nation Services
Primary Requestor:
(Stacy S. Coon, Director/Oneida Nation Museum)
,QVWUXFWLRQV
1) Save a copy of this form for your records.
2) Print this form as a *.pdf OR print and scan this form in as *.pdf.
3) Attach a memoDGGUHVVHGWRWKH%XVLQHVV&RPPLWWHH describing your request
4) E-mail this form and all supporting materials in a *.pdf file(s) to:
BC_Agenda_Requests@oneidanation.org
5) If you are submitting a resolution for adoption, please send the :RUG version of
the resolution along with the Agenda Request file.
6) PleaseHPDLO%&B$JHQGDB5HTXHVWV#RQHLGDQDWLRQRUJwith any questions
regarding this form.
Revised: 0/0/202
Page 2 of 2
Members Only Packet
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Cultural Heritage
Turtle Clan
MEMO
TO: Secretary Lisa Liggins
CC: Brooke Doxtator
SUBJECT: E-poll Request: Kahnekanolu Cultural Center FY26 position funding
Executive Summary: Per CIP#20-101 – Museum Relocation business plan, which was
approved by GTC as part of the FY24 Budget, following motion on item IV.A. during the
5/8/23 Special GTC Meeting, the Kahnekanolu Cultural center is seeking the addition of
3 new positions to reach the 9 FTE positions proposed in the approved business plan.
After developing these positions and receiving the grade needed to accurately budget
for these positions, waiting for the next scheduled BC meeting would leave us with
insufficient Onboarding time prior to the grand opening scheduled for June 20th, 2026.
REQUESTED ACTION: Amendment to Labor Allocations Levels – 3 positions: 4225032
Deadline for Response: April 6st, 2026
Attachments:
Business Committee Agenda Request
Unbudgeted Position Request
(3) position descriptions for requested positions
Draft Org Chart
CIP#20-101 Business Plan
5/8/23 GTC meeting minutes
Nicholas Metoxen
Turtle Clan Manager
Oneida Cultural Heritage
1250 Packerland Drive • Green Bay, WI 54304
Mailing Address: PO Box 365 • Oneida, WI 54115
www.oneida-nsn.gov
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FINANCE ADMINISTRATION
Fiscal Impact Statement
MEMORANDUM
To:
Nicholas Metoxen, Turtle Clan Manager
From: RaLinda R. Ninham-Lamberies, CFO
Date: March 30, 2026
RE:
Fiscal Impact 3 Unbudgeted Positions
I.
Estimated Fiscal Impact Summary:
Law: Budget and Finances Law
Implementing Agency
Estimated Impact
Total Estimated Fiscal Impact
II.
Human Services Division
Current Fiscal Year
$156,246
Ten Year Estimate
$2,678,520
Background:
The Human Services Division is requesting to add three new positions for the new
Kahnekanolu Cultural Center.
The Kahnekanolu Cultural Center is requesting to add positions for a Culture Center
Operations Manager, Museum Assistant, and a Gift Shop Assistant.
III.
Methodology and Assumptions:
The Human Services division provided approved hourly wage at the midpoint of the
grade for each position. A fringe benefit rate of 42.5%, the average fringe benefit
rate for the Oneida Nation, and an indirect cost rate of 23.64% were used in the
calculations. There was no inflation factor included in the ten-year estimate. Seven
months of employment was used for the current fiscal year estimate. The ten-year
estimate includes a full year of wages, fringe benefit, and indirect cost expense for
each of the ten years.
P.O. Box 365 • Oneida, WI 54155
oneida-nsn.gov
Members Only Packet
IV.
Financial Impact:
The fiscal impact for the remainder of fiscal year 2026 is $156,246. The total annual
fiscal impact is $267,852. The ten-year fiscal impact is $2,678,520.
Position
Culture Center Manager
Museum Assistant
Gift Shop Assistant
Total
V.
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#
1
1
1
3
Annual Cost
$112,138
$87,739
$67,975
$267,852
Ten Year Cost
$1,121,380
$877,390
$679,750
$2,678,520
Recommendation:
BC Resolution 03-26-25-B Fiscal Year 2026 Budget Considerations and Calendar
established an employment cap of 960.5 Tribal Contribution and Indirect Cost Pool
funded positions. Continued scrutiny of adding labor resources for the financial
sustainability of the Nation is recommended.
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Oneida Nation
Post Office Box 365
Phone: (920) 869-2214
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Oneida, WI 54155
BC Resolution # __________
Authorization of three (3) Unbudgeted Positions in Business Unit 4225032
WHEREAS,
the Oneida Nation is a federally recognized Indian government and a treaty tribe
recognized by the laws of the United States of America; and
WHEREAS,
the Oneida General Tribal Council is the governing body of the Oneida Nation; and
WHEREAS,
the Oneida Business Committee has been delegated the authority of Article IV, Section 1,
of the Oneida Tribal Constitution by the Oneida General Tribal Council; and
WHEREAS,
the Budget and Finances law governs the development, adoption and implementation of
the fiscal year budget [1 O.C. 121]; and
WHEREAS,
the Fiscal Year 2026 budget approved by General Tribal Council resolution, 12-08-25-A
established an employment cap of 1,860 FTE’s, which will not be exceeded by this action
and
WHEREAS,
the Budget and Finances law and the Employment Cap and Labor Allocations Level
Standard Operating Procedure, adopted by resolution # BC-09-28-22-D, authorize the
Oneida Business Committee to approve unbudgeted positions by resolution, provided the
employment cap is maintained and the Chief Financial Officer provides a fiscal analysis
and any written input [1 O.C. 121.9-3(a)]; and
WHEREAS,
on March 30, 2026, the Chief Financial Officer provided a fiscal analysis confirming that
the addition of three (3) unbudgeted FTEs in Business Unit 4225032 can be funded
without exceeding the employment cap; and
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BC Resolution # _______
Authorization of three (3) 8nbudgeted 3ositions in Business Unit 4225032
Page 2 of 2
31
32
33
34
35
36
NOW THEREFORE BE IT RESOLVED, the Oneida Business Committee authorizes three (3)
unbudgeted FTEs in Business Unit 4225032 funded within existing financial boundaries, without
exceeding the approved employment cap. This action does not amend the FY 2026 budget and will be
tracked in accordance with the Budget and Finances law and the Employment Cap and Labor Allocations
SOP.
Business Unit #
Job #
4225032
03582 Cultural
Center Operations
Manager (1)
03537 Museum
Assistant (1)
03561 Gift Shop
Associate (1)
4225032
4225032
37
Grade/Mid-Point
Wage
Grade 16/$67,496
Annual Cost
Funding Source
$112,138
Tribal Contribution
Grade 10/$52,810
$87,739
Tribal Contribution
Grade 3/$40,914
$67,975
Tribal Contribution
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UNBUDGETED POSITION REQUEST
Proposed Position Title: Cultural Center Operations Manager, Museum Assistant, Giftshop Associate (total 3 FTE)
Department: Oneida Museum
Division: Human Services
Name of Supervisor Completing Form: Nicholas Metoxen
Date: 03/26/2026
Title of Supervisor Completing Form: Turtle Clan Manager
General Ledger (GL) #: 4225032
How is the position being funded͍:
✔ Tribal Contribution
Grand Funded
Indirect Income
Other
If source of funding checked above is “Other” please explain:
:h^d/&/d/KE:
1. Provide specific details ĨŽƌthis request and basis for the need for the unbudgeted request.
Per approved business plan for CIP#20-101 Museum Relocation and Expansion, 9 total FTE is required for
successful operation of the Kahnekanolu Cultural Center. At the current location, the museum operates with 6 FTE.
3 positions were identified as a need, with graded position descriptions and a proposed organizational chart
attached.
2. Is this a revenue generating position? If so, please provide specific details.
No.
ϯ͘ ĂŶƚŚĞĚƵƚŝĞƐŽĨƚŚŝƐƉŽƐŝƚŝŽŶďĞƌĞĂůŝŐŶĞĚƚŽƐƵĐŚĂŶĞdžƚĞŶƚƚŚĂƚƚŚĞƌĞƋƵĞƐƚĐĂŶďĞƉŽƐƚƉŽŶĞĚƵŶƚŝůƚŚĞ
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ŶĞdžƚďƵĚŐĞƚƌĞǀŝĞǁ͍
Delay of the approval of these positions would be detrimental to day to day operations of the Kahnekanolu Cultural
Center, which is set to open to the public on June 20th, 2026. Approval of this position allow us to hire additional
staff to start during pay period beginning May 17th, 2026, allowing 4 weeks of onboarding prior to grand opening.
Members Only Packet
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džĞĐƵƚŝǀĞ,ZŝƌĞĐƚŽƌ:
Date:
GD/OBC Direct Report Approval͗
Date:
Approval requires OBC Resolution: Resolution #:
Approval Date:
ŵĂŵͬϯͲϮϬͲϮϯ
Members
Only Packet
APPLY IN PERSON AT:
Human Resource Department
909 Packerland Drive
Green Bay, WI 54303
APPLY ONLINE AT:
http://oneida-nsn.gov
16 of 144
OR MAIL TO:
Human Resource Department
P.O. Box 365
Oneida, WI 54155-0365
Phone: (920) 496-7900
Fax: (920) 496-7490
POSITION TITLE:
Cultural Center Operations Manager
POSITION NUMBER: 03582
DEPARTMENT:
Museum (Kahnekanolu Cultural Center)
LOCATION:
W892 County Rd EE, Oneida WI
DIVISION:
Human Services
RESPONSIBLE TO:
Museum Director
SALARY:
Grade 16 $51,917/Annually (NEGOTIABLE)
(Employees will receive 5% below the negotiated pay rate during their probationary status.)
CLASSIFICATION:
Exempt
POSTING DATE:
CLOSING DATE:
Transfer Deadline:
Proposed Start Date:
As Soon As Possible
EQUAL EMPLOYMENT OPPORTUNITY STATEMENT
The Oneida Nation does not discriminate on the basis of race, color, national origin, sex, religion, age or disability status in
employment or the provision of services. However, individuals of Indian ancestry and Veterans will be given preference by law
in initial employment or re-employment.
POSITION SUMMARY
Under direct supervision of the Museum Director, assists in managing and directing the operations of the Kahnekanolu Cultural
Center. Assists in the establishment and analysis of the effectiveness of future policies and programs. Continuation of this
position is contingent upon funding allocations.
DUTIES AND RESPONSIBILITIES:
1. Oversee the supervision of the Giftshop Coordinator, Giftshop Associate and Administrative Assistant, volunteers, and
student interns.
2. Supervise, assign duties to, and coordinate the activities of staff to include evaluations, scheduling, disciplinary actions,
hiring, training, orientation, coaching, and employee motivation.
3. Supervises the day-to-day operations and administration of the Kahnekaholu Cultural Center.
4. Assist with all programs, exhibits and special events.
5. Assist with the development of short and long-range plans, budgets, staffing, external relations, fund-raising and program
evaluation.
6. Assists in the formulation and implementation of policies and procedures.
7. Ensure collections are secure and protected by conducting periodic inspections of exhibits.
8. Assists in planning, and scheduling rotating temporary exhibits,
9. Assist the Giftshop Coordinator with seeking bids and developing vendor list as well as finding new vendors for the
giftshop as needed.
10. Monitor interpretive programs, educational and/or outreach initiatives and their effectiveness.
11. Address customer and employee needs courteously and promptly.
12. Assist with the writing of grants and/or proposals utilizing public and private funding sources to operate and expand current
operations.
13. Prepare and submit all reports required by internal and external funding sources.
14. Maintain a positive work atmosphere by communicating in a manner which promotes teamwork with customers, clients,
and co-workers.
15. Adhere to all Tribal Personnel Policies and Procedures, Tribal Standard Operating Procedures, and Area and Program
Strategic Plans and Policies.
16. The above duties and responsibilities are not an all-inclusive list but rather a general representation of the duties and
responsibilities associated with this position. The duties and responsibilities will be subject to change based on
organizational needs and/or deemed necessary by the supervisor.
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JOB DESCRIPTION
Cultural Center Operations Manager
Page 2
PHYSICAL REQUIREMENTS/WORK ENVIRONMENT:
1. Frequently sit; reach with hands and arms; talk; hear, walk; climb stair while carrying up to fifty (50) pounds.
2. Occasionally stand; stoop, kneel, crouch, crawl; lift and/or move up to fifty (50) pounds.
3. Work is generally performed in an interior setting with a moderate noise level and outdoor setting which will require use of
protective clothing and/or equipment. Potential exposure to toxic metals including arsenic, lead, and mercury.
4. Evening and/or weekend work will be required. Extended hours, weekend hours and irregular shifts will be required.
5. A Tuberculosis (TB) Screening and/or a 2 step TB Skin Test is required within thirty (30) days of employment.
STANDARD QUALIFICATIONS:
1. Knowledge of the Oneida Community, its history and culture with the ability to integrate into work.
2. Knowledge of business or non-profit management demonstrated success in management skills, planning and budgets.
3. Knowledge of basic accounting procedures.
4. Knowledge and experience in overall operation of a museum, its commitment to research, education, and public outreach,
the quality of its exhibitions, and the maintenance of its collections to include knowledge of concepts, principles and
practices of professional museum registration methods and current collections management standards and procedures.
5. Knowledge of color, tonal, graphic design and aesthetic skills.
6. Knowledge of fabrication materials, installation, lighting techniques and technologies.
7. Knowledge of current trends, activities, and opportunities in other Native American Museums.
8. Skill in organizational management. This requires the incumbent to plan, organize and schedule priorities efficiently
and effectively, meet strict deadlines and successfully cope with challenging situations and conditions.
9. Skill in operating various word-processing, spreadsheets, and database software programs in a Windows environment.
10. Basic understanding of online sales and marketing principles.
11. Ability to prepare and manage budgets and logistics.
12. Ability to work as a team member and foster a positive working environment.
13. Ability to establish and maintain cooperative and effective working relationships with staff, visitors, donors, vendors,
contractors, and representatives of other museums nationally and internationally.
14. Ability to create and implement a disaster preparedness plan for staff, visitors, artifacts, photograph collection, etc.
15. Ability to deal with the general public with tact, courtesy, respect, objectivity and maturity.
16. Ability to inform and communicate verbally and in writing in diverse and challenging situations with the ability to process
information effectively, identify and define problems and make objective decisions.
17. Ability to present a professional appearance and demeanor as a representative of the Oneida Nation.
18. Maintain strict departmental security, confidentiality, and quality to meet professional standards of the department.
19. Must practice and demonstrate the core principles of A Good Mind. A Good Heart. A Strong Fire.
20. Must be willing and able to obtain additional education and training.
21. Complete Oneida Certification on Reporting Child Abuse and Neglect training within ninety (90) days of employment.
22. Must pass a pre-employment drug screening. Must adhere to the Nation’s Drug and Alcohol-Free Workplace Policy during
employment.
23. Must pass a background security check with the Oneida Nation to meet the Employment Eligibility Requirements,
Tribal/State Compact and/or Oneida Nation Gaming Ordinance as they pertain to the position. A temporary license or
Gaming License issued by the Oneida Gaming Commission is required as a condition of employment and continuing
employment within the Oneida Nation Gaming Division.
24. A valid driver’s license or occupational driver’s license, reliable transportation and insurance is required. Must obtain a
Wisconsin driver’s license or occupational driver’s license within thirty (30) days of employment if applicant has an out-ofstate driver’s license. Must be authorized as eligible to operate a Personal and Tribal vehicle under the Oneida Nation’s
Vehicle Driver Certification and Fleet Management Law prior to actual start date. Must maintain driver’s eligibility as a
condition of employment.
MINIMUM QUALIFICATIONS:
Applicants please clearly state how you meet these qualifications on the application/resume.
1. Must be an enrolled member of the Oneida Nation.
2. Bachelor’s degree in Museum Studies, Business Administration, First Nation Studies, Anthropology or related field.
3. Five (5) years of experience supervising staff.
ITEMS TO BE SUBMITTED:
1. Must provide a copy of diploma, license, degree or certification upon employment.
2. Background information disclosure (BID) form.
Members Only Packet
APPLY IN PERSON AT:
Human Resources Department
909 Packerland Drive
Green Bay, WI 54303
APPLY ONLINE AT:
http://oneida-nsn.gov
POSITION TITLE:
POSITION NUMBER:
DEPARTMENT:
LOCATION:
DIVISION:
RESPONSIBLE TO:
SALARY:
CLASSIFICATION:
POSTING DATE:
CLOSING DATE:
Transfer Deadline:
Proposed Start Date:
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OR MAIL TO:
Human Resources Department
P.O. Box 365
Oneida, WI 54155-0365
Phone: (920) 496-7900
Fax: (920) 496-7490
Giftshop Associate
03561
Museum
760 Airport Drive, Oneida, WI 54155
Human Services
Museum Director
Grade 3 $16.39 (NEGOTIABLE)
(Employees will receive 5% below the negotiated pay rate during their probationary status.)
Non-Exempt
EQUAL EMPLOYMENT OPPORTUNITY STATEMENT
The Oneida Nation does not discriminate on the basis of race, color, national origin, sex, religion, age or disability status in
employment or the provision of services. However, individuals of Indian ancestry and Veterans will be given preference by law
in initial employment or re-employment.
POSITION SUMMARY
Will be responsible for assisting in the operations of the Museum Giftshop to include merchandising, staging, tagging,
sales, offsite and online sales. Position works flexible hours including weekends, evenings and holidays as requested.
DUTIES AND RESPONSIBILITIES:
1. Greet and welcome guests to the giftshop by creating a positive first impression.
2. Ability to work as a team member and foster a positive working environment.
3. Operate Point of Sale (POS) systems to include: instore, online and offsite sales, process payments and handle returns
and exchanges. Reconciling POS at end of day/bank out.
4. Keep storefront clean, organized, restocked and inviting for shoppers. This includes creating and maintaining attractive
product displays.
5. Assist in gift shop inventory organization, staging, merchandising, tagging, restocking, repurchasing etc.
6. Assist Giftshop (GS) Coordinator in maintaining inventory control techniques utilizing retail concepts and practices.
7. Assist in the preparation and implementation of appropriate paperwork to purchase gift shop inventory, obtain quotes,
invoices, etc.
8. Assist in year-end gift shop inventory using a retail database software program.
9. Maintain online sales platform to include online launching, prep, packing, and shipping of merchandise.
10. Maintain the process of online orders to include assisting customers and promoting products through digital channels.
11. Assist in the receiving of all gift shop merchandise.
12. Assist in the set-up, break down and sales transactions at off-site locations as needed/required.
13. Assist in the Kahnekanolu Cultural Center operation, housekeeping and security as needed/required.
14. Must present a professional appearance and demeanor as a representative of the Oneida Nation in dealing with the
general public.
15. Ability to operate standard office equipment such as calculator, personal computer, copy and fax machines.
16. Maintain strict departmental security, confidentiality, and quality to meet professional standards of the department.
17. Must practice and demonstrate the core principles of the good mind. A good heart. A strong fire.
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19 of 144
JOB DESCRIPTION
Giftshop Associate
Page 2
DUTIES AND RESPONSIBILITIES cont’d:
18. Adhere to all Tribal Personnel Policies and Procedures, Tribal Standard Operating Procedures, and Area and Program
Strategic Plans and Policies.
19. The above duties and responsibilities are not an all-inclusive list but rather a general representation of the duties and
responsibilities associated with this position. The duties and responsibilities will be subject to change based on
organizational needs and/or deemed necessary by the supervisor.
PHYSICAL REQUIREMENTS/WORK ENVIRONMENT:
1. Work is performed in an office/museum setting with a high noise level.
2. Frequently sit, stand, walk, bend/stoop, reach above shoulder level, crouch, kneel, push/pull, going up and down
stairs and carry (50) pounds. Occasionally crawl, climb heights, balance. Must use repetitive movement of both
hands and feet.
3. Evenings and/or weekend work will be required. During summer months it will be required to work
Saturdays/Sundays. Work required during events.
4. A Tuberculosis (TB) Screening and/or a 2 step TB Skin Test is required within thirty (30) days of employment.
STANDARD QUALIFICATIONS:
1. Ability to inform and communicate verbally and in writing in diverse and challenging situations with the ability to process
information effectively, identify and define problems and make objective decisions.
2. Knowledge of Business English, proper spelling, grammar and basic arithmetic.
3. Knowledge of basic accounting procedures.
4. Skill in operating various word-processing, spreadsheets, and database software programs in a Windows
environment.
5. Knowledge of social media platforms.
6. Skill in organizational management. This requires the incumbent to plan, organize and schedule priorities efficiently
and effectively, meet strict deadlines and successfully cope with challenging situations and conditions.
7. Ability to set and meet priorities, meet strict deadlines and the ability to successfully cope with challenging situations
and conditions.
8. Basic understanding of online sales and marketing principles.
9. Ability to read and understand financial statements.
10. Ability to be able to deal with the public and Tribal employees with tact, courtesy, respect, objectivity and maturity.
11. Ability to be dependable and conscientious, possess initiative, self-motivated and capable of working independently
with minimal supervision.
12. Complete Oneida Certification on Reporting Child Abuse and Neglect training within ninety (90) days of employment.
13. Must adhere to strict confidentiality in all matters.
14. Must be willing and able to obtain additional education and training.
15. Must pass a pre-employment drug screening. Must adhere to the Nation’s Drug and Alcohol-Free Workplace Policy
during the course of employment.
16. Must pass a background security check with the Oneida Nation in order to meet the Employment Eligibility
Requirements, Tribal/State Compact and/or Oneida Nation Gaming Ordinance as they pertain to the position. A
temporary license or Gaming License issued by the Oneida Gaming Commission is required as a condition of
employment and continuing employment within the Oneida Nation’s Gaming Division.
17. A valid driver’s license or occupational driver’s license, reliable transportation and insurance is required. Must obtain a
Wisconsin driver’s license or occupational driver’s license within thirty (30) days of employment if applicant has an out-ofstate driver’s license. Must be authorized as eligible to operate a Personal and Tribal vehicle under the Oneida Nation’s
Vehicle Driver Certification and Fleet Management Law prior to actual start date. Must maintain driver’s eligibility as a
condition of employment.
PREFERRED QUALIFICATIONS:
Applicants please clearly state on the application/resume if you meet these qualifications.
1. Online sales experience.
2. Product knowledge.
3. Finance / Business / Public Relations / Communication Degree or a closely related field.
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JOB DESCRIPTION
Giftshop Associate
Page 3
MINIMUM QUALIFICATIONS:
Applicants please clearly state how you meet these qualifications on the application/resume.
Must be an enrolled member of the Oneida Nation.
1. High School Diploma, HSED Diploma or GED Certification; applicants age fifty (50) and older are exempt from this
requirement.
2. Two (2) years’ experience in retail, sales, customer service and e-commerce,
ITEMS TO BE SUBMITTED:
1. Must provide a copy of diploma/degree, license, or certification upon employment.
Members Only Packet
APPLY IN PERSON AT:
Human Resource Department
909 Packerland Dr
Green Bay, WI 54303
APPLY ONLINE AT:
http://oneida-nsn.gov
21 of 144
OR MAIL TO:
Human Resource Department
P.O. Box 365
Oneida, WI 54155-0365
Phone: (920) 496-7900
Fax: (920) 496-7490
OPEN TO ONEIDA ENROLLED APPLICANTS
POSITION TITLE:
Museum Assistant
POSITION NUMBER: 03537
DEPARTMENT:
Museum/Cultural Center
LOCATION:
W892 County Rd EE Oneida WI
DIVISION:
Human Services
RESPONSIBLE TO:
Museum Director
SALARY:
Grade 10 $20.73/Hr. (NEGOTIABLE)
(Employees will receive 5% below the negotiated pay rate during their probationary status.)
CLASSIFICATION:
Non-Exempt
POSTING DATE:
CLOSING DATE:
Transfer Deadline:
Proposed Start Date: As Soon As Possible
EQUAL EMPLOYMENT OPPORTUNITY STATEMENT
The Oneida Nation does not discriminate on the basis of race, color, national origin, sex, religion, age or disability status in
employment or the provision of services. However, individuals of Indian ancestry and Veterans will be given preference by law
in initial employment or re-employment.
POSITION SUMMARY
Under direct supervision of the Museum Director, this position will be responsible for assisting staff in all areas of the
museum to include collections, archives, exhibits, tours, educational programming, guest services and gift shops.
Continuation of this position is contingent upon funding allocations.
DUTIES AND RESPONSIBILITIES:
1. Welcome and greet Cultural Center patrons upon arrival to include information on layout of building such as coat check,
gift shop, ticketing and indoor/outdoor events.
2. Assist gift shop Coordinator implementing inventory control techniques utilizing retail concepts and practices.
3. Operate gift shop point of sale systems to include instore, online and offsite sales.
4. Assist in the implementation and maintenance of online sales to include prep, packing and shipping of merchandise.
5. Assist in gift shop inventory organization, staging, merchandising, tagging, restocking, repurchasing etc.
6. Assist in the preparation and implementation of documentation to purchase gift shop inventory including obtaining
quotes and invoices.
7. Assist in unpacking/receiving of merchandise for giftshop.
8. Verify quantity and quality of merchandise received to include documentation and accurate billing.
9. Assist in areas of Archives and Collections to include the care, processing, inventory and the digitization of collection.
10. Assist with research, data entry, scanning of documents pertaining to collection, cataloging, educational interpretation and
exhibit design.
11. Assist with giving tours and educational outreach.
12. Assist Cultural Educator with giving tours and any educational outreach and programming.
13. Assist in the preparation and implementation of public relations activities and special events held at the museum and
offsite locations to include social media outlets.
14. Maintain all public areas of the cultural center.
15. Practice excellent customer service skills at all times to include, but not limited to, addressing customer and employee
needs courteously and promptly.
16. Contributes to a team effort and accomplishes related results as required.
17. Adhere to all Tribal Personnel Policies and Procedures, Tribal Standard Operating Procedures, and Area and Program
Strategic Plans and Policies.
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JOB DESCRIPTION
Museum Assistant, Page 2
DUTIES AND RESPONSIBILITES: (Cont.)
18. Maintain strict department security, confidentiality, and quality to meet professional standards of the department.
19. The above duties and responsibilities are not an all-inclusive list but rather a general representation of the duties and
responsibilities associated with this position. The duties and responsibilities will be subject to change based on
organizational needs and/or deemed necessary by the supervisor.
PHYSICAL REQUIREMENTS/WORK ENVIRONMENT:
1. Frequently walk, stand, use hands, talk and hear. Occasionally sit, stoop, kneel, crouch, crawl, and lift and/or move up to
thirty (30) pounds.
2. Work is generally performed inside with moderate noise level and outdoor setting which will require use of protective
clothing and/or equipment, Potential exposure to toxic metals including arsenic, lead, and mercury.
3. Evening and/or weekend work will be required. Extended hours and irregular shifts will be required. During summer
months required to work every Saturday.
4. A Tuberculosis (TB) Screening and/or a 2 step TB Skin Test is required within thirty (30) days of employment.
STANDARD QUALIFICATIONS:
1. Knowledge of the Oneida Community, its history and culture with the ability to integrate into work.
2. Knowledge of business English, proper spelling, grammar, punctuation, and basic arithmetic.
3. Knowledge of basic accounting procedures.
4. Skill in operating various word-processing, spreadsheets, and database software programs in a Windows environment.
5. Skill in organizational management. This requires the incumbent to plan, organize and schedule priorities efficiently and
effectively, meet strict deadlines and successfully cope with challenging situations and conditions.
6. Ability to communicate effectively in the English language both verbally and in writing.
7. Must have excellent multi-tasking skills.
8. Ability to work as a team member and foster a positive working environment.
9. Must present a professional appearance and demeanor as a representative of the Oneida Nation in dealing with the
general public.
10. Must adhere to strict confidentiality in all matters.
11. Must be willing and able to obtain additional education and training.
12. Complete Oneida Certification on Reporting Child Abuse and Neglect training within ninety (90) days of employment.
13. Adhere to all Tribal Personnel Policies and Procedures and Department Standard Operating Procedures.
14. Must pass a pre-employment drug screening. Must adhere to the Nation’s Drug and Alcohol-Free Workplace Policy during
the course of employment.
15. Must pass a background security check with the Oneida Nation in order to meet the Employment Eligibility Requirements,
Tribal/State Compact and/or Oneida Nation Gaming Ordinance as they pertain to the position. A temporary license or
Gaming License issued by the Oneida Gaming Commission is required as a condition of employment and continuing
employment within the Oneida Nation’s Gaming Division.
16. A valid driver’s license or occupational driver’s license, reliable transportation, and insurance are required. Must obtain a
Wisconsin driver’s license or occupational driver’s license within thirty (30) days of employment if applicant has an out-ofstate driver’s license. Must be authorized as eligible to operate a Personal and Tribal vehicle under the Oneida Nation’s
Vehicle Driver Certification and Fleet Management Law prior to actual start date. Must maintain driver’s eligibility as a
condition of employment.
PREFERRED QUALIFICATIONS:
Applicants please clearly state on the application/resume if you meet these qualifications.
1. Associate degree in Education, Business, Public Relations or related degree.
MINIMUM QUALIFICATIONS:
Applicants please clearly state how you meet these qualifications on the application/resume.
1. Must be an enrolled Oneida Tribal Member.
2. High School Diploma, HSED Diploma or GED Certification; applicants age fifty (50) and older are exempt from this
requirement.
3. Experience with public speaking and experience with children and diverse groups.
4. Experience with database systems and online platforms.
5. Experience working in a museum or cultural institution involving interactions with the public.
ITEMS TO BE SUBMITTED:
1. Must provide a copy of diploma, license, degree or certification upon employment.
2. Background information disclosure (BID) form.
Members Only Packet
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Kahnekano=l& Cultural Center
ORGANIZATION CHART
MUSEUM DIRECTOR
Stacy S. Coon
#15964
Museum
Registrar
Courtney
Gerzetich
#13995
Operations Manager
Museum
Specialist
Cultural
Educator
Museum
Assistant
Hattie
Braaten
Nathaniel
Gerhardt
#15611
1 Position
#15889
1 Position
Administrative
Assistant
Susan Peterson
#2002
Giftshop
Coordinator
Edmund
Blackthunder
#12080
Giftshop
Associate
1 Position
Members Only Packet
Relocation and Expansion
Business Plan:
Final Report
June 2022
24 of 144
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Oneida Nation Museum: Relocation and Expansion Business Plan
Final Report
25 of 144
Lord Cultural Resources is a global professional practice dedicated to making the world
a better place through culture.
We assist people, communities, and organizations to realize and enhance cultural
meaning and expression.
We distinguish ourselves through a comprehensive and integrated full-service offering
built on a foundation of key competencies: visioning, planning and implementation.
We value and believe in cultural expression as essential for all people. We conduct
ourselves with respect for collaboration, local adaptation and cultural diversity,
embodying the highest standards of integrity, ethics and professional practice.
We help clients clarify their goals; we provide them with the tools to achieve those
goals; and we leave a legacy as a result of training and collaboration.
Our Toronto office is located within the traditional territory of many nations, including the
Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and
the Wendat peoples. Our New York office is located on the traditional lands of the
Lenape peoples. Our Long Beach office is located on the land of the
Tongva/Gabrieleño and the Acjachemen/Juaneño Nations, who have lived and continue
to live here.
We encourage you to acknowledge the presence of the people who came before,
wherever you are.
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Final Report
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Table of Contents
Executive Summary ................................................................................................................. 2
1.
Introduction ....................................................................................................................... 4
1.1 Background to the Business Plan ................................................................................................... 4
1.2 Business Plan Methodology ............................................................................................................ 5
2.
Contextual and Comparables Analyses .......................................................................... 6
2.1 Realities of the Museums Marketplace ........................................................................................... 6
2.2 Data Regarding General Motivations of Museum/Cultural Visits and Revenue Generation ........ 7
2.3 Overview of Native American or Tribal Museums ......................................................................... 12
2.4 Benchmarks from Selected Existing Museums in the Region .................................................... 18
3.
Analysis of Existing Operation and Potential Markets ..................................................23
3.1 Existing Oneida Nation Museum ................................................................................................. 23
3.2 Amelia Cornelius Culture Park ...................................................................................................... 24
3.3 Planned Mulva Cultural Center ................................................................................................... 25
3.4 Potential Markets ........................................................................................................................... 26
4.
Recommendations and Assumptions ............................................................................35
4.1 Summary of Community Engagement Session and Survey Polling ............................................. 35
4.2 Site ................................................................................................................................................ 38
4.3 Building .......................................................................................................................................... 39
4.4 Visitor Experience ......................................................................................................................... 42
4.5 Revenue Generation and Operations ........................................................................................... 42
5. Attendance, Revenue and Expense Projections ...............................................................47
5.1 On-Site Attendance Projections .................................................................................................. 47
5.2 Projected Operating Revenues ..................................................................................................... 52
5.3 Projected Operating Expenses .................................................................................................... 55
5.4 Summary of Attendance and Financial Projections ...................................................................... 58
Appendix A: Acknowledgements......................................................................................... A-1
Appendix B: Detailed Polling/Survey Results ..................................................................... B-1
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Executive Summary
The Oneida Nation Museum (ONM) was established in 1979 in a very small building that
offered limited visibility and access. The need for larger and better located facilities for
the ONM has been recognized for many years. In 2007, a feasibility study was
conducted for a new-build 18,000 sq. ft. Cultural Center but the project was not
implemented. In 2018 the Nation purchased a much more visible and accessible 11-acre
property on Highway 172. The property includes outdoor space for parking and other
uses and a 19,400 sq. ft. former church building, the Woodland Worship Center. COVID19 delayed moving forward with planning for a relocation and expansion on the
Woodland site.
The objectives for the new Museum include housing a growing collection, enabling
implementation of larger permanent and temporary/traveling exhibitions and offering
more space for public and educational programs. There is also an opportunity for the
new site and facility to be more conductive to substantially increasing attendance levels
and to boost retail and other revenue generation.
While there is a substantial opportunity to increase attendance and revenue generation
from the general public, especially tourists, the new Museum is also intended to help
instill a greater sense of identity and pride among the Oneida people, especially the
youth, and encourage all to learn more about their history, culture and language.
Contextual, comparables, and market analyses, a community engagement session and
a community survey, along with an interview process, all helped to inform the consultant
recommendations regarding the future Oneida Nation Museum. Among the agreed
assumptions for it are the following points:
x
The future Oneida Nation Museum will encompass 15,393 net sq. ft. (NSF) of
useable space and 22,060 gross sq. ft. (GSF), which takes mechanical, electrical
and circulation space into account as well as wall thicknesses. This will include 6,400
NSF of exhibition space plus 2,600 NSF of visible storage of important or compelling
artifacts in the collection. The exhibition space will be flexible to accommodate
changing permanent and temporary exhibitions and will feature an increased
emphasis on art and an 800 sq. ft. Oneida-themed children’s gallery.
x
A 1,000 sq. ft. multi-purpose auditorium will be available for lectures, films,
performances and other public and educational programs with a flat floor and
movable seats for periodic venue rentals. There will also be a retail store offering 400
sq. ft. of public space.
x
More engaging interactive and immersive exhibits associated with Oneida history,
culture and language will be offered to visitors while existing content will be
modernized & digitized to offer even more compelling, interactive and technology
focused experiences.
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x
All collections storage will be in the building, eliminating the need to potentially pay for
off-site storage, and/or to eliminate the cost and inefficiency of moving collections back
and forth. Other work rooms and office space will be provided.
x
Admission charges are assumed to increase only moderately despite larger and
enhanced exhibitions, and discounts for seniors and youth will be introduced. The
definition of an adult as aged 25-54 will provide a price break and help increase
attendance by youth, whether or not they are students.
x
School groups will continue to be charged admission both on-site and through
outreach programs, very much reflecting the requirements for education associated
with Native Americans in Wisconsin Act 31.
x
Free admission will continue to be provided to all Oneida Nation members and
potentially to all members of other Native American nations/tribes if the program is
sponsored by a private foundation or company. Other free admission opportunities
will also be introduced.
x
It is assumed that the brand/name of the Museum will be modified from Oneida Nation
Museum to Oneida Nation Museum and Cultural Center.
x
With larger, better located and more easily accessible facilities, open days will be
extended to include most Saturdays and Sundays on a year-round basis. Regular
open hours will be from 10 a.m. to 4 p.m. on Monday through Saturday and from noon
to 4 p.m. on Sundays.
x
No change is assumed to the governance of the ONM, and staffing increases will be
modest from 7.0 full-time equivalent (FTE) to 9.0 FTE positions, largely to provide for
weekend staff.
Based on the analyses and assumptions in this report, we project that on-site
attendance levels will increase from the 2019 pre-COVID base level of 4,249 visitors in
the existing very small and poorly located museum to stabilize at about 26,000 annual
visitors. This includes substantially more tourists and more repeat visitation from among
Nation members. In addition to higher attendance, the ONM should be able to increase
earned income, especially admissions revenue and retail sales.
The total operating budget for the ONM is projected to increase from the base level of
about $589,600 to just over one million dollars each year. This allocates all operating
costs to the ONM as opposed to assuming that the Nation will continue to absorb some
of the building occupancy and general and administrative costs.
If base level revenues from Oneida Nation and private support are maintained at 2019
levels, the projections are that the Museum will need to generate an additional $271,300
in Year 1, $314,900 in Year 2, and $324,800 in Year 3 from a combination of Nation,
other government and private sources. It is likely that the future gap will need to be filled
primarily from the Nation, but efforts to increase private funding support should be
pursued as well.
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1. Introduction
This chapter summarizes the background to and purpose of this Business Plan for the
relocation and expansion of the Oneida Nation Museum (ONM) as well as the
methodology to conduct it.
1.1 Background to the Business Plan
The Oneida Nation Museum was established in 1979 “to provide accurate information
about the Oneida and Iroquois culture, history, and nationhood. This is accomplished by
developing, preserving, and expanding resources and collections, and by providing
exhibits and other educational programming. The Museum also displays and promotes
Iroquois artwork. The Oneida Nation Museum shall provide a unique and enlightening
experience that can be interpreted to all ages for the next seven generations.”
The ability of the ONM to achieve its mission has long been limited by a site that is not
easily accessible and a building that is very small. The existing building includes only
4,530 sq. ft. of space, within which 2,500 sq. ft. is usable by the Museum and only 1,500
sq. ft. is exhibition space. A very small gift shop of 200 sq. ft. limits potential revenue
generation from that source. There is also inadequate space to accommodate the
Nation’s growing collections and consequently off-site collections storage is required. A
trailer next to the Museum has been used for classes and programs.
The need for larger and better located facilities has been recognized for many years. In
2007, a feasibility study was conducted for a new-build Cultural Center of 18,000 sq. ft.
but the project was not implemented. In 2018 the Nation purchased a much more visible
and accessible 11-acre property on Highway 172. The property includes outdoor space
for parking and other uses and a 19,400 sq. ft. former church building, the Woodland
Worship Center. COVID-19 delayed moving forward with planning for a relocation and
expansion on the Woodland site.
The objectives for the new Museum include housing a growing collection, enabling
implementation of larger permanent and temporary/traveling exhibitions, offering more
space for public and educational programs, and to bring staff together. There is also an
opportunity for the new site and facility to be more conductive to substantially increasing
attendance levels and to boost retail and other revenue generation.
While there is a substantial opportunity to increase attendance and revenue generation
from the general public, especially tourists, the new Museum is also intended to help
instill a greater sense of identity and pride among the Oneida people, especially the
youth, and encourage all to learn more about their history, culture and language.
In 2024, a likely opening date of the new Oneida Nation Museum, it will be the 200th
anniversary of the beginning of emigration of the Oneida (People of the Standing Stone)
to Wisconsin from their ancestral home in what is currently New York state. To help plan
for the new ONM in the adaptively reused building, the Nation engaged Mission Support
Services LLC to work with Continuum Architects and Planners to assess the capabilities
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Final Report
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of the former church facility, to prepare a functional program, and to provide concept
level design services.
The Nation also identified the need for museum-specialist business planning and
projections. After a qualification based selection process, Lord Cultural Resources, the
largest museum planning firm in the world, was selected to conduct the business plan.
1.2 Business Plan Methodology
This study was conducted in two phases. Phase 1 provides the operations and revenue
focused research, analyses and recommendations associated with the relocation and
expansion. Approved recommendations became finalized assumptions, leading in the
second phase to attendance, operating revenues and expense projections.
In order to meet the objectives of this business plan, Lord Cultural Resources conducted
the following scope of work and methodology:
x
Reviewed background information associated with the Oneida Nation and the ONM.
x
Participated in a design workshop with Nation and Museum representatives led by
Continuum Architects and Planners.
x
Led an operations and revenue generation vision/assumptions workshop with
Museum staff and other Nation representatives.
x
Conducted interviews with key informants. Please see Appendix A, which
acknowledges both the workshop and the interview participants.
x
Compiled and analyzed available data regarding the overall museums marketplace,
other Native American museums, and selected museums in the Green Bay area.
x
Compiled and analyzed available data regarding potential resident, school and
tourist markets for the region and the ONM in particular.
x
Conducted a community engagement workshop and a community survey to help
inform priorities for the future ONM. Detailed findings are set out in Appendix B.
x
Prepared and submitted a Phase 1 report which included the research and analyses
that provided the basis for recommendations and assumptions that were finalized at
a Zoom workshop with the client group and representatives of Continuum Architects
and Planners. The finalized assumptions helped to provide the basis for the
attendance, operating revenue and expense projections in a Draft Final report.
x
Prepared this Final Report, including an executive summary.
Bold, italics is used throughout to highlight key findings, conclusions and
recommendations.
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2. Contextual and Comparables
Analyses
This chapter seeks to establish context for the recommendations in Chapter 4 of this
report and to provide benchmarks for attendance and financial projections for the
relocated, expanded and enhanced Oneida Nation Museum (ONM) in the next phase of
this study. It includes contextual and comparables data regarding museums in general
and Native American museums in particular and also selected museums in the Green
Bay area. To provide additional context, survey data are cited regarding the general
motivations of museum/cultural visitors and associated revenue generation.
2.1 Realities of the Museums Marketplace
It is important for all proponents and funders of the relocated and expanded Oneida
Nation Museum to understand the realities of the museums marketplace. In particular,
museums are not businesses that seek to be profitable or at least operationally selfsufficient based on earned income (admissions, retail, venue rentals, programs,
memberships, etc.). Museums also need substantial annual funding support from private
supporters and government sources. Although an objective of this business plan is
to maximize attendance and earned income, it must be understood that the
primary funder of the Museum will continue to be the Nation itself.
The following table is from survey data prepared for the American Alliance of Museums
(AAM) that compare the performance of various museum types to 2019 (pre-COVID)
data for the Oneida Nation Museum, which is best categorized as a history museum
among the AAM categories. The AAM financial data are from 2017 while the attendance
figures that were supposed to be updated in 2020 from the 2009 data were not because
of the pandemic.
The key points that illustrate the realities of the museums marketplace and some
implications to the ONM are as follows:
x
Total Attendance: In 2019, the ONM reported attendance of 5,617, of which 1,368
were served in outreach to the schools. Therefore 4,249 on-site visitors. This reflects
the limitations of the site and building, including very little exhibition space. The table
that follows should be considered in the context of the relative attendance of various
museum types, not the dated specific attendance figures. Of particular note is that
median attendance figures for history museums are modest. This suggests
both the need for realism regarding the extent of the attendance growth that is
possible and also the need to consider an increased focus on Oneida art and
more for children, as discussed later in this report.
x
Sources of Operating Income: In 2019, the ONM had operating revenues of
$450,136. About 24% of the revenues were from earned sources, very little from
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private donations and sponsorships, none from endowments, and the vast majority
(76%) from the Oneida Nation. No government funds were received from other
municipal, state or federal sources. In considering the experience of surveyed history
museums compared to other museum types we find that the average history
museum generated 35% of its operating income from earned sources (also 35% for
all museums), 33% from private support (35% for all museums), 12% from
endowments (11% for all museums), and 21% from government sources (19% for all
museums). A relocated and expanded ONM should seek to increase not only
earned income but also private support.
Sources of
Operating
Income by
Museum Type
209
36
408
31
31
100
27
15
857
23.6%
26%
52%
35%
42%
57%
33%
45%
59%
35.1%
0.1%
42%
33%
33%
28%
31%
35%
31%
25%
35.0%
0.0%
16%
2%
12%
9%
2%
8%
10%
4%
11.4%
76.3%
17%
13%
21%
22%
10%
24%
14%
12%
19.3%
71
N/A
671
58,500
N/A
17
208,5
74
Sample Size
Earned Income
Private
Donations/
Sponsorships
Investment/End
owment
Income
Government
Income
Arboretum/
Botanic
Garden/
Nature
Centers
Art
Museums
Children's
Museums
History
Museum/
Historic
House/Site
Science
/
Technol
ogy
Centers/
Museu
ms
Oneida
Nation
Museu
m, 2019
Natural
History/
Anthropology
Source: American Alliance of Museums, Museum Board Leadership 2017: A National Report
Sample Size
156
18
279
32
25
Reported
Attendance
5,617
44,878
130,870
11,500
58,176
357,103
MultiDisciplinary
Zoos/
Aqua
riums
Total
Sample/
Weighted
Average
26,500
Source: Financial Survey of the American Alliance of Museums, 2009, that is not yet updated by AAM due to COVID-19
2.2 Data Regarding General Motivations of Museum/Cultural Visits
and Revenue Generation
Two survey-based data sources are cited here to help inform the analyses,
recommendations and projections for the relocated and expanded Oneida Nation
Museum. These are as follows:
2.2.1 Impacts Research and Development
Impacts Research and Development tracks 224 visitor-serving organizations in the
United States, including performing arts, museums and related institutions. The survey
data are regularly updated from 124,000 participants but are largely from 2017 and
updated annually.1 Data from 2020 and 2021 are of course not very useful because of
the impact of COVID-19 on museum closures and reduced openings and visitation. The
data are skewed by which visitor-serving organizations are part of the 224 cited, which is
not divulged. Since there is a membership payment involved to receive the detailed data,
it is likely that they represent larger, wealthier organizations, which also skews the data
1 National Awareness, Attitudes and Usage Study (Impacts Research and Development,
Washington DC, 2017 and partially updated annually)
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somewhat. Similarly, it is unclear who in the general public was surveyed among the
124,000 respondents. For example, respondents need to have easy access to the
Internet and be willing to take the time to be surveyed.
Colleen Dilenschneider in a weekly blog, Know Your Own Bone, reports on the
highlights of the data and offers a variety of insights associated with them. This section
considers some of her insights and offers our own comments associated with the data
and its applicability to the future Oneida Nation Museum.
Among the survey data of particular interest to the issues of attendance and revenue
generation for the ONM are the following points:
Attendance
x
Attributes of People Most Likely to Attend Cultural Organizations/Facilities:
The Impacts survey found that only 16% of the US population visited any cultural
organization within the past two years. This is a reality that all museums need to
take into account. The attributes associated with the 16% who attended differed for
those born before 1980 and those during or after 1980 (millennials). For those in the
older age category, the primary attributes for attendance are higher education and
higher income and includes more of those who are white, non-Hispanic. For
culturally active millennials, the characteristics and behaviors are similar, but there is
less reference to white, non-Hispanic. The data point to the growth of a more
diverse younger audience for culture that will increase over time, which is
positive for the ONM, especially if it focuses even more on attracting younger
visitors.
x
Attributes of People Who Express Interest in Cultural Organizations/ Facilities
but Do Not Attend: The Impacts survey identified these persons as also
representing only 16% of the U.S. population. Surprising is that they have higher
levels of education and income than those who are active attenders, whether
millennials or not. The main reason for not attending, despite these positive
characteristics, is that their time is precious, and they simply prefer alternative
leisure activities (sporting events, movies, etc.). The second ranked reason not to
attend despite expressed interest in culture was access challenges and the third
was “have already visited.” The latter reason not to attend, despite interest in
culture, confirms the importance of change to motivate repeat visitation. This
suggests that planning for change, including temporary exhibitions, will be
important to building repeat visits to the Oneida Nation Museum.
x
Factors for Non-Attendance: The Impacts survey reported that cost is only 15th of
16 reasons cited. However, there is a tendency for people in surveys not to wish to
appear “cheap.” The results are similar for millennials and non-millennials with the
largest differences among millennials referring to scheduling and transportation
issues, negative experiences, and attitude affinity perceptions (“it is not for people
like me”). Non-millennials were more likely to refer to safety concerns.
x
Attributes of Unlikely and Non-Visitors: The Impacts survey of 124,000 American
adults reported that 38% of the U.S. market are unlikely visitors who require an
incentive or direct motivation like accompanying a visiting friend or relative to attend
while 30% will not attend under almost any circumstances. An important factor for
non-attendance is a growing preference to stay at home. In 2011, about 21% of
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respondents expressed a preference to stay home during the week. By 2017 this
figure had grown to nearly 25%. Among the culturally active, the stay at home
preference on weekends grew from about 29% in 2011 to 36% in 2017. The
internet, entertainment streaming services and other at home opportunities
are an important and growing competitor to museum and other cultural
attendance, which has been further threatened by COVID-19 lockdowns and
fears.
x
Greater Propensity to Stay Home on Weekends: Impacts reported that the
likelihood to stay at home on weekends among all Americans increased from about
38% in 2011 to 49% in 2019 (pre-COVID). Among those most likely to attend
cultural institutions, the propensity to stay home increased from 29% to 39%. Not
surprisingly, during 2020 and 2021 the percentages staying home were even higher.
The data emphasize the increasing competition among cultural institutions when
people do leave home and also the challenge of motivating visits.
x
Entertainment Value is the Primary Motivator of Attendance and the Primary
Measure of Visitor Satisfaction: Entertainment value is reported to be a four times
greater measure of visitor satisfaction than educational value. The museum types
that have higher perceptions of entertainment value than educational value also
generally attract the most visitors. These include zoos, aquariums and science
centers. The museum types in which the visit is perceived to be more educational
than entertaining include art and history museums. The data emphasize the
importance of an entertaining visitor experience to motivate first time and repeat
visits. Noteworthy is that the survey finds entertainment value motivates
visitation, but educational value justifies visitation, so both are important.
x
Millennials are already the Most Frequent Attenders: Millennials (born in 1980 to
1996) surpassed baby boomers (1946-1964) in numbers and account for the largest
percentage of the population. Millennials, according to Impacts, also account for the
highest percentage of cultural attenders, with the spread growing over time with the
maturing of the millennial generation. In 2011, baby boomers accounted for about
24% of attenders but declined to 22% in 2017. Conversely, millennials as a
percentage of total attenders grew from 29% in 2011 to 32%. However, baby
boomers who are cultural attenders exceeds baby boomers as a percentage of the
US population by 0.4% while attendance by millennials trails their percentage of the
US population by 4.8%. The data indicate that for most types of cultural institutions
attendance increases with age until mobility or health-related factors cause a decline
in attendance. A key objective for the relocated, expanded and enhanced
Oneida Nation Museum is to appeal to younger members of the Nation to
elevate the pride they feel in their history, culture and language.
x
Importance of Attending as Children to Adult Cultural Attendance and Other
Benefits of Attracting Children: The Impacts survey found that, on average, those
who visited a cultural attraction as a child are 73% more likely to have visited a
within the last two years than someone who did not or doesn’t recall visiting as a
child. The survey also found that about 75% of parents believed that taking a young
child to visit gives the child an “edge” in their academic or intellectual development.
Among museum types that have greater challenges attracting young children
(art, history, public gardens) the data confirm the need to consider children’s
galleries, family days with special programing, or free or very low admission
charges for children. This, however, needs to recognize that attracting children
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must not have a negative impact on attracting adults who do not wish to be in the
same space at the same time as young children, whether in school groups or with
families, and may point to the need to separate incompatible market segments in
space or time. It must also be recognized that according to the U.S. Census, the
percentage of households with children has declined from about 51% in 1970 to
about 36% in 2017.
x
Racial Diversity by Type of Cultural Organization: Data from the U.S. Census
Bureau indicated that about 39% of people in the United States identified as “nonwhite alone.” However, the Impacts survey of 224 cultural organizations found that
none of the cultural institutions met the 39% threshold. Most likely to include a
diverse audience are zoos (37%), aquariums (31%), history museums (30%) and
science museums (29%). Somewhat lower are art museums (27%), botanic gardens
(16%), and orchestras (12%). While the future ONM will seek to maximize
attendance from among the general public, its mission is very much also
related to attendance by Nation members.
x
Tourists are Motivated to Visit a Specific City Far More than to Attend a
Specific Museum: When surveyed about leisure activity motivations, nearly 69%
referred to visiting a city, slightly less than visiting friends and relatives (70%), but
substantially more than visiting historic locations (30%), a science center, aquarium
or zoo (17%), or a museum (11%). In other words, people are most likely to be
motivated to visit a city and friends and relatives, then consider visiting museums
while already there. This is a clear weakness of the ONM, despite a better
location, since not even Green Bay is a city that motivates substantial tourism
as discussed in the following chapter of this report.
x
Importance of Social Media: Social media ranks higher than the web as the source
of information about cultural institutions for both high-propensity and inactive likely
visitors. Impacts found that social media plays an important role in motivating
visitation and that followers are more likely to visit cultural organizations and report
better experiences. This requires a staffing commitment to social media as part
of the enhanced staffing plan for the Oneida Nation Museum.
Revenue Generation
The Impacts Research and Development survey also leads to insights regarding
revenue generation, including the following points and their applicability to the future
Oneida Nation Museum:
x
Effect of Admission Prices on Attendance: The Impacts survey data show that
admission prices are not a primary barrier to visitation. However, this may reflect
who is being surveyed and a propensity for people to seek to avoid appearing
“cheap” in surveys. Data are cited where even free admission had limited impact
on attendance but ignores many examples in which free admission had a major
effect. The Impacts data indicate that those who receive free admission are 48%
less likely to return within one year compared to those who paid the full admission
price. (The experience of Lord Cultural Resources suggests that admission prices,
and free admission, do have an important impact on attendance levels assuming a
good quality visitor experience. We are not recommending free admission for the
future ONM but rather prices that should be considered reasonable in the context
of the local marketplace).
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x
Membership: The ONM does not have a membership program but an issue to be
considered is whether a membership program should be introduced as part of the
expansion and relocation. Impacts found that the total cost of attracting a new
member was five times greater than the cost of keeping an existing member. They
also found that the revenue from renewed members over a 5-year period
exceeded the revenues from a new member by close to 36%. This, of course,
reflects a greater propensity for renewed members to move to upper categories
and become donors. Balancing revenues vs. costs, Impacts found that the net
value of a renewed member was 66% greater than a new member. We have not
recommended introduction of a membership program for the future ONM as
discussed further in Chapter 4.
x
Operating Costs are Exceeding Earned Revenues: The data indicate that
between 2010 and 2016 the operating expenses of the cultural organizations
increased by 27% while earned income increased by 17%. More have cut costs
than increased earned income, and cutting costs has in turn made it even more
challenging to increase earned income. Many have sought to increase private and
to a lesser extent governmental support. The ONM currently receives very little
private support. A key issue is whether private support can be increased in
the relocated and expanded facility in the context of perceptions in the
region that the ONM is well taken care of by casino revenue.
x
The Financial Importance of Highlighting Mission: Impacts used data that
indicate cultural organizations which offer strong “reputational equities” (visitor
perceptions of trust, authority, credibility and satisfaction) had better financial
performance (revenue efficiency) than cultural institutions marketed primarily as
attractions. This is largely because mission-focused institutions are more likely to
receive contributed income, which would help to pay for programming, marketing
and other expenditures that in turn help to increase earned income. The data
emphasize the importance of the mission of the ONM not only to the Oneida
Nation but also to other potential private and government funders.
2.2.2 Annual Surveys of Museum Goers
Like the surveys conducted by Impacts Research and Development in which specific
data are proprietary to the cultural institutions, Wilkening Consulting charges
participating museums (140 in 2021) to participate and thereby have access to specific
data. It does provide “Data Stories” which are general summaries and insights, most of
which have focused on the pandemic, but some of which are cited here to help plan for
the future ONM. Among the data of particular relevance are the following points:
x
In 2021 the survey focused on the issue of inclusivity and asked respondents about
the extent to which they believed that museums should be more inclusive, including
stories and perspectives of women, people of color, religious minorities, LGBTQ, etc.
It found that 33% of respondents thought such inclusive content was very important
and 37% somewhat important. This is an indicator of who core audiences for the
Oneida Nation Museum might include among the general public.
x
Attending a museum as children increases the likelihood of attending as adults and
taking one’s own children to museums. The key issue for an Oneida Nation Museum
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is how to be more inviting for children because many parents or grandparents decide
whether or not to attend based on the perceived interest to their children. Data from
the Wilkening survey showed that it was parents of children 10 and younger who
were most likely to have attended in the past two years.
x
The racial gap among museum attenders is narrowing. The survey showed that 31%
of white households had attended in the past two years compared to 25% for people
of color but the gap has been narrowing and should continue to narrow in the future.
2.3 Overview of Native American or Tribal Museums
Considered here are data from the overall Native American or Tribal museums
marketplace in the United States with a focus on selected museums in Wisconsin and
Michigan.
2.3.1 Survey of Tribal Museums
The latest available data that helps to profile the market, operational and financial
experience of Native American museums in general is from a 2002 study for the
Association of State and Local History, Tribal Museums in America. Although very dated,
the profile of Native American museums is unlikely to have changed substantially in
more recent years, and we believe the data are still relevant for benchmarking purposes
today.
The survey included responses from 106 Native American museums, but many did not
respond to all questions. Among the data of interest for the Oneida Nation Museum are
the following points, which are based on aggregated figures to maintain the
confidentiality promised to respondents associated with their specific data:
x
Open Days: Reflecting that many of the respondents were small, understaffed and
underfunded, only 32% of respondents were open both during the week and on
weekend days. The Oneida Nation Museum varies hours by season with open hours
on Saturdays only during the summer months and no openings on Sundays at all. Our
recommendations regarding the operating schedule of the expanded and relocated
ONM are set out in Chapter 4.
x
Governance: Some 34% were independent not-for-profit 501 ( c ) 3 organizations,
with another 20% as 501 ( c ) 3 organizations under tribal law. About 30% of the
museums were departments within tribal governments, with the remainder in other
categories or unknown. The ONM is part of the Department Culture and History, and
this governance arrangement has been assumed to continue during the period
projected in this study. However, it limits the extent to which the Museum is able to
generate private support if it cannot issue tax receipts for donations. Regarding the
composition of Boards, some 63% had tribal-only members.
x
Admission Charges: About 60% charged fixed admission prices and all offered free
admission to tribal members. Some 21% charged admission to other Native
Americans. The ONM offers free admission to only Oneida Nation members and not
to other Native Americans.
x
Total Attendance: The average was 32,470, which was skewed higher by a few
major Native American museums. Respondents indicated that attracting tribal
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members was the priority target, followed by school groups, which are also the
priorities for the Oneida Nation Museum. On average, school groups accounted for
about 30% of total visitors. For the ONM, school groups represented 35% of the total
attendance in 2019.
x
Staffing Levels: The average among respondents was 5.8 full time and 1.1 part-time.
For the ONM in 2019 it was 5 full-time supported by 3 part-time staff. There is no
reference to volunteer support in either the survey or by the ONM.
x
Annual Operating Budgets: There were only 36 respondents to this question.
Among respondents, the average operating budget in 2002 was $801.000. The
operating budget of the ONM in 2019 was about $455,000.
x
Sources of Operating Funds: The average was 41% from tribal governments, 17%
from other government sources, 12% from gaming, 11% from the gift shop, 5% from
admissions and 5% from private donations and sponsorships. As shown in the
previous section of this report, the ONM operates with a higher percentage of
operating revenue from the Nation and very little from private and other government
support in large part because of perceptions that with casino funding of the Museum
other support is not needed. Recommendations to address this issue are set out in
Chapter 4.
x
Membership: About 34% of the reporting Tribal museums had membership programs
and associated revenues.
x
Operating Cost Allocations: As is common, the highest cost is for staffing (44%).
For the ONM, staffing costs accounted for 64% of total operating expenditures in
2019. For collections-focused museums the norm is for staffing costs to be at 50-55%
of total operating expenditures. As discussed in the following chapter, the 64%
allocation to staffing costs at the ONM does not appear to reflect over-staffing but
rather under-spending in other expense categories.
2.3.2 Data from Selected Comparable Native American Museums
in Wisconsin and Michigan
Whereas the survey of Tribal Museums above included only aggregated data, the
following table includes the often limited available published data from five selected
Native American museums in Wisconsin and Michigan that were identified by ONM
senior management as comparable or relevant for the purposes of this business plan.
This is followed by more detailed information regarding two or the five identified to be the
most comparable. Those selected, in alphabetical order, are:
x
Arvid E. Miller Memorial Library/Museum of the Stockbridge Munsee Tribe, Bowler
Wisconsin
x
Forest County Potawatomi Cultural Center and Museum, Crandon, Wisconsin
x
George W. Brown Ojibwe Museum and Cultural Center, Lac du Flambeau,
Wisconsin
x
Menominee Indian Tribe’s Cultural Museum, Keshena, Wisconsin
x
Ziibiwing Center of Anishinabe Culture & Lifeways, Mount Pleasant, Michigan
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Among the most relevant data for the Oneida Nation Museum are the following points:
x
Location and Site: All five are on reserve lands in small communities. This helps to
increase attendance by tribal members but limits attendance and associated
revenues from the general public. The new site for the Oneida Nation Museum will
offer much better visibility and access for the general public than the existing site.
x
Facilities: It is common for museum spaces to be combined with library, archival and
cultural center spaces. The two tribal museums of particular relevance to planning for
the future ONM are the George W. Brown Ojibwe Museum and Cultural Center at
9,000 sq. ft. and the Ziibiwing Center of Anishinabe Culture & Lifeways at over
34,000 sq. ft. The others are smaller than the existing ONM and so less relevant.
x
Operating Schedule: Of the five only the large Ziibiwing Center is open on a
weekend day, Saturday. The Oneida Nation Museum opens on Saturdays only
during the summer months. Our recommendations regarding the schedule for the
relocated and expanded ONM are set out in Chapter 4.
x
Admission Charges: Four of the five, including those that are very small, have fixed
admission charges in place, although they are generally modest at $3-5 for adults.
The Ziibiwing Center of Anishinabe Culture & Lifeways has the highest adult charge
at $6.50. Discounts are offered for seniors, youth and children. Members of the
specific tribes receive free admission in all cases and some offer free admission to
all Native Americans. Recommendations for the future ONM are set out in Chapter 4.
x
Reported Attendance Levels: In 2019, the last full year before the impact of the
COVID pandemic, the ONM reported 5,619 total visitors, of which 4,249 were onsite. The highest reported attendance was at the Ziibiwing Center at about 15,600
visitors.
x
Staff: Staffing costs generally account for about half the operating costs of most
museums. Those with substantial collections care responsibilities generally allocate
more to staffing costs and those with no collections care responsibilities such as
children’s museums and science centres are able to allocate less. In 2019, the
Oneida Nation Museum allocated 64% to staffing costs for 5 full-time and 3 contract
staff persons. Four of the five museums compared operate with smaller staff levels
while the Ziibiwing Center operated in 2019 with 8 full-time and 2 part-time staff.
x
Operating Budgets and Sources: Operating budgets are limited and tribal funds,
generally from casino profits, are understood to be the primary source of operating
revenues for all of the museums, including the ONM.
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Summary of
Available Key Data
from Selected
Comparable
Museums
Arvid E. Miller
Memorial
Library/Museum of
the Stockbridge
Munsee Tribe
Forest County
Potawatomi
Cultural
Center and
Museum
George W. Brown
Ojibwe Museum
and Cultural
Center
Menominee Indian Tribe
Cultural Museum
Ziibiwing Center of
Anishinabe Culture &
Lifeways
Location on Reserve
Lands
Bowler, WI
Crandon, WI
Lac du Flambeau,
WI
Keshena, WI
Mount Pleasant, MI
Facilities
Museum, library
and archives
Cultural
Center,
Library and
Museum
9,000 sq. ft.
building of which
5,000 sq. ft.
exhibition space
6,000 sq. ft. building
featuring tribal artifacts
and a gift shop, located
next to a Tribal Logging
Museum
34,349 sq. ft. museum
and cultural center,
meeting and
conference facilities,
large gift shop
When
Founded/Opened
Founded 1976
Opened 2002
Opened 1989
Opened 2010, Logging
Museum founded 1969
Opened 2004
Operating Schedule
Monday-Friday 8
a.m. to 4 p.m.
Monday Thursday 7
a.m. to 5 p.m.
Monday-Friday 104, reduced in
winter to Tuesday Thursday
Monday-Friday 8-4:30
Monday - Saturday
10-6
Admission Charges
Free, but modest
charge for private
tours
Adults $3,
Children and
Seniors $1
Adults $5, Children
and Seniors $3
Adults $5, Youth (10-17)
$4, seniors and children
$3
Rounded Reported
Total Attendance
(pre-COVID)
Adults $6.50, Seniors
(60+)/ Military/Youth
(5-17) $3.75, Tribal
members with ID free;
group discounts 1015%, school groups
$2.00 per student
700
N/A
7,000
N/A
15,600
Memberships
No
No
No
No
FT Staff
2
N/A
1
N/A
Yes, both general and
corporate
8
PT Staff
0
N/A
2
N/A
2
Operating Budget
N/A
N/A
$135,000
N/A
N/A
Sources: Published information and interview by Lord Cultural Resources
2.3.3 Focus on Two Selected Native American Museums Offering
the Most Comparability
Among the five referenced above the Native American Museums offering the most
comparability were the George W. Brown Ojibwe Museum and Cultural Center and the
Ziibiwing Center of Anishinabe Culture and Lifeways because they offer larger spaces
for exhibitions and programs. These were subject to additional research and interview
requests.
The analyses are intended to help inform recommendations for the Oneida Nation
Museum in Chapter 4 and to provide benchmarks for projections of attendance,
operating revenues and expenses in the second phase of this feasibility study.
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George W. Brown Ojibwe Museum and Cultural Center
The mission of the George W. Brown Jr. Ojibwe Museum and Cultural Center is to
“preserve, disseminate and advance the history and traditions of the Lac du Flambeau
Band of Lake Superior Ojibwe, their reservation and environs.”
The Ojibwe Museum and Cultural Center opened in 1989 at a site in the downtown area
of Lac du Flambeau in northern Wisconsin, whose population is less than 2,000. The
Vilas County population in 2020 was only 21,923. The site is not on the main street and
not easily visible. It occupies a building of about 9,000 square feet, of which exhibition
space encompasses about 5,000 sq. ft. The Director believes that the exhibition space is
too small and would have preferred 8,000 sq. ft. The building also includes a small gift
shop and space for programs, offices and collections storage.
The museum “celebrates Ojibwe culture with a four season diorama and other exhibits
including a 24-foot Ojibwe dug- out canoe, smaller birch bark canoes, Ojibwe arts and
crafts, traditional clothing, a French fur trading post, and a world record speared
sturgeon taken from one of Lac du Flambeau's many beautiful lakes. Year-round
programs and classes are available to the public as well as special events.”
The Museum attracted about 7,000 visitors in 2019 (pre-COVID), of which about 2,000
arrived in school groups, very much in compliance with Wisconsin Act 31. They paid the
guided tour rate of $5.00 per person. Self-guided visit opportunities are available to all
visitors at $4.00 for adults and $3.00 for seniors (65+) and children (6-17).
Open hours vary by season with winter openings limited to Tuesday – Thursday from 10
a.m. to 4 p.m. During the rest of the year the Museum opens only from Monday
through Friday even though peak attendance at the casino is on weekends and
the casino is only two blocks away from the Museum. The limited hours reflect the
fact that the Museum operates with only one staff person supported by two
volunteers. Until 2008 the Museum operated with a staff of five.
Tribe/band members are estimated to represent only about 300 of the 5,000 non-school
visitors. This is partly because most have previously visited, and it is understood that the
exhibitions have not changed substantially for many years. Of non-Tribe and non-school
visitors, about 25% reside within a 50-mile radius while 75% are tourists, despite the lack
of weekend openings.
The Museum operating budget in 2019 (pre-COVID) was a modest $135,000, of which
close to 90% is from the Tribe (casino and hotel revenues), about 10% from earned
income (retail sales and admissions), with very little private support and no financial
support from the state or other governments. Staffing costs account for over 60% of
operating expenses.
Ziibiwing Center of Anishinabe Culture & Lifeways
The Ziibiwing Center was created in 2004 in Mount Pleasant Michigan with a population
of 25,290. It is within Isabella County, whose population in 2020 was 70,363. The
Center preceded the opening of a casino in 2008 and a hotel, RV park and waterpark in
2012. Its mission is to promote belief that the “culture, diversity and spirit of the Saginaw
Chippewa Indian Tribe of Michigan and other Great Lakes Anishinabek must be
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recognized, perpetuated, communicated and supported.” It is marketed as the
“Midwest’s Premier American Indian Museum2.” Ziibiwing translates to place by the river.
The Center offers 34,349 sq. ft. of space including a museum, cultural center,
conference facilities, cafe and a major gift shop. About 7,000 sq. ft. may be defined as
exhibition space. The Center regularly opens on Monday through Saturday from 10 a.m.
to 6 p.m. but days and hours were reduced during the pandemic.
The Ziibiwing Center is ranked highest among things to do in Mount Pleasant by
TripAdvisor and has close to a 5-star rating.
The Center offers free admission not only to Saginaw Chippawa tribe members but also
to members of all Native American tribes. This study has recommended free
admission to all Native Americans for the future Oneida Nation Museum only if it
is sponsored by a private organization or foundation.
The Center offers two main venue rentals rooms of 900 sq. ft. each, or 1,800 sq. ft. when
combined to serve up to 100 people banquet style and 150 theater style. The lobby and
activity room offer additional rental opportunities only during evening hours while the
changing exhibit hall is available only when temporary exhibitions are not in place. The
data confirm opportunities for the future Oneida Nation Museum in a larger market area
to also generate revenue from venue rentals especially given proximity to the Green Bay
area compared to Mount Pleasant for Ziibiwing.
The Ziibiwing gift shop offers more than 150 Anishinabek artworks and crafts from
around the Great Lakes. The Center also offers a media lounge which includes fee Wi-Fi
and a large selection of North American Indian books, music and videos.
The Center is governed by a 12-person Board of Directors and a staff of 10, of which 8
are full-time, in the following positions:
x
x
x
x
x
x
x
x
Interim Director/Curator
Administrative Assistant
Sales and Events Coordinator
Visitor Services Representative (Cultural Resource Development)
Research Center Coordinator
Tribal Historic Preservation Officer
2 Facilities and Grounds Maintenance Housekeepers
2 Retail Clerks
Vacant positions include a Funding and Development Specialist and two youth workers.
The latest available pre-COVID annual report is from 2017/18 and indicated total
attendance at 15,609. The Tribe and its casino are the primary funder of the Museum. In
2016/17 a total of $206,105 was generated from external sources about 51% was from
grants, 21% from corporate and other sponsorships and donations, 13% from
admissions, and 4% each from venue rentals, memberships and programs. The data
2
Despite numerous attempts, the Ziibiwing Interim Director/Curator
declined to be interviewed to provide additional information or advice.
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indicate opportunities for the future ONM to also generate revenue from venue rentals in
larger spaces.
E-commerce retail sales, primarily on-line as Zeebiwing Commercial Services, are
additional and in FY2018 generated about $1.4 million in sales. It is unknown how much
of these revenues and the revenues from casino operations and the tribe are allocated
to the Ziibiwing Center and its total operating budget.
2.4
Benchmarks from Selected Existing Museums in the Region
The museums and related institutions identified to offer particular relevance to the
Oneida Nation Museum are:
x
x
x
x
Neville Public Museum, Green Bay
Heritage Hill State Historical Park, Green Bay
Green Bay Children’s Museum, Green Bay
Wisconsin Historical Museum, Madison
Each is considered below in the context of available data and interview feedback that
help to inform the recommendations and projections in this business plan for the
relocated and expanded Oneida Nation Museum.
2.4.1 Neville Public Museum
The Neville Public Museum of Brown County is located in downtown Green Bay and is
“dedicated to the collection and preservation of significant objects relevant to Northeast
Wisconsin and the Upper Peninsula of Michigan. The museum seeks to bridge these
multi-generational regional communities through engaging exhibits and dynamic
programming.” It occupies a space of about 60,000 sq. ft. of which 17,000 sq. ft. is
exhibition space focused on history, science and art. This includes some reference to
Native American history and culture, primarily as part of its 8,000 sq. ft. Generations
Gallery, which encompasses the 13,000 year history of the region. But there is no
dedicated Native American gallery.
The Neville Public Museum opened in 1927, based on a private donation of the building
with the condition that the City of Green Bay fund its operating costs and retain the
Neville name. In 1962 Brown County agreed to join the Board and contribute 50% of the
operating costs and to offer free admission.
With a growth in collections and related responsibilities a new building was required and
in 1980 the voters of Brown County agreed to fund the capital costs of a larger museum,
which opened in 1983. The County then owned the building and its collections and
agreed to be responsible for operating costs without the participation of the City of Green
Bay. Admission charges were introduced in 2004 and renovation of its galleries took
place in 2019. The Museum was closed to the public from May of 2019 to August of
2020 and experienced lockdowns and reduced open days and hours due to COVID as
well.
The Museum is currently open Tuesday through Sunday from 9 a.m. to 5 p.m. with the
exception of noon openings on Sundays. Hours are noon to 8 p.m. hours on Tuesdays
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and remaining open to 8 p.m. for free admission to Brown County residents during the
first Wednesday of each month with proof of residency. This leads to higher attendance
on that day.
Admission charges are as follows:
x
x
x
Adult (16+): $9.00 (no seniors discount is offered because of free admission to
veterans)
Child (3-15): $6.00
Infant, Military (active, reserve, veterans): $0.00 (military spouses $4.50, military
children $3.00)
Adult groups are charged $7.00 per person and school groups at $4.00 per pupil and
chaperone. Tours are guided and require advanced registration. Similarly, behind the
scenes tours are charged at $25.00 per person with a minimum group of four. However,
these tours are rarely booked.
In 2018, before the museum was closed for renovation, attendance was about 50,700, of
which close to 9% arrived in school groups and over 8% were tourists from out of state.
In order to raise private funds and issue tax receipts to donors, the Neville Public
Museum Foundation was established as a nonprofit 501(c)3 organization. It funds all
exhibits and programs at the Museum. The Foundation has a staff of three (Director,
Development and Events Coordinator, Office Manager). In 2019 the Foundation raised
over $1.9 million in support of the renovation of the Neville Public Museum.
The Museum staff in 2019 (pre-COVID) included 12 full-time personnel, of which 9 are
County staff and three are Foundation staff. They are supported by about 100
volunteers.
In 2018 there were about 900 memberships in the Museum of which about 16% were in
upper level categories ($100 to $2,500). This study has not recommended a traditional
membership program for the future Oneida Nation Museum for reasons set out in
Chapter 4.
In 2018, the Museum had an operating budget of about $1.3 million, of which about
90% was County funds, with 3% raised from the Foundation, and 7% as earned
income. The challenge for the Neville Public Museum is that even with a
Foundation raising funds, private support is difficult to achieve given a perception
that the Museum is well taken care of by County funds. The Oneida Nation
Museum faces the same challenge of overcoming the perception that it is well
taken care of by casino revenues.
2.4.2 Heritage Hill State Historical Park
Heritage Hill State Historical Park is a 56-acre living history state park in Green Bay at a
site in suburban Allouez. The site is owned by the Wisconsin Department of Natural
Resources but managed by the Heritage Hill Corporation, a not-for-profit 501 ( c ) 3
organization.
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The Park opened in 1977. Its mission is to “enrich the lives of others by sharing
Northeast Wisconsin’s diverse cultural and historic ties that bind our communities
together.” It includes 26 historic buildings that were moved to the site over the years and
a collection of over 9,000 artifacts dating from the 17th century to the present. In 2006 a
modern Education Center was added, but it is essentially classroom and programming
space that does not include the indoor exhibition space that will encourage attendance
during inclement weather and on a year-round basis. The Park has therefore operated
only seasonally from June through October from 9 a.m. to 4:30 p.m. on Tuesday through
Saturday and on Sundays from noon to 4:30. Current plans are to extend the operating
season to year-round and to add a Museum/Visitor Center building.
In 2019 (pre-COVID), total annual attendance was about 42,000, of which over 18,000
(45%) arrived in school groups. Regional non-school residents accounted for an
additional 45%, including those attending wedding and other special events, with tourists
at about 10%.
There has been relatively little collaboration between the State Historical Park and the
Oneida Nation Museum even though the Park includes a focus on the fur trade and
therefore the interaction between Native Americans and Europeans. The current
Executive Director of the Park is open to much more substantial collaboration including
admission ticket packaging.
The current adult admission charge is $12.00, with seniors at $10.00, children (5-17) at
$8.00. Children under 6 and active military are free. School tours are charged at $6.00
per student with free admission for teachers and chaperones. The charge is essentially
one dollar more than was in place in 2019 in most ticket categories.
The Park operates with a core staff of 8 full-time employees, supported by 15 seasonal
part-timers and 10 volunteers. Its operating budget in 2019 was about $800,000, of
which only $10,000 was from the State of Wisconsin. However, the state provides inkind services and pays for some of the maintenance costs. The Park generates revenue
from a $6 million endowment, which earns about $300,000 per year. About $350,000
from the remaining $500,000 was earned income, a large percentage of which was from
weddings and other events, as well as from retail, admissions and public programs. The
Foundation generates the rest from donations, sponsorships and fundraising. The data
confirm opportunities for the future Oneida Nation Museum to also generate
revenue from weddings and other venue rentals and to increase retail and other
earned income in the context of the relocated, expanded and enhanced facilities.
2.4.3 Children’s Museum of Green Bay
The Children’s Museum of Green Bay began as a traveling exhibit in 1986, had a small
space in a downtown mall in 2001 and when required to leave opened in its own
downtown space in 2012. It relocated to a new site in downtown Green Bay in 2018
adjacent to a wildlife sanctuary, mini-golf and go-cart track. The building is 15,000 sq. ft.
of which about 12,000 sq. ft. is exhibition space. There are plans for a future expansion
to grow to 25,000 with substantially more outdoor space. The planned expansion of
the Children’s Museum of Green Bay is a good indicator of the demand for things
to do for younger children in the region and why a children’s gallery has been
recommended to be part of the exhibition space in the future ONM.
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The importance to the ONM of learning about the experience of the Children’s Museum
of Green Bay is that many adults make decisions regarding which museums to visit
based on the perceived interest to their children. Exhibits in the children’s museum
include the digestive system, farmer’s market, under construction, the fire station, the
diner, vet clinic, auto garage, water gallery and various early education opportunities. Its
age focus is 0-8. There are no exhibits or programs that focus on Native American
culture. A variety of scheduled programs are offered each week, none of which focus on
Native American culture. The site also includes an outdoor Discovery Area and
museum-owned parking for up to 50 vehicles.
Pre-COVID, the museum opened daily from 10-5 with noon openings on Sundays with
peak attendance on Saturdays and peak birthday parties on Sunday afternoons. We
have also recommended regular weekend openings for the future Oneida Nation
Museum.
Admission charges before COVID and now are $8.00 for adults and children over 15
months, and $7.00 for seniors. A privately sponsored Children of Promise program offers
$3.00 admission for all family members on Foodshare, Head Start, Foster Care and
related programs. The charge for school groups is $5.00 per student for a minimum of
10 students and requires pre-booking. One free admission chaperone/teacher is
required for every four students. A variety of additional programs are available for pre-K
up to grade 3 students at a cost of $1.00 to $2.00 per child depending on the specific 30minute program selected. Outreach programs into the schools, either in person or
virtually, are charged at $150 per class of 25 for a period of 45-60 minutes. Summer
camp, spring break and winter break camps are popular as are birthday parties.
Corporate and other rental opportunities are available.
Available pre-COVID data indicates over 69,000 total annual visitors, of which
about 45,000 were on-site and the rest outreach, especially to the schools. About
3,700 attended on school field trips, over 2,200 attended birthday parties and 2,000
attend on the sponsored Children of Promise substantially reduced admission
charge programs. Pre-COVID, the children’s museum had over 900 memberships.
Whereas no positive impact is achieved from Packer weekends, the Children’s Museum
does experience higher attendance during training camp from late July to early
September as families attend and are looking for things to do.
Pre-COVID, the Children’s Museum had a full-time staff of 7 supported by 10 part-timers
and up to 200 volunteers. In 2019 the Children’s Museum had an operating budget of
over $601,000, of which 41% was from admissions and programs, 34% was from
fundraising events, 13% was from memberships, and 3% each from retail sales, private
donations and other sources. No government support is received. Staffing costs
accounted for close to 60% of operating expenses.
2.4.4 Wisconsin Historical Museum, Madison
The Museum is located in the heart of downtown Madison on Capitol Square and is
operated by the Wisconsin Historical Society, which is also responsible for 10 other
museums and historic sites throughout the state. In 2018 the Society introduced a full-
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time Wisconsin Native American Nations Liaison staff position to foster enhanced
relations between the Historical Society and the state’s 12 nations/tribes. A substantial
part of the responsibility of the Liaison staff position is to help to ensure that the planning
for a new 100,000 sq. ft., $120 million Wisconsin Historical Museum better tells the story
of the Native American nations/tribes.
The existing Historical Society Museum is an adaptively reused former hardware store. It
is 42,000 sq. ft. over four floors and includes only 17,000 square feet of exhibition space
in a building with 10 foot ceilings and no loading dock. About 4,250 sq. ft. of space on
the second floor of the building is devoted to Native American history and culture. This
includes People of the Woodlands, encompassing First Settlers, featuring a 1000 year
old Azlalan house. The Busy Year focuses on the life of an Ojibwe family during the four
seasons in the course of the year in the 1700s. The Era of Exchange is an exhibition
focused on the Fur Trade while an exhibition on Native Nations and Tribes explores
more recent history including boarding schools, culture and language.
There has long been discussion of the need for a need museum, which is currently
planned to be replaced on its existing site and an adjacent property to encompass the
four-storey, 100,000 sq. ft. facility. An exhibition plan and design by Ralph Appelbaum
Associates is in process and specific details are not yet known regarding the size and
nature of the future exhibitions, but it is understood that there will be an increased focus
on Wisconsin Native American history and culture, encompassing all 12 tribes/nations,
including the Oneida. A statewide community engagement process, including
members of the tribes/nations, is being implemented and it is expected that the
new Museum will not only attract substantially more visitors but that it would
orient them to the tribal and other museums throughout the state. That is very
positive for the Oneida Nation Museum.
The existing Historical Museum in Madison has not had fixed admission charges as
there have been suggested donations of $5.00 for adults and $3.00 for seniors and
children. It is uncertain at this time whether fixed admission charges will be introduced
with the opening of the new Museum.
Attendance in 2019 for all 11 museums and sites combined was 142,342, of which
17,153 (12%) attended in school groups. The highest attended was the Historical
Museum in Madison. Projections are for the new museum in Madison alone to attract
200,000 visitors, of which 60,000 will be school groups.
The Wisconsin Historical Museum operating budget in 2019/20, which covered all 11
sites in the state, was about $24.1 million. Of this total, about 77% came from the state
of Wisconsin, with 10% as earned income and the remaining 13% from a combination of
private support and endowment income.
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3. Analysis of Existing Operation
and Potential Markets
This chapter focuses on the existing markets, operations and finances of the Oneida
Nation Museum in its current facilities and site as well as potential resident, school and
tourist markets for a larger, enhanced and better located Museum.
3.1
Existing Oneida Nation Museum
The existing Oneida Nation Museum is on a site seven miles west of Green Bay in a
very small building of only 4,530 sq. ft. of which 2,300 sq. ft. is useable space, including
about 1,500 sq. ft. categorized as exhibition space. It includes a 200 sq. ft. retail store
but no space to allow for venue rentals. The site offers 15 free parking spaces but is not
easily accessible or visible. These and other deficiencies have long been known and
caused the Nation to purchase a better located 11-acre site for a new, larger and
enhanced Oneida Nation Museum.
Although the new ONM will be very different than the existing operation it is nonetheless
important to understand the attendance, market, operational and financial experience of
the existing Museum to provide a base level for considering the opportunities of the new
Museum. To be as relevant as possible the following points focus primarily on the
operational, market and financial experience of the Museum based on pre-COVID 2019
data.
x
Operating Schedule: In 2019, the ONM opened from Tuesday through Saturday
during the summer months from 9 a.m. to 4.m. During the other months hours were
reduced to 1 p.m. on weekdays only. A better site, larger and enhanced facilities and
visitor experience will allow for more hours and days available for public visits.
x
Admission Charges: Oneida members received free admission and accounted for
36% of total visitors, while the charges for non-Oneida members were very modest
at $4 for adults and $2 for seniors and children (5 and over) for self-guided visits.
Non-school group tours were charged at $8 per person with school groups charged
at $5 per pupil. Outreach to the schools were charged at $100 per hour or $60 for 30
minutes. Hands-on activities were surcharged at $5 per person.
x
Total Attendance: In 2019, the ONM reported 5,617 visitors, including 1,368
students served in the schools. On-site attendance was therefore 4,249. Total
attendance levels were lower at 4,030 and 3,180 the previous two years.
x
Market Segments: Oneida Nation members account for about 35% of total visitors
with other Indigenous persons at 5%. School groups accounted for about 35% of
visitors in 2019 (half in the schools), with tour groups at about 12%. About half of all
visitors were estimated to reside within a 50-mile radius. In considering the
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demographic of non-school visitors about 75% are estimated to be women often
attending with children (80%). A very low percentage of non-school visitors are aged
55 or over, with 9% aged 17 and under. It will be important for the future ONM to
appeal to more men, seniors and children to help maximize attendance levels.
x
Patterns of Visitation: Some 60% of visitors are estimated to be repeat, with only
1% of visitors attending on limited open weekend days. The average length of stay
for school groups is a substantial two hours, very much reflecting program
opportunities. For residents and repeat visitors the average length of stay is about 30
minutes, which extends to 60 minutes for first-time visitors and 90 minutes for
tourists. Larger exhibition spaces will help lead to an increased length of stay,
more repeat visitors, and opportunities for higher admission charges.
x
Staffing and Volunteers: In 2019, the ONM operated with a full-time staff of five,
supported by three contract workers and no volunteers. Our recommendations
associated with staffing in the future Museum are set out in Chapter 4.
x
Operating Budget and Sources of Costs: In 2019, the total operating budget of the
ONM was $455,016. As is common, staffing represented the largest expense
category at about 64% of the total. This is higher than the 50-60% norm not because
of over-spending on staff but rather on under-spending in other expense categories.
x
Sources of Operating Revenues: The Oneida Nation is the primary source of
operating revenues at about 76% of total revenues, with earned income, primarily
retail sales, at close to 24% with very little income from private support, and no
endowment funds. All sources of revenue should increase in the context of a
relocated, larger and enhanced ONM.
3.2 Amelia Cornelius Culture Park
In addition to the Oneida Nation Museum, the Amelia Cornelius Culture Park is an
important cultural opportunity on site. It features a longhouse, five reconstructed log
homes, Veteran’s Wall, medicinal garden and walking trails, and is often referred to as
the Oneida Village. Big Bear Media/Tourism is the Oneida Nation operator of tours to the
Culture Park/Village. The tours are seasonal, offered from April through October. In the
past three tour options were offered - Experience Oneida, Reservation Oneida, and
Garden Oneida. In 2019 (pre-COVID) about 1,600 people took the tours, which included
48 motor coach groups, half of which were school groups. Others not attending in
groups were transported using the 12-seat van operated by Big Bear Media.
Charges for the tours were $15 per person and $12 for children 12, which included a
tour guide. About 60% of the tour visitors also attended the existing Oneida Nation
Museum and discounted combination admission charges were applied.
Enhancements to the Park scheduled to be completed in 2023 include paved parking,
more accessible trails, improvements to the Veteran’s Wall, and a new Visitor Center.
The total capital project for all of the enhancements is $2.6 million, of which $1
million is allocated to the Visitor Center. It will provide a sheltered gathering space
and public washrooms but will not include significant exhibition, program or retail
space and will thus not be competitive with the new Oneida Nation Museum. In
fact, given its better location, the Museum will be the ideal starting and end point
for the tours of the Park, which is about three miles from the new site of the ONM,
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compared to the current 10 miles. There are also opportunities for combination
admission tickets.
Whereas the Park/Village will continue to be seasonal the Museum will operate on a
year-round basis.
3.3
Planned Mulva Cultural Center
The Mulva Cultural Center is planned to open in downtown De Pere in the late summer
of 2023. The specific site is at 601 3rd St, De Pere, which is about eight miles from the
new site of the Oneida Nation Museum. The Mulva Cultural Center is to be a 60,000 net
sq. ft. (73,800 gross sq. ft.) facility “where history, culture and the arts will meet to
inspire, engage and transform”.
The capital project costs have risen to $95 million from the previously estimated $70
million, plus a $10 million endowment to support operating costs. The project is funded
by the Mulva Family Foundation and managed by the De Pere Cultural Foundation.
The Mulva Cultural Center “will host traveling exhibitions from leading institutions
worldwide, diverse cultural programming, educational opportunities for people of all
ages, and more.” The Center will operate on a daily basis year-round. It will include a
200-seat auditorium for films and lectures, 10,000 sq. ft. of exhibition space, a 300person event space, classrooms, a café, gift shop, and outdoor terrace and indoor
gathering spaces.
Exhibitions will be rented and brought to the center to include art, history, science and
other exhibitions. Admission charges will vary depend on the cost to rent each exhibition.
Adult prices are expected to range from $12 to $20.
Attendance levels have not been projected but the total annual operating budget is
expected to be in the range of $2.5 million to include museum staff of about 20 plus
restaurant and venue rentals staff. No government operating funds are anticipated.
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3.4 Potential Markets
The focus here is on potential resident, school and tourist markets for the Oneida Nation
Museum, including data on the Enrolled Oneida members.
3.4.1 Overall Resident Markets
The resident market is of primary importance to a relocated and expanded ONM for the
following main reasons:
x
Residents are readily accessible and available on a year-round basis.
x
Residents can be made aware of the Museum and its exhibitions and programs more
easily and more cost-effectively than tourists.
x
Residents are most likely to be repeat visitors.
x
Residents are more likely to become volunteers, members and donors.
x
Residents often advise, and accompany, visiting friends and relatives to area
attractions.
Set out here are data and interview feedback regarding the size and
demographic/socioeconomic profile of potential resident markets for the Oneida Nation
Museum.
Population Levels and Projections
While the Oneida Nation Museum will continue to attract national and international
visitors its core market will be regional, including members of the Oneida Nation who
account for an estimated 35% of current visitors, along with 5% of visitors as other
Native Americans. The following table sets out local, regional, state and national figures.
The data confirm a small but growing local population and a Green Bay MSA market that
is projected to experience a greater level of growth over the period between 2020 and
2030 than state and national averages. This is positive for the future ONM.
Population Totals
and Projections
Actual
2010
Actual
2019
Projected
2030
% Change
Actual
2010/2020
% Change
Projected
2020/2030
Hobart
5,993
9,053
N/A
51.1%
N/A
De Pere
23,225
24,903
N/A
7.2%
N/A
Green Bay MSA
307,100
322,906
381,180
5.1%
18.0%
5,691,660
5,822,434
6,597,570
2.3%
13.3%
309,339,220
328,239,523
373,751,030
6.1%
13.9%
Wisconsin
USA
Sources: US Census Bureau, American Community Survey Data (2019) and Woods and Poole MSA Profile
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Race/Ethnicity
Since Oneida Nation and other Native American people will continue to be a core market
for the Museum, it is important to understand the size of the “American Indian and
Alaska Native” population. The following table shows that Native Americans account for
11% of the residents of Hobart, numbering about 1,000 persons. In the Green Bay MSA,
the total is close to 7,800, or 2.4% of the population and in Wisconsin less than 1%.
The data confirm the need for the ONM to focus very much on Oneida Nation and
other Native American residents to achieve mission-related objectives but also the
need to attract the wider resident market if attendance is to be maximized.
Total PopulationRace
White
American Indian
and Alaska
Native
Black or African
American
Asian
Native Hawaiian
and Other Pacific
Islander
Some other race
Two or more
races
Hobart
De Pere
Green Bay MSA
Wisconsin
USA
#
6,717
%
74.2%
#
22,700
%
91.2%
279,274
86.5%
#
4,963,354
%
85.2%
#
236,475,401
%
72.0%
1,001
11.1%
528
2.1%
7,769
2.4%
54,577
0.9%
2,847,336
0.9%
0
0.0%
157
0.6%
7,229
2.2%
374,747
6.4%
41,989,671
12.8%
617
6.8%
797
3.2%
9,454
2.9%
167,420
2.9%
18,636,984
5.7%
0
0.0%
6
0.0%
21
0.0%
4,220
0.1%
628,683
0.2%
77
0.9%
86
0.3%
9,699
3.0%
121,082
2.1%
16,352,553
5.0%
641
7.1%
629
2.5%
9,460
2.9%
137,034
2.4%
11,308,895
3.4%
5,822,434
100%
328,239,523
100%
9,053 100% 24,903 100%
322,906 100%
Total
Sources: US Census Bureau, American Community Survey Data (2019)
Gender and Age
Women represent slightly more than half of the regional population, but generally
account for 55-65% of visitors to most museum types. It is estimated that about 75% of
non-school visitors to the existing ONM are women. Of particular note is that women
have a very important role in Oneida culture. On the other hand, increasing appeal to
men will also be important, including even more emphasis on Oneida players in the NFL
and other sports leagues and the military.
The following table compares the age profile of local residents (Hobart and De Pere)
with regional residents (Green Bay MSA) and state and national averages. The data
indicate a substantially younger median age for De Pere residents and a slightly older
median age for Hobart residents compared to regional, state and national averages.
While the future ONM will need to seek to appeal to visitors in all age categories, this
study recommends a stronger emphasis on appealing to children since many adults
decide which museums to attend based on the perceived interest to their children.
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Total Population
Age
Hobart
De Pere
Green Bay MSA
#
%
#
%
#
%
Under 5 years
347
3.8%
1,412
5.7%
19,449
6.0%
5 to 9 years
785
8.7%
1,741
7.0%
20,659
10 to 14 years
684
7.6%
1,319
5.3%
15 to 19 years
119
1.3%
2,623
20 to 24 years
341
3.8%
25 to 34 years
929
35 to 44 years
45 to 54 years
Wisconsin
#
USA
%
#
327,258
5.6%
19,404,835
5.9%
6.4%
344,543
5.9%
19,690,437
6.0%
21,266
6.6%
368,646
6.3%
21,423,479
6.5%
10.5%
21,686
6.7%
380,127
6.5%
21,353,524
6.5%
2,133
8.6%
19,960
6.2%
386,575
6.6%
21,468,680
6.5%
10.3%
3,651
14.7%
40,391
12.5%
737,315
12.7%
45,578,475
13.9%
1,749
19.3%
2,668
10.7%
40,085
12.4%
714,436
12.3%
41,914,845
12.8%
765
8.5%
3,080
12.4%
41,388
12.8%
719,293
12.4%
40,863,107
12.4%
55 to 59 years
1,235
13.6%
1,616
6.5%
23,124
7.2%
415,388
7.1%
21,484,060
6.5%
60 to 64 years
682
7.5%
1,353
5.4%
21,250
6.6%
408,957
7.0%
20,984,053
6.4%
65 to 74 years
911
10.1%
1,917
7.7%
32,007
9.9%
597,951
10.3%
31,575,561
9.6%
75 to 84 years
85 years and
over
402
4.4%
871
3.5%
15,551
4.8%
295,832
5.1%
16,140,238
4.9%
104
1.1%
519
2.1%
6,090
1.9%
126,113
2.2%
6,358,229
1.9%
Total
Median Age
9,053
40.7
100%
24,903
34.0
100%
322,906
39.0
100%
5,822,434
39.9
100%
328,239,523
38.5
100%
Sources: US Census Bureau American Community Survey Data (2019)
Educational Attainment
There is a well-known strong correlation between higher educational attainment and
museum attendance or other cultural participation. As shown in the table below, there is
a higher percentage of residents of Hobart and De Pere with at least a bachelor’s degree
than regional, state and national averages. However, there is also a need for the future
ONM to seek to attract those with lower levels of educational attainment.
In general, persons with lower levels of educational attainment require more
substantial entertainment value if they are to become first-time and repeat
visitors. The visitor experience at a future Oneida Nation Museum should seek to
both educate and entertain.
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Educational Attainment
(Total Population 25 Years
or Over)
Hobart
De Pere
Green Bay MSA
Wisconsin
USA
#
%
#
%
#
%
#
%
#
%
242
3.5%
611
3.9%
17,233
7.9%
290,862
7.3%
25,618,541
11.4%
1,847
27.3%
30.5%
60,482,353
26.9%
Some college
1,125
16.6%
20.0%
44,914,086
20.0%
Associate's degree
880
13.0%
10.9%
19,381,937
8.6%
Bachelor's degree
1,359
20.1%
20.7%
45,730,479
20.3%
Graduate or Professional
Degree
1,324
19.5%
10.7%
28,771,172
12.8%
Total
6,777
100%
100%
224,898,56
8
100%
Less than high school
diploma
High school graduate
(includes equivalency)
3,648
2,920
2,308
4,431
1,757
15,675
23.3%
18.6%
14.7%
28.3%
11.2%
100%
70,674
43,833
26,920
43,789
17,437
219,886
32.1%
1,223,392
19.9%
804,271
12.2%
438,381
19.9%
829,878
7.9%
428,501
100%
4,015,285
Sources: US Census Bureau, American Community Survey Data (2019)
Income
Although level of education is the variable with the closest correlation to museum and
other cultural attendance and participation, household income is an important indicator
of potential attendance too. The table that follows compares household income and
poverty levels.
The data indicate higher household incomes in Hobart than De Pere, with both higher
than for the overall Green Bay MSA. Both municipalities also report lower percentages of
residents who live in poverty. However, as with those with lower levels of educational
attainment, it is important for the ONM to seek to also attract people in lower income
categories or living in poverty. This is an important consideration for future admission
charges. Our recommendations are set out in Chapter 4.
Household Income
Average Income
Median Income
% Living in Poverty
Hobart
De Pere
Green Bay MSA
Wisconsin
USA
$119,521
$82,207
$80,945
$82,899
$92,324
$80,364
$72,286
$65,026
$64,168
$65,712
7.4%
6.6%
9.6%
11.3%
13.4%
Sources: US Census Bureau, American Community Survey Data (2019)
3.4.2 Enrolled Oneida Market
The following table focuses exclusively on pre-COVID data for the enrolled Oneida
population both on the Oneida reservation and also overall figures for Brown and
Outagamie Counties, which includes the reservation. Among the data of particular
interest to this business plan for a relocated and expanded Oneida Nation Museum are
the following points:
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x
The enrolled Oneida population is limited: The population on the reservation in
2020 was 4,627. Including Brown and Outagamie Counties the total Oneida enrolled
population was 7,903. This market is core to the mission of the ONM but is relatively
modest in size, confirming the need for the ONM to continue to appeal to wider
resident and tourist markets. Outside the area there are 2,333 Oneida elsewhere in
Wisconsin. The total national Oneida population is reported to be 17,267.
x
Children under 18 are a substantial market: At 21-23% of the regional Oneida
population the data confirm a demographic rationale for a stronger focus on exhibits
and programs of particular appeal to children in the future ONM. This would be in
addition to mission-related objectives to instill a greater sense of awareness and
pride in Oneida history and culture among the youth.
x
High levels of educational attainment are positive for potential attendance: The
31-33% of enrolled Oneida with at least a bachelor’s degree is higher than the
averages for the Green Bay MSA, state and nation. This is positive since level of
educational attainment is a main determinant influencing museum attendance.
x
Median household income levels are relatively low while poverty levels are
high: This is a socioeconomic reason for continuing to offer Oneida Nation people
with free admission to the Museum in addition to a mission-related objective to
maximize attendance by all Oneida people to increase their awareness of and pride
in Oneida history and culture.
Enrolled Oneida Demographics
Enrolled Oneida Population
4,627
Brown & Outagamie
Counties (includes
Reservation)
7,903
Enrolled Oneidas Aged 18+
3,578
6,256
Children Under 18
1,049
1,647
Children as % of Total
22.7%
20.8%
Estimated Enrolled Oneida Households
1,893
2,993
Average Household Size (includes non-Oneidas living in household)
3.3
3.2
Home Ownership
61.4%
57.9%
Less than high school diploma
4.7%
5.8%
High school graduate
18.1%
21.2%
Some college or associate's degree
44.5%
42.4%
Bachelor's degree or higher
32.8%
30.5%
Labor Force Participation (18+)*
71.5%
71.3%
Unemployment Rate*
8.6%
8.8%
Median Household Income*
$42,521
$ 40,999
Family Poverty Rate*
21.6%
23.8%
Oneida
Reservation
Educational Attainment (25+)
* 2018 QOL due to Pandemic in 2020
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It is clear that the new Oneida Nation Museum will seek to serve both members of
the Oneida Nation and the general public. Internal interview subjects were asked
whether the new museum should seek to serve Oneida Nation members and the
general public equally or skew in one direction over the other. Noteworthy is that
most expressed a preference for seeking to increase awareness levels of Oneida
history and culture for the general public.
3.4.3 School Markets
It will be important for the ONM to continue focus on the school market for the following
main reasons:
x
Education is part of the mission and mandate of all museums that seek opportunities
to broaden and deepen participation from school groups.
x
Children brought to museums as part of school field trips often convince their parents
to take them again.
x
For children in lower income/education families, attending on a field trip is often the
only opportunity to attend.
Considered here are the size of the potential school market and the main factors that
influence decisions whether or not to attend museums on field trips or for individual
study. Those factors are curriculum links and field trip funding and policies.
Enrollment
About 35% of those served by the existing Oneida Nation Museum are school children,
of which about half each attend on site or are reached through outreach programs to the
schools. On-site school groups are primarily from schools relatively close to the
Museum. A larger museum building and a better site should help to widen the potential
school market, especially in the context of Wisconsin Act 31, discussed below.
The overall Green Bay Metropolitan Statistical Area (MSA) in 2019 included over 78,000
students. This includes college undergraduates and graduates who would not attend an
Oneida Nation Museum on field trips but rather through individual study or social visits.
Although the potential for more on-site school attendance appears substantial, there will
be an expectation fully post-COVID for continued outreach and also digital engagement
for school groups.
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School
Enrolment
Levels
Hobart
#
%
De Pere
#
Green Bay MSA
%
Wisconsin
#
%
USA
#
%
Population 3+
Enrolled
2,019
Nursery School
148
7.3%
323
4.0%
4,635
5.9%
73,575
5.3%
5,044,389
6.3%
Kindergarten
175
8.7%
342
4.2%
5,186
6.6%
81,739
5.9%
4,011,764
5.0%
Grade 1 to 4
592
29.3%
1,408
17.3%
16,350
21.0%
270,184
19.5%
15,728,625
19.5%
Grade 5 to 8
515
25.5%
1,112
13.7%
16,654
21.3%
294,851
21.3%
16,918,899
21.0%
High School
College
(Undergraduate)
Graduate or
professional
school
253
12.5%
1,357
16.7%
16,571
21.2%
297,978
21.5%
16,932,635
21.0%
291
14.4%
3,223
39.7%
15,526
19.9%
300,935
21.7%
17,507,427
21.8%
45
2.2%
352
4.3%
3,114
4.0%
64,777
4.7%
4,321,881
5.4%
Total
2,019
100% 8,117
100%
78,036
Sources: US Census Bureau, American Community Survey Data
(2019)
100%
1,384,039
100%
80,465,620
100%
8,117
78,036
1,384,039
80,465,620
Curriculum Links
Important to curriculum links is Wisconsin Act 31 (State Statutes for American Indian
Studies). Introduced in 1989, it is a “requirement that all public school districts and preservice education program provide instruction on the history, culture, and tribal
sovereignty of Wisconsin’s eleven federally-recognized American Indian nations and
tribal communities”. Instruction is required in three separate sessions: one in grade
school, a second in middle school, and a third in high school.
The Wisconsin standards in social studies as related to Native American history and
culture are implemented, in part, by means of Native American Liaison teachers who
work with classroom teachers and go into the schools, especially those in school districts
with substantial Indigenous populations. Common curricula covered by the De Pere
West based Native American Liaison teacher in the K-5 grades are as follows:
x
Kindergarten: Stories read to the children.
x
Grade 1: Teacher shows videos and Liaison teacher goes into schools to make pinch
pots and talk about long-houses with a local focus.
x
Grade 2: Wider Native American stories including famous people such as Jim
Thorpe and an emphasis on the existence of many Native American languages.
x
Grade 3: A focus on Oneida foods, government, the making of cornhusk dolls and
other activities.
x
Grade 4: Treaties mostly taught be the classroom teacher
x
Grade 5: Trail of Tears
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In middle and high school levels there is a greater focus on the tribes in Wisconsin,
including Indigenous games and music.
Attending the Oneida Nation Museum is related primarily to the social studies and
history curricula but there are attempts to be as multi-disciplinary as possible including
science, art, music and Indigenous games.
Field Trip Policies and Cost
Each school has a budget for field trips and priorities are established by the teachers in
collaboration with the Principals. Wisconsin Act 31 and a larger, enhanced ONM mean
that the new Museum is likely to become even more of a priority. However, factors
affecting decision-making include the cost of admissions and more importantly, the cost
of bus transportation.
Supplementing the budget for field trips available to each school are requests for
contributions by parents, recognizing that the schools will cover the costs for families
that cannot afford admission. However, at present field trips are reduced not primarily
because of COVID concerns but rather because there are fewer people interested in
working as bus drivers.
3.4.4 Tourist Markets
Although the core market for the Oneida Nation Museum will be primarily local and
regional residents and school groups, it will be important to build the tourist market too,
which is reported to account for about 15% of visitors to the small, poorly located
existing ONM.
Given the impact of COVID-19 on tourism since early 2020, the most relevant data
regarding tourist and convention markets for Green Bay and Wisconsin are from 2019 or
earlier. Brown County attracted about 5.99 million tourists in 2019, of which 66% arrived
on day trips and 34% stayed overnight. The latest available data that profiles the tourist
market is the Green Bay Visitor Profile, 2016 (D. K. Shifflet, 2017) with comparisons to
overall U.S. data. Among the available data most helpful data regarding the size, profile,
preferences, and activity patterns of potential tourists are as follows.
In comparison to U.S. averages, the tourist market for Green Bay is:
x
x
x
x
x
x
x
x
in lower income and educational attainment categories
more likely to be married but less likely to travel with children
more likely to be visiting friends and relatives and staying in their homes
more likely to be attending sporting events and to gamble.
spends less time in Green Bay
more likely to visit during summer and fall
most likely to reside elsewhere in Wisconsin, Michigan and Illinois
travel primarily by automobile
The data indicate the advantages of the new Woodland Worship Centre site and its
Highway 172 location and proximity to the Oneida casino, airport and Lambeau Field.
With many in Green Bay to visit friends and relatives the more successful the Museum is
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in attracting regional residents, the more successful it can be in attracting a substantial
part of the tourist market. This is because it is residents who advise on things to do and
often accompany their visitors. For those in lower educational and income categories,
reasonable admission charges and substantial entertainment value offered by the new
exhibits will be very important.
Packer weekends and training camp are important tourism draws for Green Bay. Some
87% of those attending Packer games do not reside in Brown County. While many
spend time in the Titletown Entertainment District there is an opportunity to seek to
attract some visitors to a better located, larger and enhanced Oneida Nation Museum,
especially if it was open on weekends.
Noteworthy is that a new Green Bay Visitor Center at the corner of Highway 41 and
Lombardi Street is scheduled to open in July of 2023. It is to offer more than racks of
brochures and a person responding to questions by including audio-visual and other
contemporary technologies. The expectation is that the new Oneida Nation Museum will
be among the attractions highlighted when it opens.
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4. Recommendations and
Assumptions
This chapter builds upon the analyses in the previous chapters to provide the basis for
recommendations and assumptions for the operation of the relocated and expanded
future Oneida Nation Museum (ONM). Once recommendations are approved, deleted or
modified, the finalized assumptions will provide the basis for attendance, operating
revenue and expense projections in the next phase of this business planning study.
The recommendations/assumptions that follow build upon the contextual, comparables
and market analyses conducted in this study as well as the input and feedback from the
vision/assumptions workshop, internal and external interview process, the community
engagement session and the survey of community members.
A summary of the polling in both the community engagement session and the
community survey is as follows, with detailed results set out in Appendix B.
4.1 Summary of Community Engagement Session and Survey Polling
To help guide the planning of the relocated, expanded and enhanced Oneida Nation
Museum a community engagement session was conducted during the evening of April
14, 2022. It was facilitated by the Oneida Nation Museum Director and Lord Cultural
Resources and included eight participants. Please see Appendix A for a list of the
community engagement participants along with participants of an earlier
vision/assumptions workshop. Various ideas and options were discussed, leading to the
polling of participants regarding priorities for the future ONM.
In addition to the participants in the community engagement session there was an
opportunity for other members of the Oneida Nation and the general public to have input
into the establishment of priorities for the future Museum. There were a total of 288
email and social media survey respondents over the period from April 25 to May 2, 2022.
The polling/survey questions were in three separate categories, the first focused on the
site and facilities, the second on exhibitions and programs, and the third on operations.
Within each category were a variety of ideas and options. Respondents were asked to
rate each on a scale of 1 to 5, with 1 as low priority and 5 as high priority. Detailed and
segmented responses are set out in Appendix B with highlights set out here.
Overall
It is noteworthy that there was not a single idea or option that averaged less than a 3 out
of 5, confirming the need to consider all of them in the future Oneida Nation Museum. In
other words, the deficiencies of the existing site and building were recognized in
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establishing a wide range of needs for the relocated and expanded ONM. However,
there were priorities that rated higher and lower and are discussed below.
4.1.1 Site and Building
x
The highest priority, ranking 4.3 out of 5, is larger space for exhibitions, whether
permanent, temporary or traveling exhibitions brought into the new ONM and 53% of
all respondents rated it as the highest 5 priority. This is not surprising given the fact
that the existing Oneida Nation Museum includes only 1,500 sq. ft. of exhibition
space. It was the highest ranked among all gender, age and frequency of previous
visits categories, and was particularly high among those who had visited at least six
times in the past (4.5) and community leaders in the community engagement
workshop (4.9). This study has recommended at least 6,000 sq. ft. of exhibition
space.
x
Second ranked was the need to have all ONM collections on site (4.1). It was rated
highest among workshop participants (4.4) and 44%. The lowest ratings were among
the youth (3.7) and those who have visited the Museum two times or less (3.9). This
study has recommended that all collections be on site if possible.
x
Traditional Oneida gardens ranked third (3.9) with higher support among women
than men and surprisingly among the youth aged 25 or under. The large site
available to the new ONM creates opportunities for traditional Oneida gardens and
nature trails with outside exhibits, also rated very highly as discussed below.
x
Three options tied in a 3.8 rating. These were a larger retail store, a multi-purpose
auditorium and nature trails with outside exhibits. This study has recommended all
three. A larger retail store creates opportunities for more earned income and has
been recommended. It was seen to be of high priority among workshop participants
(4.6) and of lesser priority by the youth (3.4). The lowest support for a multi-purpose
auditorium was reported by men (3.6), seniors and infrequent visitors to the existing
ONM (3.7).
x
A children’s gallery and the ONM as a potential starting and end point for tours of the
Oneida Village rated lower at 3.3. Both received their strongest support among the
youth and women. The lowest ranked at a still substantial 3.1 was a lacrosse field,
which had its strongest support among seniors (3.5). Among these this study most
strongly supports the addition of a children’s gallery as part of the exhibition space of
the new ONM but endorses the others as well.
4.1.2 Exhibitions and Programs
x
Tied for highest priority at 4.4 among the exhibitions and programs options
considered were virtual/digital Oneida history and culture and cultural teachings
workshops. They were rates at the highest 5 priority by 53% and 56% of
respondents, respectively. Surprisingly, it was the youth that had the lowest rating
for digital/virtual opportunities.
x
Next ranked at 4.1 were more interactive/immersive exhibition experiences, rated
highest at 4.6 by workshop participants, and language circles or courses, rated
highest at 4.6 by youth 25 and under.
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x
Enhanced web site and social media was rated at 4.0 with the lowest score at 3.8
among the youth.
x
More change in the exhibitions offered was lowest at a still substantial 3.7, but
perhaps suggesting that bringing in often high cost traveling exhibitions from
external sources might not be a high priority relative to internally developed
exhibitions that would focus on the Oneida.
4.1.3 Operations
x
Tied for highest among operations and revenue generation options at 4.0 were
continued free admission for Oneida Nation members and to open on most
Saturdays and Sundays. Both are recommended in this study. Continued free
admission for Oneida Nation members was particularly important to seniors (4.4)
and was rated a 5 in priority among 50% of all respondents.
x
Rebranding from the current Oneida Nation Museum name was also rated highly.
An average of 3.8 emerged for those preferring Oneida Nation Museum and
Cultural Center, while the rating was 3.7 for rebranding to an Oneida word that
would “describe who we are and where we are from.” In Chapter 2 we have an
example of each among other Native American museums – the George W. Brown
Ojibwe Museum and Cultural Center and the Zeebiwing Center of Anishinaabe
Culture and Lifeways. Ziibiwing translates to “place by the river.” We have no
recommendation regarding which rebranding option should be implemented.
x
A modest increase in admission prices as opposed to a more substantial increase
in the context of the new ONM facility rated a 3.5, with the highest support among
workshop participants (4.0) and the lowest among male respondents (3.2).
x
Rental of spaces in the new Museum, both to Nation members and the general
public rated a 3.4, and rated highest among women, youth and infrequent visitors to
the existing ONM. Although rental spaces rated highly, it must be emphasized that
actual utilization of other available spaces is minimal. For this reason, the
assumption is for multi-purpose space for both programs and venue rentals of a
limited size that is connected to the lobby to create a larger space when needed.
x
The lowest rated, but still substantial at 3.0, was the idea of offering free admission
to the Museum to guests of the Oneida-owned Radisson Hotel and some casino
players. The rationale is that it is the commercial operations of the Oneida Nation
that will continue to be the primary funder of the ONM and seeking to add value to
these offerings will be far more important than some potentially lost admissions
revenue. Higher attendance will also expose more visitors to retail and other
revenue centers. This idea is among the recommendations later in this chapter.
4.1.4 Other Ideas and Options
The community engagement session was designated to be the forum for introduction of
other ideas and options for the future ONM. Although the community survey was
intended to be short and focused on rating the numerous ideas and options set out,
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there were some persons not in the community engagement session who emailed in
suggestions. These are also included here and are summarized as follows:
x
The new Museum needs to focus on the present and future of the Oneida Nation as
well as its past.
x
Both the positive and negative should be part of the Oneida story told, with the
positive including success stories and the negative including boarding schools,
alcohol and drug addiction.
x
Focus on the importance of women, including clan mothers, in Oneida history and
culture.
x
Very important are interactive exhibitions, hands-on displays and digital tools,
especially for the youth.
x
Emphasize the unique aspects of early Oneida dress, dance and art and the survival
of the language.
x
Emphasize contemporary Oneida art alongside historical/traditional objects.
x
Include reference to lacrosse as an Indigenous sport.
x
Emphasize how the Confederacy of Indigenous Nations became a model for the
United States of America
x
There needs to be adequate space to allow for collections growth, including
repatriated artifacts.
x
A coat check should not be overlooked in the space planning.
x
The enlarged gift shop should include opportunities for Oneida Elders to sell their
items.
x
Establish an opportunity for arts groups to use classroom areas on a rotating
schedule to include access to locked cubbies for supplies and materials.
x
Seek to increase partnership and collaboration opportunities with other museums
and cultural institutions in Green Bay.
4.2 Site
The assumed site for the relocated and expanded Oneida Nation Museum is the former
Woodland Worship Center on Highway 172 in Oneida Wisconsin. From a market and
financial perspective, the new site offers substantial advantages in comparison to the
existing ONM site. These include the following points:
x
Visibility from Highway 172, which connects to Interstate 41, with easy links to the
main Oneida Casino and Radisson hotel, which are less than two miles away.
Existing casino shuttles could easily include the new, better located Museum.
x
Proximity to the Green Bay Airport and other hotels, Bay Park Square Mall and other
commercial establishments and movie theaters.
x
Lambeau Field is only 5 miles away.
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x
Much closer to residential areas.
x
Substantial on-site parking.
x
Outdoor space that could be used for a traditional garden, outdoor exhibits and a
lacrosse field.
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All of these advantages create opportunities to attract more of the general public in
addition to Oneida Nation members and will therefore contribute to higher levels of
attendance and earned income.
It is also important to emphasize the cultural/historical importance of outdoor
opportunities and their relationships to the history and culture of the Oneida. In
particular, “Haudenosaunee knowledge is acquired from the relationships that are
witnessed within our Creation. In our Thanksgiving address, everything in the natural
world is our family. Vital to this belief is that all elements of creation have a spirit and are
all worthy of respect.” It is therefore “our Nation’s inherent duty and responsibility to
protect preserve, maintain and respect the preservation of our artifact collections, most
of which are created using materials from the natural world. Thus, our obligation as an
entire community is to take care of this responsibility now and for future generations to
come.”
4.3 Building
The space and facility assumptions that represent the work of Continuum Architects and
Planners, which took into account direction from the Oneida Nation architectural and
engineering team and the recommendations from Lord Cultural Resources.
Key assumptions are as follows:
x
The future Oneida Nation Museum will encompass 15,393 net sq. ft. (NSF) of
useable space and 22,060 gross sq. ft. (GSF), which takes mechanical, electrical
and circulation space into account as well as wall thicknesses.
x
The ONM will include 6,400 NSF of exhibition space plus 2,600 NSF of visible
storage of important or compelling artifacts in the collection. It is assumed that the
6,400 NSF of exhibition space will be flexible to accommodate changing permanent
and temporary exhibitions as specific opportunities arise. Temporary exhibitions
could either be developed internally focused on Oneida history, culture and
language, or externally developed and traveled from other museums to focus on
wider comparative Native American history and culture.
x
The exhibition space will include an increased emphasis on art as developed by
Woodland Indian Inc. and other Native American art, with opportunities for sales of
works of art in the Museum retail store. The Museum currently has over 500 pieces
of two-dimensional art in its permanent collection.
x
An 800 sq. ft. Oneida-themed children’s gallery will be part of the permanent
exhibition space of the ONM to reflect Oneida culture, including birthday party
opportunities and the making of corn husk dolls and baskets. It will be oriented to 3-8
year olds and thereby attract young families that would otherwise not consider
attending a museum focused on Oneida history and culture.
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Final Report
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x
A 1,000 sq. ft. multi-purpose auditorium will be available for lectures, films,
performances and other public and educational programs with a flat floor and
movable seats to accommodate up to 50 persons seated in the same space for
banquets or up to 100 persons for receptions. A variety of smaller spaces available
for rental opportunities will include the lobby and classroom. It is assumed that
ceiling and other design will seek to be circular in shape to reflect Native American
traditions. A catering kitchen will not be required given limited expectations for
rentals business and the fact that many catering companies cater from their own
trucks.
x
A retail space with 400 square feet of public space will be in place plus 120 sq. ft. of
storage space for on-line sales and 100 sq. ft. for office space. The public retail
space will be integrated with the admissions area to enable the same staff to handle
admissions, information and retail sales. The retail store will include a cooler for
limited pre-packaged food items and beverages and a Keurig or similar machine for
hot beverages because a restaurant or café is not recommended in the Museum.
x
All collections storage will be in the building, eliminating the need to potentially pay
for off-site storage, and/or to eliminate the cost and inefficiency of moving collections
back and forth. The Oneida Nation’s collections and archives “serve as a
representation that solidifies our sovereignty and self-determination as a Nation. In
addition, they serve as a reminder that we are unique and also what sets us apart
from other Nations.”
x
2,460 NSF of space will be allocated for work rooms associated with exhibition
development and collections as well as adequate other back-of-house space
provided to facilitate shipping of traveling exhibitions from or to other Native
American museums.
x
Offices will be limited to Museum personnel as Cultural Heritage staff will continue to
work from separate facilities. The staffing recommendations set out below indicate 9
full-time equivalent (FTE) staff, of whom up to seven would require offices or
workstations. However, with hybrid work in the office and home the size of the office
space and workstations will be limited.
x
A summary of the assumed space program is as follows.
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Final Report
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ONEIDA NATION MUSEUM SPACE TABULATION
Net Square Footage (NSF)
Space
Qty
NSF
Total
NSF
Notes
MUSEUM
Public Spaces
Lobby/ Exhibit
1 @ 1,000sf
1,000
Gallery - Permane
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