# Oneida Business Committee (2026) > Briefs, arguments, decisions, and more. URL: https://www.frixlaw.com/law-library/documents/tribal%3Aoneida_nation%3A3666ef4e932b9f00 ## Record - **Collection:** Tribal code - **Document type:** Tribal code ## Text Members Only Packet 1 of 144 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. 2 of 144 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 3 of 144 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 4 of 144 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: 5 of 144 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 Sent: Monday, April 6, 2026 4:52 PM To: 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 Cc: Danelle A. Wilson ; Janice M. Decorah ; David P. Jordan ; Fawn L. Cottrell ; Rhiannon R. Metoxen ; Kristal E. Hill ; Fawn J. Billie 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. 6 of 144 Members Only Packet 7 of 144 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.  $UHDVSRWHQWLDOO\LPSDFWHGRUDIIHFWHGE\WKLVUHTXHVW ‫ ܆‬Finance ‫ ܆‬Law Office ‫ ܆‬Gaming/Retail ‫ ܆‬Other: ‫ ܆‬Programs/Services ‫ ܆‬DTS ‫ ܆‬Boards, Committees, or Commissions 5. Additional attendees needed for this request: Enter (Name, Title/Entity) OR Choose from List Enter (Name, Title/Entity) OR Choose from List Enter (Name, Title/Entity) OR Choose from List Enter (Name, Title/Entity) OR Choose from List Revised: 0/0/202 Page 1 of 2 Members Only Packet 8 of 144  Supporting Documents: ‫ ܆‬Bylaws ‫ ܆‬Fiscal Impact Statement ‫ ܆‬Contract Document(s) ‫ ܆‬Law ‫ ܆‬Correspondence ‫ ܆‬Legal Review ‫ ܆‬Draft GTC Notice ‫ ܆‬Minutes ‫ ܆‬Draft GTC Packet ‫ ܆‬MOU/MOA ‫ ܆‬E-poll results/back-up ‫ ܆‬Petition ‫ ܆‬Other: Position Desc, Org Chart,Bu ‫ ܆‬Presentation ‫ ܆‬Report ‫ ܆‬Resolution ‫ ܆‬Rule (adoption packet) ‫ ܆‬Statement of Effect ‫ ܆‬Travel Documents  Budget Information: ‫ ܆‬Budgeted – Tribal Contribution ‫ ܆‬Unbudgeted ‫ ܆‬Other: Describe ‫ ܆‬Budgeted – Grant Funded ‫ ܆‬Not Applicable  Submission: Authorized Sponsor: Mark W. Powless, CEO Nation Services Primary Requestor: (Stacy S. Coon, Director/Oneida Nation Museum) ,QVWUXFWLRQV 1) Save a copy of this form for your records. 2) Print this form as a *.pdf OR print and scan this form in as *.pdf. 3) Attach a memoDGGUHVVHGWRWKH%XVLQHVV&RPPLWWHH describing your request 4) E-mail this form and all supporting materials in a *.pdf file(s) to: BC_Agenda_Requests@oneidanation.org 5) If you are submitting a resolution for adoption, please send the :RUG version of the resolution along with the Agenda Request file. 6) PleaseHPDLO%&B$JHQGDB5HTXHVWV#RQHLGDQDWLRQRUJwith any questions regarding this form. Revised: 0/0/202 Page 2 of 2 Members Only Packet 9 of 144 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 Members Only Packet 10 of 144 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. 11 of 144 # 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. Members Only Packet 12 of 144 Oneida Nation Post Office Box 365 Phone: (920) 869-2214 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 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 Members Only Packet 13 of 144 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 Members Only Packet 14 of 144 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 ŶĞdžƚ ďƵĚŐĞƚƌĞǀŝĞǁ͍ 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 15 of 144 hŶďƵĚŐĞƚĞĚWŽƐŝƚŝŽŶZĞƋƵĞƐƚ&Žƌŵ WĂŐĞϮ ŶĂůLJƐŝƐŽŶĚƵĐƚĞĚLJ͗ ĂƚĞ͗ ;WůĞĂƐĞĂƚƚĂĐŚĂĚƌĂĨƚĞĚŽƌŐĂŶŝnjĂƚŝŽŶĂůĐŚĂƌƚ͕ĚƌĂĨƚũŽďĚĞƐĐƌŝƉƚŝŽŶ͕ĂŶĚĂŶLJŽƚŚĞƌĚĂƚĂƚŽĚĞŵŽŶƐƚƌĂƚĞŽƌƐƵƉƉŽƌƚLJŽƵƌƌĞƋƵĞƐƚ͘Ϳ dZD/Ed/KE͗ Position Not Needed DutiesƚŽďĞ Realigned ΎΎWŽƐŝƚŝŽŶƚŽďĞƐƵďŵŝƚƚĞĚƚŽKŐĞŶĚĂ ΎΎ/ĨƐƵďŵŝƚƚŝŶŐƚŽKŐĞŶĚĂ͕ŵƵƐƚŝŶĐůƵĚĞĚƌĂĨƚĞĚƌĞƐŽůƵƚŝŽŶ͕ĨŝƐĐĂůŝŵƉĂĐƚ͕ƵŶďƵĚŐĞƚĞĚƉŽƐŝƚŝŽŶƌĞƋƵĞƐƚ ĨŽƌŵ͕ĂŶĚĚƌĂĨƚĞĚƉŽƐŝƚŝŽŶĚĞƐĐƌŝƉƚŝŽŶ͘ ĨŽƌŵ͕ĂŶĚĚƌĂĨƚĞĚƉŽƐŝƚŝŽŶĚĞƐĐƌŝƉƚŝŽŶ͘ 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. Members Only Packet 17 of 144 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: 18 of 144 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. Members Only Packet 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. Members Only Packet 20 of 144 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. Members Only Packet 22 of 144 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 23 of 144 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 Members Only Packet 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. Lord Cultural Resources 2 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan: Final Report 26 of 144 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 Lord Cultural Resources 1 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 27 of 144 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. Lord Cultural Resources 2 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 28 of 144 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. Lord Cultural Resources 3 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 29 of 144 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 Lord Cultural Resources 4 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 30 of 144 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. Lord Cultural Resources 5 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan: Final Report 31 of 144 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 Lord Cultural Resources 6 Members Only Packet 32 of 144 Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 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) Lord Cultural Resources 7 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 33 of 144 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 Lord Cultural Resources 8 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 34 of 144 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 Lord Cultural Resources 9 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 35 of 144 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). Lord Cultural Resources 10 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 36 of 144 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 Lord Cultural Resources 11 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 37 of 144 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 Lord Cultural Resources 12 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 38 of 144 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 Lord Cultural Resources 13 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 39 of 144 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. Lord Cultural Resources 14 Members Only Packet 40 of 144 Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 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. Lord Cultural Resources 15 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 41 of 144 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 Lord Cultural Resources 16 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 42 of 144 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. Lord Cultural Resources 17 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 43 of 144 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 Lord Cultural Resources 18 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 44 of 144 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. Lord Cultural Resources 19 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 45 of 144 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. Lord Cultural Resources 20 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 46 of 144 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- Lord Cultural Resources 21 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 47 of 144 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. Lord Cultural Resources 22 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan: Final Report 48 of 144 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 Lord Cultural Resources 23 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 49 of 144 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, Lord Cultural Resources 24 Members Only Packet Oneida Nation Museum: Relocation and Expansion Business Plan Final Report 50 of 144 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 [Text truncated at 120,000 characters. The full text is on the page linked above.] --- Source: Frix Law Library, https://www.frixlaw.com/law-library/documents/tribal%3Aoneida_nation%3A3666ef4e932b9f00. Public record. Not legal advice.