Whakamana Cannabis Museum co-founder Abe Gray
Whakamana Cannabis Museum co-founder Abe Gray

BusinessMarch 16, 2020

The founder of a failed cannabis museum sounds a warning for similar startups

Whakamana Cannabis Museum co-founder Abe Gray
Whakamana Cannabis Museum co-founder Abe Gray

Cannabis legalisation could present a valuable opportunity for small businesses and startups looking to be part of a growing global industry. But will stigma around cannabis use stand in the way?

Around the world, cannabis is blooming. In the US, Canada and Europe, law changes have brought about partial or full legalisation of medical and recreational cannabis, allowing businesses to take advantage of new opportunities and provide a profitable product to a growing market.

With the medicinal cannabis scheme coming into affect in April and the cannabis referendum set for later this year, reform is on the horizon in New Zealand too. However, according to activist and educator Abe Gray, cannabis stigma here is among the worst in the world and could be suffocating commercial opportunities.

The founder of Whakamana: the Cannabis Museum of Aotearoa, Gray says countries that are generally seen as more conservative have come to terms with legalising cannabis while New Zealand has not. Even many hard line Republicans in the US have stopped talking about it, while our more conservative politicians are still actively campaigning against cannabis.

Whakamana was to become an extensive centre of “cannabis excellence” in Christchurch in which museum exhibits folded away to reveal an alcohol-free nightclub by night. However a recent bid to crowdfund the project failed, with the PledgeMe campaign reaching a total of $214,616 of its $2m target before closing a fortnight before Christmas.

While Gray admits that it was an ambitious target, and that the time of year probably affected their total, he suspects the stigma around recreational cannabis use is the main culprit for the failed campaign.

Originally from Minnesota in the US, Gray has lived and worked in New Zealand for most of his adult life. He has more than 20 years’ experience in the cannabis industry. He says the ongoing stigma is not only damaging to start-ups like his own but also to small businesses aiming to sell hemp products. Even though their products contain no psychoactive components, hemp businesses still have to spend time and resources educating the public before they can even get off the ground, Gray says.

This is the case when it comes to attracting investors too, with many hemp businesses having to temper their plans or adulterate their products in order to attract interest. That’s an approach which might work for the short term, but Gray is sceptical about its long-term viability.

“Some of [these businesses] are killing off potential avenues of profit and other areas of potential revenue by narrowing the focus to please investors,” he says.

In November 2018, New Zealand became the last country in the world to make hemp seed legal for human consumption – previously, it was only hemp oil that New Zealanders were able to consume.

The minimum target to set up Whakamana, or the New Zealand Institute of Cannabis Education, Research and Development, was $1m. The idea lives on as Gray and his partners search for private investors, but the museum will most likely take on a different form from that originally planned.

The planned site for Whakamana: the Cannabis Museum of Aotearoa in the Arts Centre precinct of Christchurch

Gray and co-founder Michael Mayell, of Cookie Time fame, had hoped to eventually grow the museum and add a cafe and hemp food eatery, a boutique shop selling hemp products, and an alcohol-free plant-medicine shot bar, if the upcoming cannabis referendum allowed for that.

Gray says in hindsight perhaps their lofty goal and unashamed promotion of cannabis use had pushed the envelope too far. The more simple goal now is to set up a series of Wellington-based pop-up museums in advance of the referendum and take it from there depending on the results. The first pop-up is planned for April.

The taboo around cannabis in New Zealand is surprising to many foreigners, Gray says. They come from overseas expecting to find a liberal utopia here, but discover it is nothing of the kind – at least as far as cannabis is concerned. He says the law makes the country look draconian and out of touch.

“Overseas it’s not an issue; it makes us look backward. [On the safety of cannabis] the jury is in, in terms of the science,” he says.

So will he tone down his museum’s focus in order to appeal to more conservative New Zealanders, many of whom might come to accept medicinal marijuana but may never condone recreational use?

Gray says no. “The difference between medical use and recreational use is not a hard line – a whole lot of medical users wouldn’t qualify under the new legislation.

“If you’re using cannabis every day and you’re still a functioning professional with a life and you’re getting benefits out of it, it’s not the same as if they were sculling spirits throughout the day, it’s a fundamentally different drug.”

“People are scared of the focus on recreational, but ‘recreational’ is just a word.”

Cannabis was completely outlawed in New Zealand in 1965 as part of a global trend to prohibition. But it’s estimated that over 450,000 New Zealanders still use it in any given year. If passed, the September referendum would make cannabis legal under a range of controls on its manufacture, sale, purchase and consumption. Polling has shown the country is fairly evenly divided with signs of slowly growing support for legalisation.

“We are at the front line of breaking down the stigma. We aren’t going to tone it down just to get more money. The rest of New Zealand will eventually catch up with us,” Gray says.

“I refuse to throw recreational cannabis under the bus.”

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BusinessMarch 16, 2020

Some practical steps for workplaces in a Covid-19 world

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Getty Images

Both the outbreak and the measures put in place to staunch it are already having a major impact on New Zealand businesses. It won’t solve all your problems, but amid the maelstrom you can introduce some simple practical measures for health and infection control, writes former public health worker Richard Simpson.

How do you plan for Covid-19 in your workplace, and keep people motivated and interested for months when it can be unclear what you are preparing for?

It is important to create a pandemic preparedness plan if you haven’t already, and one step of this is working through the different options and talking about how everyone can play a part.

At the management and strategic level, a lot of this pandemic preparedness is about old-fashioned business continuity (such as absenteeism, resources, backup staff, supplier arrangements and contractual requirements). While there are many moving parts, it can help to focus in turn on practical things that everyone can contribute to. Such as how to take these public health and infection control messages you are hearing and put them into practice.

Mnemonics are a great way to determine what is relevant, to get some discussion going and to give people a sense of control. If you’re giving a presentation you’ll probably have the old adage in mind to KISS (Keep It Simple, Stupid) and to make sure your points are SMART (Specific, Measurable, Attainable, Relevant, Timely).

Mnemonics are already a useful tool for emergency management and training in general. At an emergency scene, someone trained in CIMS (Coordinated Incident Management System) may run through a GSMEAC briefing to get you up-to-speed on the Ground, Situation, Management, Execution, Administration and Logistics, Command, Control, Communications of an incident. First aiders might run through DRSABCD (Dangers, Response, Send for help, Airway, Breathing, CPR, Defib), and if you sprain you ankle you will be sure to go and RICE it with Rest, Ice, Compression and Elevation.

Think of the infection risks in the workplace, for your team, or for your individual roles. Remember that Covid-19 is typically spread by close contact or droplets and can largely be managed by simple, practical cleaning.

Remove

What would it mean to remove the risk? Such as for staff to work from home? To have virtual instead of physical meetings?

What would be the cost, such as additional time, resources, money, productivity, relationships with customers, staff and clients? How quickly could you implement? How sustainable would it be?

Replace

How about if you replace some of the steps in a process? Such as taking away the pen and paper of the sign-in book at reception – and asking someone to give the information verbally? Or asking customers to pick up their food at the counter rather than wait staff walking around the tables?

Again – what is the cost, speed of implementation and sustainability?

Reduce

Another priority will be to reduce the risk. To use hand sanitiser and to regularly wipe down surfaces? To increase social distancing in the office and for meeting rooms? To keep close patient/customer contact to a minimum?

Cost? Speed? Sustainability?

Record

Do you have forms and a process to record Covid-19-specific incidents and to document the steps you took? If a customer or client tells you they were ill? If a staff member comes down with Covid-19 and you want to check who they interacted with? To document a Personal Protective Equipment (PPE) failure for (trained) staff who may be unfamiliar with the type or level of PPE, or who are finding it challenging to use the PPE more often?

What can you do now?

  • Run a quick workshop.
  • Introduce mnemonics such as Remove, Replace, Reduce, Record.
  • Notice what options stand out in discussions, and talk about how everyone can play a part.
  • Send people home with “four R” wallet cards or posters.
  • Email a tidy summary of options to senior management.

Any other mnemonics that might help? Let us know.