Attachm

Risk Assessment

Date of Issue: - 7 November 17Verson No: Version 1 :1Client: Cultural Infrastructure Program Management Mice

SENSITIVE: CABINET

JOHNSTAFF

SRI:7;1TUE C,AFW.FT

Table of Contents

1. Executive Summary 1

2. Risk Management Approach 1

3. Risk Register Format and Analysis 2

3.1 Risk Categories2

3.2 Risk Evaluation2

4. Risk Reporting and Assurance 2

4.1 Project Level Reporting2

4.2 Infrastructure NSW Infrastructure Investor Assurance Framework2

Appendix A — The MAAS Project Risk Register 2

List of Tables

Table 1 — Likelihood Measures 2

Table 2 — Consequence Measures 2

Table 3 — Risk Matrix 2

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1. Executive SummaryThe planning for, and development of, the New Museum in Western Sydney (the Project) is a major capital infrastructure project, and will be a key aspect of the NSW Government's investment agenda in arts and culture. The Project is comprised not only of Infrastructure design and delivery but also significant works in the areas of programmatic strategy, content development, and the preparation and transition of the collection.

Given the interdependencies that exist between the New Museum in Western Sydney and Ultimo Presence Projects (jointly the 'MAAS Project'), particularly in relation to the transition of the collection, programme and reputation, it has been determined that many of the MAAS Project risks are shared. For that reason an overarching Risk Register has been developed that may be filtered by 'Western Sydney', 'Ultimo' or

This Risk Assessment documents and summarises the key project risk management issues, and mitigation strategies, for the identified risks facing the MAAS Project. The Risk Assessment, Register and approach has been undertaken in accordance with AS/NZS ISO 31000:2009 Risk Management — Principles and Guidelines.

The Risk Assessment, and associated Risk Register, will be used to monitor and review the risks identified as potential threats to:

· The successful planning, procurement, delivery and commissioning of the project;

· The reputation of MAAS and Government during the development and the consequent to the establishment of the Project; and

· The ability to operate and achieve strategic business outcomes for the Project through the relocation of facilities and execution of the new MAAS operations as a result of the Project.

During the Extended Final Business Case (EFBC) Phase risks have been addressed at the Project Control Group (PCG) and Project Steering Committee (PSC and updates provided on mitigation measures in place and to any changes to risk ratings.

The Risk Register captures risks at all project phases, from the Final Business Case phase through to detailed implementation andcommencement of museum operations on the New Museum in Western Sydney and Ultimo Presence, and will be used and updated throughout the project.

The Project will be subject to a rigorous and continuing risk management process to ensure tha: material risks are identified and managed effectively throughout its execution. The risk assessment has and will be a continuing process in consultation with the MAAS, CIPMO, the Department of Planning and Environment, NSW Treasury, Department of Premier and Cabinet and Infrastructure NSW. Further consultation with other government agencies will be undertaken during the Implementation Phase of the Project.

The Infrastructure New South Wales (INSW) 'Infrastructure Investor Assurance Framework' IIAF; is the Gateway Coordination Agency Framework for Capital Projects under the NSW Gateway Policy. The IIAF process is designed to ensure the Government's key infrastructure projects across NSW are delivered on time, on budget and in accordance with government objectives. This is achieved by providing independent risk advice to delivery agencies and reporting to Cabinet and the Minister for Infrastructure, so they can receive early warning of any emerging issues, arid to act ahead of time to prevent projects from failing. In accordance with the IIAF the New Museum in Western Sydney Project has been classified as 'Tier 1 - High Profile High Risk' (WHIR).

The MAAS Project Risk Register is provided in full at Appendix A.

2. Risk Management ApproachThe Risk Assessment and Risk Register detail the key, unique, project risk management issues and mitigation strategies for the identified risks facing the Project. The Risk Register has been used as a proactive project management tool to monitor and review the risks identified as potential threats during the development of the EFBC and Ultimo Investment Case (UIC).

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To inform the project risk management activities, a detailed analysis of project risks has been undertaken. Risk workshops and individual discussions have been held with representatives of MAAS, CIPMO, the Department of Planning and Environment, NSW Treasury, Department of Premier and Cabinet and Infrastructure NSW. The risk analysis has involved the following steps'

· Risk Identification - Identification of all material process and project risks;

· Assessing Risk Impact - Determination of whether there is a cost or delay impact, or less tangible impact;

· Assessing Risk Exposure - Determination of the risk exposure, being a function of: — risk likelihood — being the likelihood or probability of the risk occurring; — risk consequence — being the consequence the risk will have;

· Developing the Mitigation Strategy - Identification of possible mitigation strategies to reduce the risk exposure. The scope of the risk assessment relates to the New Museum in Western Sydney and proposed Ultimo Presence, arid is focused on significant process risks that affect the project planning arid procurement phases as well as project risks that may arise during the pre-construction ; construction and operation phases.

An early and robust risk assessment during the EFBC phase of the Project has enabled risk management strategies to be developed, to give confidence to the Project Governance about the status and 'health' of the Project. The key tasks of the risk assessment process for the EFBC have been:

· Review, and evaluation of the previous Final Business Case Risk Assessment to identify appropriate ongoing risks and those associated with the Ultimo Presence;

· Develop the attached MAAS Project Risk Register (including mitigations and risk owners);

· Risk workshop 01 with the Project Control Group (KG) in which risks were identified/reviewed, analysed and evaluated (held 07 June 2017);

· Issue revised risk matrix for comment, review and acceptance by workshop participants and governance;

· A Risk Update session with the PCG (10 August 2017),

· Risk Workshop 02 which options arid overall reputation and project interdependencies risks were identified/reviewed analysed and evaluated ;held 23 October 2017);

· A Risk finalisation process with CIPMO including a discussion and review of the Register in November 2017, prior to inclusion within the EFBC. Risks that relate specifically to the Project Options are discussed in the EFBC Section 04.

3. Risk Register Format and AnalysisEach identified risk shown on the Risk Register has been assessed to determine its level of consequence, and the likelihood of the consequence occurring based on the criteria in Table 1 and Table 2. Primary impact areas considered in the risk analysis criteria include project cost increases, delays and reduction in the functionality of the built facility.

Table 1 — Likelihood Measures

Descriptor Definition

Almost Certain This event is expected to occur in most circumstances.

Likely This event will likely occur in most circumstances.

Possible This event could occur sometime.

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Unlikely This event is not expected to occur.

Rare This event may occur in exceptional circumstances only

Table 2 — Consequence Measures

Descriptor Impact

Rating

Cost

Time

Quality

Severe

Over $2M

Delay over 3 months

Dysfunctional facilitiesMajor

Moderate

Minor

Insignificant

Over $1M

Delay over 1 month

Significant disruption

Over $200K

Over $20K

Less than $20K

Delay up to 1 month

Some disruption to operations

Delay up to 1 week

Minor defects easily rectified

Delay less than 1 week

Minor defects not requiring rectification

3.1 Risk Categories

The following risk categories have been identified and inform the structure of the Risk Register. The intention of the categories is to group like risks, and also provide a high level chronological order to risks:

· Reputational and Communications Risks

· Business Case Implementation Risks

· Regulatory Process and Legislative Requirements

· Design and Design Competition Risks

· Planning and Site Risks

· Procurement Risks

· Construction Delivery Risks

· Collection and Logistics Risks

· Implementation, Transition and MAAS Operational Risks

3.2 Risk Evaluation

During the risk evaluation phase, the consequence and likelihood for each identified risk were assessed together to determine the overall risk rating. The purpose of deriving an overall risk rating is to assist in determining the frequency of monitoring and reporting of the risks identified.

Table 3 — Risk Matrix

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Consequence

Insignificant Minor Moderate Major ver•

Rare

Unlikely

Possible

L i k e l y

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4. Risk Reporting and Assurance

4.1 Project Level Reporting

The New Museum in Western Sydney Project governance is to be convened to guide and monitor the process of converting the Government's investment decision into value, delivering upon the benefits identified and managing the risk profile of the Project.

Risks will be managed within the proposed governance structure for the Project, and the requirements for risk reporting are detailed within the Terms of Reference for each group as detailed in the New Museum in Western Sydney Governance Arrangements. Within this structure, the PSC will be responsible for endorsing treatments for strategic risks and project risks with high consequence and/or likelihood ratings. The project director will be responsible for monitoring and re-assessing risks and risk ratings, maintaining and updating the risk register, identifying potential treatments for risks and escalating risk management to the PSC as appropriate. Critical risks and the proposed treatment will be reported to MAAS and other key Stakeholders as required.

Risk will be managed and categorised as either strategic or project-level risks. Strategic risks will be those expected to have broader impacts beyond the project, for example, inter-agency risks and state-wide risks. These may have state or region wide significance and require high levels of management and coordination. Project-level risks will be those with specific impact on the project's ability to meet its objectives or operate within the specified constraints.

Key features of the risk identification and management process incorporate the following:

· All risk treatments have been assigned ownership and treatment actions will be incorporated into the Project work plan (particularly for those risks categorised as requiring urgent and immediate action)

· The status of each risk has been assigned as open or closed. When risks are completely mitigated through sonic form of treatment or completion of a project milestone, these will be listed as closed (but not deleted).

· A risk profile for strategic and project risks will be identified and managed using a dedicated risk register and reporting through the project management structure and project governance structure.

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4.2 Infrastructure NSW Infrastructure Investor Assurance Framework

The InfrastructOre New South Wales (INSVV) 'Infrastructure Investor Assurance Framework'is described in the Gateway Coordination Agency Framework for Capital Projects under the NSW Gateway Policy (December 2016;. The IIAF risk process (risk-based external assurance framework) aims to do the following for large government projects:

· Improve Value for Money

· Improve the effectiveness of decision-making

· Optimise use of existing assets

· Improve investor oversight

· Enable best practice (procurement, delivery) across agencies

· Getting the balance right between transparency and confidentiality

Risk-based assurance means that different levels of assurance and reporting are applied proportionate to a potential risk profile. The qualitative risk profile criteria are:

· Level of government priority

· Agency capability

· Interface complexity

· Procurement complexity

· Essential service

The investor assurance process is designed to ensure the Government's key infrastructure projects across NSW are delivered on time, on budget and in accordance with government objectives. This is achieved by providing independent advice to delivery agencies and reporting to Cabinet and the Minister for Infrastructure, so they can receive'early warning of any emerging issues, and to act ahead of time to prevent projects from failing. There are three main components to the independent investor assurance process:

· Gateway Reviews and Health Checks;

· Project reporting based on inputs provided by delivery agencies; and

· Monitoring conducted by Infrastructure NSW.

According to the IIAF the New Museum in Western Sydney is a 'Tier 1 - High Profile High Risk' (HPHR) project, because it:

· Scores 5.0 in the Weighted Risk Score (see below), and

· Has an Estimated Total Cost (ETC) in the range of $500M - $1Billion.

INSW places more scrutiny on projects that need it most. Hence the review, reporting and monitoring requirements for a Tier 1 - HPHR project involve increased detail and obligations. These detail requirements are summarised briefly below:

4.2.1 Gateway Reviews and Health Checks

Gateway Reviews are mandatory at all six Gates, for a Tier 1 - HPHR project

· these offer focused, independent, expert advice at key project litecycle points, to strengthen governance and assurance processes;

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· these Gateway Reviews are supported by periodic Health Checks. optional at all phases (for a Tier 1 - HPHR project), except during the Delivery Phase when it is Mandatory;

· Health Checks are scheduled as required by Infrastructure NSW, and aim to identify issues which may emerge between discussion points.

The Project has already been subject to Gateway Reviews and a Health Check during the development of the FBC.

4.2.2 Project Reporting

For a Tier 1 - HPHR project reporting will be: conducted monthly, lodged by the delivery Agency, reviewed by INSW, and endorsed for Cabinet by IIAC. Reputing will include:

· timely and comprehensive project reporting in the agreed format;

· close-out Plans and Mitigation Plans, as necessary;

· traffic light system indicators of overall project status, cost and time performance.

4.2.3 Monitoring by INSW

INSW will monitor project status and findings from the Gateway Reviews and Health Checks. Tier 1 - HPHR projects, INSW will provide regular project reports and summary findings to Cabinet and the INSW Board.

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Appendix A — The MAAS Project Risk Register

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Attachment

Benefits Realisation Strategy

Date of Issue: 7 November 2C1 7

Verson No: 1.0

Client. Cultural Infrastructure Program Manacemen. gtic

SENSITIVE: CABINET

JOHNSTAFF

SRISITUE r.ARf .FT

Table of Contents

1. Introduction 1

1.1 Project Description

1,2 Benefits Realisation Strategy 1

1.3 Project Vision 1

1,4 Project Strategic Objectives 1

1.5 Key Benefits and Impacts 2

2. Approach to Measuring Benefits 3

2.1 NSW Government Benefits Realisation Management Framework 3

2.2 Benefit Principles 3

2.3 Benefit Categories 3

2.4 Benefit Realisation Register 4

3. Benefit Governance 5

3.1 Roles and Responsibilities 5

Appendix A — Benefits Realisation Matrix 6

List of Figures

Figure 1 - NSW Benefits Realisation Management (BRM) classification diagram 4

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1. Introduction

1.1 Project Description

This document describes the proposed Benefits Realisation Strategy for the New Museum in Western Sydney Project (The Porject'). The planning for, and development of, the Project is a major capital infrastructure project, and will he a key aspect of the NSW Government's investment agenda in arts and culture and its contribution to the growth of Western Sydney. The Project is comprised of Infrastructure design and delivery; significant works in the areas of programmatic strategy and content development; and the preparation and transition of the MAAS collection.

The development of the New Museum will involve the construction of an iconic new facility. Making the facility fit-for-purpose will be dependent on a series of concurrent and interrelated project streams that will require appropriate resource capacity and capability for successful delivery.

1.2 Benefits Realisation Strategy

This Benefits Realisation Strategy has been developed in accordance with the NSW Government Benefits Realisation Management Framework. The key project benefits were identified and agreed with the Project Control Group, the Cultural Infrastructure Program Management Office tCIPM0; and through the development of the Project Economic App►aisal. The Strategy provides a framework to monitor the realisation of project benefits during the project implementation and operational phases. The Benefits Realisation Strategy is used to define the benefits of the overall project and responsibilities for their realisation, measurement and reporting. The objective of the Benefits Realisation Plan is to ensure that those involved in the implementation have:

· A common understanding of the expected strategic outcomes of the Project;

· Identified the key implementation outcomes, who will be accountable for the outcomes' benefits and how they will be measured; and

· Record which initiatives will be required to ensure the delivery of the expected outcomes, who will be accountable for their implementation and their completion timeframe

The Benefits Realisation Register includes high level information about the proposed types of benefits applicable for the key outcomes and where possible, it will also include detailed metrics, including targets, baselines and timelines for the benefits to be measured. Following the approval of the Extended Final Business Case (EFBC), the Benefit Realisation Register will be used to track and record the benefit progress. This register will be maintained as part of the Project Governance.

1.3 Project Vision

"A world class 21' century museum in Western Sydney, focused on Science and Innovation that will meet the needs and aspirations of the community and deliver an exciting new cultural destination tot the people of NSW and beyond."

1.4 Project Strategic Objectives

The following Project Objectives, endorsed by the MAAS Project Steering Committee, have been developed as a summary of the intended purpose, character and direction of the Project. The objectives of the New Museum in Western Sydney Project are to:

· Create an architecturally iconic, and world-leading museum, which helps to shape the city, and is specifically designed for the needs of the 21st Century;

· A contemporary museum that facilitates both physical and digital museum experiences through personalisation, innovation, technology, knowledge sharing and exchange platforms;

· World-class education and research facilities embedding interactive and emerging technology;

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Reduced cost

Benefits

Figure 1 - NSW Benefits Realisation Management (BRM) classification diagram

Cost avoidance

Improved

performanceNon-financial

intangible

Non-

Cost avoidance (not

Financial

intangibleIncreased

revenue

SFNSITUF 1.',ABIr•

· To compare and prioritise benefits, in order to focus on the higher value benefits; and

· To set performance targets at which to confirm subsequent success.

Non-financial benefits cannot be quantified and therefore may not be identified in the initial Business Case. Surveys may be required to measure these KPI's. There are various ways of categorising benefits and dis-benefits. Below is the NSW Benefits Realisation Management (BRM) classification diagram:

Notes (and classification examples)

Not quantifiablee.g. increased staff engagement

Realisable as cashe.g. increased uptime for onlinepurchases of services

Not realisable as cashe.g. avoided cost for upgradingIT system

Realisable as cashe.g. elimination IT systemhosting costsRealisable as cash

e.g. reduction FTE

Not realisable as cash e.g. fewer steps in the process

Not quantifiablee.g. value of improved reportingon decision making

2.4 Benefit Realisation Register

The Benefits Realisation Register (Appendix A) joins the dots between the high-level project Strategic Objectives and the target benefits. This matrix defines the Enablers and owners of each Benefit. The Register is a tool to be used to track and manage the performance of benefits realisation over the implementation of the Project. The register extrapolates each benefit into measurable, achievable actions to be tracked over time. Using the NSW Benefits Realisation Management Framework, the register will monitor, evaluate and manage the progress of benefit realisation across the life cycle of the Project. The register identifies success criteria for each benefit, including method of measurement and baseline vs target measures. The owner of each benefit is also defined, along with a tiineframe for monitoring and measuring benefit performance.

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3. Benefit Governance

3.1 Roles and Responsibilities

The Benefits Realisation Register shows the benefit owner who will he accountable for achieving and realising each benefit. The register also tracks the timeframe and frequency for reporting upstream, to ensure that benefit performance is endorsed and remains strategically aligned.

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Appendix A — Benefits Realisation Matrix

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New Museum in Western Sydney • Benefits Realisation Register

JOHN STA FF

BenefitEvaluate and Measure Benehtplesussebte erdede Id Datemine Success

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Met. irosee.1·Ira 5 yews A Im ran ..5535 bras.. the Ecoracre Awaisal. AWkwort d menu. 405239 In re ERIC 4451012 made 144 .titom.

WAS Or. arscrie. CalIcecira SiEd...

2023..

.1.348.0.. gene. l

...44p 1034.1ngare goresthe 41.415231391143· I.eed tediteaw eletecra· Increased aid. mest.on

20

A stager. mere maramicaly mut.' OLU,S

·Ire.. Me relo cl WAS se%Fn.., in.. wend

Aleern cp..·lc¢al . and isene de

· Cure nei. me.· Cm. WAS Wok. Mb· Culrs cualMilr Sa111101.1 dal·Parktrnanry of ccordend

15511559+51 Pe . adlecniWAS Dr. P. lAseurn Pe. / Cirecla C.rale ROOMS I CFO

2023 orreerd

pardrillal MAMA

.......weed·wow

krecasegrevues eceneel.in

the EFBC cpraband me.

3i eyesegae ire mei. fie 3W934Is, solo conlviroll drilicproint VI As as

21

Couunua few Nat 23n be Wes I lo NV lee deeleenen1 d le New Akearn

· Captil

Fn..

· NSW State 13.41

Onreenere Incene

Rs. in Ire. Wave Ca. P.aea and as... co..

C04110

20173555.54

IMu robot Alarreng . denarystate. 33 .tie Melon 13565 remWei. Sydneynee. weraynent22

Ova. riga.. WM aulelcas dieing eie Ware.

· .nenacce d .erce engagement SI l.I.3· Iranae crincendgenere nunten· Pos. tan ow Amu WAS Bra. Heine an,· An..

Nenfliereal.69.5453 geloweree

· AIMS kesilalon data· Oder ervei dm· Inernal rneeri du

· Oslaros ...el ani Imogene, ivy· 3.414 .

NA

Aim. SW Wu 111.11001111MiL O.. and Teicer. Pro,. dewed reed . Prolect Plans

MAAS Drew P.m.2310 W..

0017 cricarre la143.3d.ng.)

_

E59171.11.WAS Otecla5350141.C.deris aExt.ens°PIO

23

The inereon d Sycneys .. tering, rierearg ao.tely to Du . and callra sec. in West.n 91,041,

Ginnin d antral a.. in 06.11·Sy0i,

Norf.. end Frenoi

· Were Syd.· Orreit data

Mae.tl rain cl WS modses e meta ille grins we VAP pt..)

WAS Ds. Program 5 En... WAS Orow 04504. Cele. 4 &stoked2017 cc.. Me. 040.)

DWI PrSOOoku leartirs

JEflattsh No tounimocn . • etc.scie. in.lm and akal prlionct in Vies. 554.

24

Stepan Uei teen. endCarglace. lee d 1 d vie Nee·Aluseun

leceFinweal and Recce

Afees915 al surround,·mpa.I ol croaltvo ontrstnes etc *lc...,

· Cie. data

Track 1 11 d deem, raw. 14,214/.1..1.3 MO.

C3P140

2023 ceeend

..9111e$ Wes.00.0740114 ci 554.0

K Tne pr./ is 43 act. Vale mar23

a.m. ale. Iran pair. ...no .· Grown d Weed ollengs in Win. 03.0.43· FT.., ..

F.. ecru. rm. reduced .

Maw, COMM.' III·aapuning . warm data

· Cer. data

·Agreed % in...

WAS Dir.2017 ore. Onclude .3440)

Nay la ne acel 4.1atery Ga..

scorers

0...5 Eterrel Mum

SENSMVE:CABINET

Attachment

Communications & Engagement Strategy

SENSITIVE

44. 414JOHNSTAFF •