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Stakeholder Engagement Plan

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Table of Contents

1.0 INTRODUCTION

2.0 STAKEHOLDER ENGAGEMENT SCOPE

2.1 Exclusions

2.2 Engagement objectives

2.3 Project phases and objectives2.4 Engagement framework

2.5 Engagement principles

3.0 STAKEHOLDERS

3.1 Primary Stakeholders

3.2 SECONDARY STAKEHOLDERS

4.0 KEY MESSAGES

4.1 Business as Usual

4.2 Design Competition and Planning Phase

4.3 Procurement Phase

4.4 Construction Phase

4.5 Closure of Ultimo

4.6 Transition and Opening of MAAS Parramatta

5.0 RISK MANAGEMENT

6.0 STAKEHOLDER ENGAGEMENT STRATEGY

6.1 Stakeholder Engagement Strategy

6.2 Current Western Sydney Programs

6.3 New Museum Milestones of activity until 2023

Attachment A:

Stakeholder Engagement Register

M

Museum of XSApplied Arts& Sciences

THE NEW MAAS MUSEUMSTAKEHOLDER ENGAGEMENT STRATEGY

2016-2022

1.0 INTRODUCTION

Following a commitment to relocate the Powerhouse Museum from the Ultimo site to Western Sydney, in April 2016 the NSW Government announced that the banks of the Parramatta River were the preferred site for MAAS Parramatta.

The New Museum will be the anchor of the new Parramatta Arts and Cultural Precinct, with the site delivering a vibrant, exciting community hub that can be easily accessed by the community and enjoyed day and night.

With the preferred site selected, detailed planning work will now commence, which will involve stakeholder and community consultation.

To underpin the achievement of the New Museum vision, the following have been established by MAAS as the core Project objectives:

· Provide an anchor institution to support NSW Government and City of Council's plan for urban renewal and growth in Parramatta and Western Sydney.

· Deliver economic returns to the State and increase financial sustainability of operations by:

n Increasing and diversifying MAAS revenue streamsn Reducing dependency upon grant fundingn Establishing a funding program that delivers capital costs of building a new

museum and ensures ongoing investment in renewaln Ensuring significant growth in access to markets, partnerships and customers

· Support objectives of the ArtsNSW Arts and Cultural Policy Framework· Contribute to a dynamic cultural precinct in Parramatta that supports the prosperity and

liveability of Sydney, Western Sydney and particularly, Parramatta.

Successful stakeholder and community engagement will help to set the tone for the New Museum, now across the lifespan of the project. Consistent communication of key messages will help to guide attitudes towards the project and manage the impact of adverse reactions.

2.0 STAKEHOLDER ENGAGEMENT SCOPE

This strategy outlines engagement activities and opportunities to champion the project in the media and amongst stakeholders across the lifespan of the project, from the planning and design phase, which will commence in 2017, through to the transition of the museum to opening in Parramatta.

The purpose of this framework is to:

· Proactively inform and engage with key stakeholders and the public about the vision and progression of the New Museum.

· Create regular, proactive, positive media and public commentary about the MAAS Parramatta project, to shift the focus away from Ultimo vs Parramatta / East vs West

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divide, and to embrace the vision of an iconic museum for the whole of Sydney, NSW and Australia.

· Highlight milestones and opportunities for the NSW Government to champion the project in the media and amongst stakeholders.

· Identify opportunities to engage stakeholders and the community with regard to the planning process.

· Support the preparation of the final business case and the development of partnerships to assist in the delivery of the project.

· Showcase global and local best practice and position the museum as an innovative and collaborative institution.

2.1 Exclusions

The engagement and communication requirements around planning and community consultation for the development of the Parramatta Arts and Cultural Precinct are different to the engagement needs for this initial period of gaining stakeholder understanding and support for the move to Western Sydney and the chosen site for New Museum. This framework identifies community and stakeholder consultation opportunities, however a separate communication and engagement strategy will be developed for this body of work.

There are synergies between the stakeholder and communications work required for both the Museum and the precinct work. As such there may be opportunities to deliver integrated activities that add value to one another once the program for the precinct work is further developed.

2.2 Engagement objectives

· To develop a shared understanding of the objectives of the project· To identify and support advocates to promote the New Museum message· To ensure clear, consistent and timely communications· To understand and manage the concerns of key stakeholders and the community· To manage risks to minimise negative feedback and publicity· To set the tone of the project and projects now and into the future

2.3 Project phases and objectives

· Project Announcement (complete)· Design Competition and Planning Phase· Procurement Phase· Construction Phase· Closure of Ultimo· Transition and Opening of MAAS Parramatta

2.4 Engagement framework

MAAS will be working to an IAP2 engagement framework, engaging through information, consultation and participation throughout the life of the project.

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Information — keeping stakeholders up to date with project progress and milestones, highlighting any key issues or decisions made, and reinforcing vision and key messages. No feedback sought, engagement through one-way communication channels. This approach will reach the widest audience.

Consultation — MAAS will seek feedback from stakeholders on selected aspects of the project before these aspects of the project are progressed, to build community awareness and understanding. Clear expectations will be set, making clear the scope and influence of the consultation process. This feedback may then be used to shape the development of the project.

Participation — MAAS will invite a small set of stakeholders to be active partners in shaping and developing solutions and outcomes for the project. The input of these partners will have a direct impact on the direction and outcomes of the project.

2.5 Engagement principles

The stakeholder engagement process for the New Museum project is guided by the following principles:

· Purposeful: Engagement will have a clear purpose, scope and outcomes.

· Inclusive: All relevant stakeholders will be identified and included, ensuring a diversity of people, and range of opinions, and we will make it easy for them to engage with us. We are committed to work with stakeholders that are harder to reach for reasons such as language, culture, geography, age or mobility. We will make efforts to ensure information is accessible and objective and facilitate engagement with all stakeholders who have an interest. This includes forming relationships with Culturally and Linguistically Diverse communities (CALD), Aboriginal and Torres Strait Islanders (ATSI) communities, Aging, Disability and Home Care (ADHC) communities and geographical remote communities.

· Timely: Engagement will be timely, and stakeholders will be involved from the beginning, and will know when to expect engagement and how often.

· Considered: Engagement will involve feedback on suggestions and ideas, and all input will be considered. The expertise, perspective and needs of our stakeholders will be acknowledged and respected.

3.0 STAKEHOLDERS

MAAS has identified a range of stakeholders, who have an interest in the project and on whom the success or failure of the project depends. These stakeholders will be engaged over the life of the project, some for its entirety and other for targeted project phases.

Primary stakeholders hold critical importance, and are more likely to be engaged over the lifespan of the project.

Secondary stakeholders hold importance at more specific points throughout the project's lifespan.

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Leading public Medi

Stakeholder Key Relationships

MAAS Board of Strategic direction for MAAS, custodial responsibility forTrustees collection and assets.

Project Steering Committee including Project Control

Project Governance, delivery of the Project goals

MAAS Members, Staff (SCC, JCC) & Volunteers

Ensuring ongoing engagement with the development of the New Museum, and maintaining ongoing operations throughout the transition.

NSW State

Department of Premier and Cabinet (DPC)

Premier as key champion of the State Infrastructure Plan, and personal commitment to the Museum Relocation. DPC Department as whole of government coordination role.

Deputy Premiers Office

Minister for the Arts, governance, policy alignment, precinct planning, media liaison

Arts NSW /Department of

Policy alignment with Create in NSW, precinct planning, governance

Engagement throughout Business Case, support and reporting throughout Project

NSW

Two roles within project(1) Responsibility for the State Infrastructure Strategy(2) Project assurance (Gateway reviews and high value/high risk reporting) Potential future role in project management/delivery (Projects NSW)

Infrastructure

Government Property NSW

Responsible for divestment planning for the Ultimo site, advising on site acquisition in Parramatta

Government Architect's

Stakeholder in design competition for future Museum, and relationship with future use models for Ultimo site

The Parramatta Light Rail project intersects with the New Museum planning

Transport for

Roads and Maritime Services

Planning and

Planning requirements for the New Museum will require solutions for road access, parking, loading and demand management.

Stakeholder in the development of the Parramatta site, and relationship with future use models for Ultimo site.Planning approval for State Infrastructure Strategy

Stakeholders that are harder to reach for reasons such as language, culture, geography, age or mobility considerations will be embedded into the strategy and will be informed by current policies and procedures including, but not limited to MAAS ICIP Guidelines and Protocols, MAAS Disability Inclusion Action Plan etc

3.1 Primary stakeholders

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Office of Environment and Heritage

Greater Sydney Commission

Planning overlay for New Museum, and relationship with future use models for Ultimo site.

Local Government •City of Parramatta Council

Site acquisition, cultural precinct planning

City of Sydney Engagement with existing, transitional and new operations of MAAS, relationship with future use models for Ultimo site

Arts and Cultural sector

State Cultural Institutions (Cis)

Potential partners, sector advocacy (Art Gallery of NSW,State Library of NSW,Australian Museum, Sydney Opera House)

Key Western Sydney arts organisations

ICE, Western Sydney Parklands Trust, Campbelltown Arts Centre, Casula Powerhouse, Penrith Regional Gallery and Visual Arts Council, Bankstown Arts Centre, Blacktown Arts Centre, Blacktown Council, Urban theatre Company, Riverside TheatrePotential partners, sector advocacy

Heritage NSW Sector representation and advocacy, Parramatta site heritage elements and divestment of Ultimo

Lobby Groups

Public Service Association (PSA)

Interests of MAAS staff

Sydney and Western Sydney Business Chamber

Sector representation and advocacy

Western Sydney Arts and Cultural Lobby


3.2 Secondary Stakeholders

Stakeholder Key Relationships

NSW State Government

Destination NSW (DNSW)

Engagement with existing, transitional and new operations of the museum related to tourism and major events

Department of Education

Alignment with Museum experiences with needs of the Education sector

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Ministry of Health

Relationship and opportunities with Westmead

Federal Government

Department of Industry, Innovation and Science

Potential funding

Cities Minister

Advocacy

Tourism Australia

Potential funding

Local Government

Hills Shire Council

Primary focus around the Museums Discovery Centre, and its relationship to the project

Arts and Cultural sectorMuseums and

Galleries

(NSW)


Museums Australia


Regional and Public Galleries NSW


Royal Australian

Historical Society

Sector representation and advocacy, divestment of Ultimo

. Discipline peak bodies

Sector advocacy, potential partners and reach to membership base (Australian Council for the Arts, Design Institute of Australia, Engineers Australia, National Association for the Visual Arts, Ceramics Association etc)

Affiliated societies

Advocacy and collection engagement

National Trust of Australia


Council ofAustralasian Museum Directors (CAMD)


International Council

of Museums (ICOM)


Western Sydney Arts Roundtable

Sector representation

Lobby Groups

Save the Powerhouse

Divestment of Ultimo

North Parramatta Residents Action Group

Building of the New Museum in Parramatta

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Powerhouse Museum Alliance


Pyrmont History

Group


Education and Young People

NSW universities and TAFE

Western Sydney University, UTS. Macquarie University and University of New EnglandPartnership and student engagement

NSW primary and

secondary schools

Teacher professional development and student engagement

Office of the Youth Advocate

Advocacy

Public Schools P&C

Advocacy

NSW Parents Council

Advocacy

Council of Catholic Schools Parents

Advocacy

Vacation care and Oshcare

Student engagement

Geographic

Local businesses — Parramatta and Ultimo

Suppliers and advocates

Local residents — Parramatta and Ultimo

Suppliers and advocates

Aboriginal and Torres Strait Islanders (ATSI)

City of Parramatta Council, Aboriginal and Torres Strait Islander (ATSI) committee


City of Parramatta Council, Traditional Owners Advisory Group


NSW Aboriginal Land Council


Local ATSI elders

ICIP Protocols and Guidelines

Culturally and linguistically diverse communities (CALD)

NSW Disability Council Advisory Group

Sector representation and

Accessible Sector representation and

Visitors for the New Museum

General ATS CALD Region

Multicultural NSW Policy alignment and ongoing engagement

Local CALD elders Sector representation and advocacy

Aging, Disability and Home Care (ADHC)New Audiences

4.0 KEY MESSAGES

4.1 Business as usual, until 2022

· The Powerhouse Museum continues to operate at the Ultimo site, and will continue to for many years yet.

· World premiere exhibitions and vibrant programming at the Powerhouse in Ultimo is planned right through until early 2020

· The Powerhouse will continue to be a major destination while we plan for the New Museum. The New Museum is projected to open in 2022 and we are aiming to minimise any 'gap' between when the New Museum opens and the Ultimo site will close.

· In the meantime, it is 'business as usual' — and we invite all members of the community to visit us. Find out 'what's on' visit maas.museum

· Thank you for your contribution to MAAS, your gift helps support the MAAS Collection which remains at the heart of our core values. MAAS is business as usual and we invite you to find out more ways to support us at maas.museum/join-support.

· Thank you for lending your Object to the MAAS. The Object is cared for to the highest Museums Standards at MAAS and we will continue to ensure this. MAAS is business as usual and we invite you to find out 'what's on' visit maas.museum.

· Thank you for your support of MAAS programs and exhibitions. MAAS will continue to host public programs,

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across all MAAS venues and throughout NSW, with a diverse range of partners.

4.2 Design Competition and Planning Phase

· The Museum of Applied Arts and Sciences (MAAS) is a unique Australian institution that celebrates human ingenuity and inventions that have transformed our world.

· We deliver exceptional programs, exhibitions and experiences that focus on a range of disciplines including technologies, fashion, health and medicine, physical sciences, engineering and architecture and the built environment, design and decorative arts, and contemporary culture.

· For more than 135 years MAAS has been custodian to a State heritage collection of global significance that provides a comprehensive insight into our rich and diverse country.

· The New Museum offers a once-in-a-generation opportunity to build a new museum for the future in Western Sydney and for the community of greater Sydney.

· The iconic museum will have a simple but profound agenda - to deepen our understanding of human ingenuity and explore its impact on people's lives in Australia and around the world.

· The New Museum will also provide an opportunity for MAAS to showcase up to 40% more of its collection.

· We're looking for partners to help us build an iconic institution that responds to growth and the changing shape of Sydney with new methods of content delivery, learning and collaboration.

· While we plan for Parramatta, it is business as usual in Ultimo.

4.3 Procurement Phase



· MAAS is working to deliver the New Museum as a cost effective project which represents value for New South Wales taxpayers.

4.4 Construction Phase



· MAAS is working to deliver the New Museum as a cost effective project which represents value for New South Wales taxpayers.

4.5 Closure of UltimoThe Museum of Applied Arts and Sciences (MAAS) is a unique Australian institution

·that celebrates human ingenuity and inventions that have transformed our world.

· Over its history the Museum has occupied a number of venues, each offering different opportunities for the Museum's growth.

· The closure of the Powerhouse Museum marks the end of a significant chapter for the Museum, and we celebrate the success that MAAS has seen on this site.

· We look forward to welcoming visitors to the new, iconic, purpose-built museum in Parramatta.

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4.6 Transition and Opening of MAAS Parramatta

· The Museum of Applied Arts and Sciences (MAAS) is a unique Australian institution that celebrates human ingenuity and inventions that have transformed our world.

· The New Museum in Parramatta is situated in the heart of one of the fastest growing regions of Australia, providing unprecedented opportunities for engaging diverse audiences

· The New Museum will also provide an opportunity for MAAS to showcase up to 40% more of its collection, and play host to the best exhibitions and programs from around the world.

· We look forward to welcoming visitors to the new, iconic, purpose-built museum in Parramatta.

5.0 RISK MANAGEMENT

RiskMitigation strategiesMeasure of success

Message leaks out in an uncontrolled manner damaging the project

Brief key parties

Engage with stakeholders often to ensure that any concerns or questions are directed to the IHP Directorate for response

Respond to questions quickly

Messages are clear and consistentLimited Ministerials and

requests for additional

informationLimited negative media

attention

Limited negative feedback from key stakeholders particularly consultants and operators

Timing of

communications

leads to

politicising of the

program and

projects

Time release of communications to ensure maximum engagement and cut through

Use key stakeholder groups (i.e. industry) to advocate to both sides of politics

Discussion of the project in the media focuses on the project's merits and outcomes

Confusion and misinformation around the project, including perception of Ultimo is closed since the announcement

Separate engagement and communications strategy for each projectSeparate engagement

strategy for each key

stakeholder groups

Development of clear and consistent messages at program and project level

Messages are clear and

consistentLimited Ministerials and

requests for additional

information to respond to

criticismLimited negative media

attention

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Review and refine messages as the program and projects develop

Limited negative feedback from key stakeholders and community

Stakeholders and community are unprepared and unsupportive of the project

Engage with key stakeholders and the community early and often in order to develop an understanding of and address concerns

Key stakeholder concerns are identified and addressed before they reach the media or are submitted as a Ministerial

Stakeholders

receive differing

messages

Clearly identify who will manage which relationships to ensure that key stakeholders receive consistent messages from a consistent source

Record all meetings with stakeholders to ensure duplication is not taking place

Messages are clear and consistent with stakeholders certain about what they are receiving

Lack of Government or MAAS media presence continues to leave vacuum filled by opponents of the move to Parramatta

Prepare an announcables schedule which provides a positive context for ongoing engagement with media

Minimise negative media

agenda setting

Key stakeholder concerns are identified and addressed before they reach the media or are submitted as a Ministerial

Ultimo vs Parramatta, East vs West debate is amplified

Have a consistent set of key messages which emphasise the role of MAAS in engaging audiences from the whole of NSW

Cultivate sector advocates to speak to the benefits of the project for diverse audiences

Unrealistic expectations are established about how the community will be involved in designing the New Museum

Set expectations early and for each engagement process. Clear and early messaging around the vision for MAAS Parramatta and the broader Arts and Cultural Precinct and the process for consultation.

Minimised gap between stakeholder expectations and experiences

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Perceived

Establish active

Strong relationships withwithholding ofcommunication channels forstakeholdersinformation willsharing project updates and

damage stakeholderdecision making with a broadMinimal negative mediarelationships

audience

Risks of not

Establish two-way

Key stakeholder concerns

consulting withcommunication channels andare identified and addressed

CALD or Aboriginalengage often to ensure that

any concerns or questions

and Torres Straitare raised at key points

Islanders

across the project

Positive engagement

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Engagement plan: Design Competition and Planning Phase

Stakeholder Approach Focus ChannelsPRIMARY STAKEHOLDERS

MAAS Board of Trustees

Participate

Strategic oversight on project with focus on MAAS interests, advocacy and liaison with key stakeholders

Quarterly reports and meetings.Representation on the Project Steering Committee.

Project Steering Committee (including Project Control Group)

Participate

Facilitating collaboration between keyagenciesEnsuring complianceProviding accountability to projectmilestones and requirements

Monthly reports and meetings

working groups as required

MAAS Staff and Volunteers

Inform

Consult Participate

Project progress and milestones Minimising misinformationTransition planning

Feedback on project progress

Determining detail of approach to various project aspects

Fortnightly updates in internal newsletterMonthly all staff meetingsAll staff emails as requiredIntranet page

Structured workshops

Specialised working groups formed

Media

Inform

Sharing project achievements and BAU Responding to reactive discussions Promoting design competition Minimising misinformation

Media engagement, with PR agency support as required


Participate

Project progressing in line with

government prioritiesConsist messaging to media and key stakeholdersRepresentation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)

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Understanding of best practice for museums

Deputy Premiers

Office (DPO)

Participate

Project progressing in line with

government prioritiesConsist messaging to media and key stakeholdersUnderstanding of best practice for museums

Quarterly briefings and invitations to key events (eg.exhibition openings)Liaison on media

Arts NSW /Department of Justice

Participate

Connection to the planned Cultural PrecinctSupport of broader arts and cultural objectives

Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)Formal reporting as required (part of BAU)

NSW Treasury

Participate

Funding for the New Museum

Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)

Infrastructure NSW

Participate

Integration with the State Infrastructure Strategy


Government Property NSW

Participate

Site valuation, divestment and acquisition

Providing information as required for site valuation, divestment and acquisition

Government

Architect's Office

Participate

Design competition

Collaborate on design competition with governmentarchitect to sit on assessment panelInvitations to key events

Transport for NSW

Participate

Accessibility of the New Museum site

Regular briefings and invitations to key events (eg. exhibition openings)

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Roads and Maritime Services

Participate

Accessibility of the New Museum site


Planning and Environment, Office of Environment and HeritageParticipate

Planning of the New Museum

Divestment of the Ultimo site


Greater Sydney Commission

Participate

Urban and infrastructure planning

Participation in GSC district plan and representation at GSC events. Invitations to key events (eg. exhibition openings)City of Parramatta

Consult / Participate

Site acquisitionCollaboration on transition activities andengagements

Regular briefingsInvitations to key events (eg. exhibition openings)

City Of Sydney

Inform

Museum BAUDivestment of Ultimo

Invitations to key events (eg. exhibition openings)

State Cultural institutions (Cis)

Inform

Distribution of fundingCultural services in Western Sydney

Briefings through the CI CEO forumInvitations to key events (eg. exhibition openings)

Key Western Sydney arts organisations (eg. I.C.E, Bankstown Arts Centre, Blacktown Arts Centre, Casula Powerhouse, Campbe Iltown ArtsCentre, Penrith Performing & Visual Arts Ltd and

the RiversideTheatre etc)Participate

Areas of need and opportunity, and potential collaborations in Western Sydney

Regular working group/Advisory group Collaborative planning for public engagements

1 7Sydney and Western Sydney Business Chamber

Inform

Strategic engagement with Chamber members, broader development agenda for Sydney and Western Sydney

Attending SBC and WSBC events, and participating as aspeaker where possibleInvitations to key events (eg. exhibition openings)

Westem Sydney Arts

and Cultural Lobby

Consult


BriefingInvitations to key events (eg. exhibition openings)

SECONDARY STAKEHOLDERS

Hills Shire Council

Consult

Museums Discovery Centre and engagement of Westem Sydney audiences

Regular briefings

Western Sydney Arts RoundtableInform

Led by Western Sydney Arts

AmbassadorBriefing as required

Museums and

Galleries

(NSW)Consult

Benefits of the relocation

Roundtable Discussion

Museums Australia

Consult

Benefits of the relocationGovernment commitments to funding theNew Museum


Regional and Public Galleries NSWConsult



Royal Australian Historical SocietyConsult



Education and young people organisations (eg universities, schools)Consult


Briefing as required

National Trust of AustraliaConsult



Council ofAustralasian Museum Directors (CAMD)

Inform


Regular meeting and updates

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International Council of Museums (ICOM)Inform



Save the PowerhouseConsult


Offer of briefing post


Consult

Benefits of the relocationOpportunities for local partnerships in Parramatta

Offer of briefing


Consult

Staffing arrangements throughout theprojectBenefits of the relocation

PSC and SCC meetings

Offer of briefing

Powerhouse Museum AllianceConsult


Offer of briefing

Pyrmont History

GroupConsult


Offer of briefing

Local businesses — Parramatta and UltimoConsult


Offer of briefing via Sydney and Western Sydney Chambers of Commerce

Local residents —

Parramatta and

UltimoConsult


Survey consultation

Multicultural NSW

Consult


Offer of briefing

NSW Disability

Council Advisory

GroupConsult


Offer of briefing

Tourism: DNSW, Tour

guide operators, City

of Parramatta CouncilInform

Benefits of the relocationProject progress and decision making

Offer of briefing

City of Parramatta Council, Aboriginal and Torres Strait

Consult

Benefits of the relocationICIP Protocols and Guidelines

Yarn upsInvitations to key events (eg. exhibition openings)

"Acknowledgement of Country" or "Welcome to Country" at ceremonies, official events and in daily proceedings.

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Islander (ATSI) committee


Consult Benefits of the relocationICIP Protocols and Guidelines

Offer of briefing via ATSI advisory groupYarn upsInvitations to key events (eg. exhibition openings)



Consult Benefits of the relocationICIP Protocols and Guidelines

Offer of briefing via ATSI advisory groupYarn upsInvitations to key events (eg. exhibition openings)


Local ATSI communities

Consult Audience research to inform Experiences approach

Research

Local CALD communities

Consult Actively building partnerships within the local area

Audience research to inform Experiences approach

Research

UM Consult Areas of engagement for audiences Media Strategy & media buy plan

Engagement plan: Procurement Phase

Stakeholder Approach Focus ChannelsPRIMARY STAKEHOLDERSMAAS Board of Trustees

Participate


Quarterly reports and meetings. Representation on the Project Steering Committee.

Project Steering Committee

Participate

Facilitating collaboration between key agenciesMonthly reports and meetings


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Ensuring complianceProviding accountability to projectmilestones and requirements

MAAS Staff and Volunteers Inform

Consult

Participate

Project progress and milestones Minimising misinformation Transition planning

Feedback on project progress

Determining detail of approach to various project aspects

Fortnightly updates in internal newsletterMonthly all staff meetingsAll staff emails as requiredIntranet page



Media Inform Sharing project achievements and BAUResponding to reactive discussions Minimising misinformation



Participate Project progressing in line with government prioritiesConsist messaging to media and key stakeholdersUnderstanding of best practice for museums


Deputy Premiers Office (DPO) Participate Project progressing in line with government prioritiesConsist messaging to media and key stakeholdersUnderstanding of best practice for museums

Quarterly briefings and invitations to key events(eg. exhibition openings)Liaison on media


Participate Connection to the planned Cultural Precinct

Representation on the Project Steering Committee

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Support of broader arts and cultural objectives

Regular briefings and invitations to key events (eg.exhibition openings) ,Formal reporting as required (part of BAU)

NSW Treasury Participate Funding for the New Museum Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)

Infrastructure NSW Participate Implementation of the State Infrastructure Strategy


Government Property NSW Participate Divestment Providing information as required for site divestment

Transport for NSW Participate Accessibility of the New Museum site


Roads and Maritime Services Participate Accessibility of the New Museum site


Planning and Environment, Office of Environment and Heritage

Participate Planning of the New Museum Divestment of the Ultimo site


Greater Sydney Commission Consult Urban and infrastructure planning Participation in GSC district plan andrepresentation at GSC eventsInvitations to key events (eg. exhibition openings)

City of Parramatta Consult / Participate

Collaboration on transition activities and engagementsActively building partnerships within the local area


City Of Sydney Inform Museum BAUDivestment of Ultimo


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State Cultural institutions (CIs)

Inform

Distribution of fundingCultural services in Western Sydney


Key Western Sydney arts organisations (eg. I.C.E, Bankstown ArtsCentre, Blacktown Arts Centre, Casula Powerhouse, Campbelltown Arts Centre, Penrith Performing & Visual Arts Ltd and the Riverside Theatre etc)

Participate


Collaborative planning for public engagements


Inform


Attending SBC and WSBC events, and participating as a speaker where possible Invitations to key events (eg. exhibition openings)

SECONDARY STAKEHOLDERSGovernment Architect's Office

Inform

Communicate outcomes from Design competitionRegular updates

Hills Shire Council

Consult

Museums Discovery Centre and engagement of Western Sydney audiences

Regular briefings

Museums and Galleries (NSW chapter)

Inform

Benefits of the relocation Application of a free admission policy in new museumProject progress and decision making

Enewsletter and website

Bi-annual public briefings

Museums Australia

Inform

Benefits of the relocation Government commitments to funding the New MuseumEnewsletter and website


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Project progress and decision making


Inform

Benefits of the relocation Project progress and decision makingEnewsletter and website


Royal Australian Historical Society

Inform



Education and young people organisations (eg universities, schools)Consult


Enewsletter and websiteBriefings for partner organisations


Inform



Council of Australasian Museum Directors (CAMD)

Inform

Benefits of the relocation Project progress and decision makingRegular meeting and updates

International Council of Museums (ICOM)

Inform

Benefits of the relocation Project progress and decision making


Save the Powerhouse

Inform




Inform

Benefits of the relocation Opportunities for local partnerships in ParramattaProject progress and decision making




Inform

Staffing arrangements throughoutthe projectBenefits of the relocation



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Inform



Pyrmont History Group

Inform




Inform


Enewsletter and websiteBi-annual public briefingsInvitations to key events (eg. exhibition openings)

Local businesses —

Parramatta and Ultimo

Inform




Inform



New Suppliers

Participate

Procurement progress

Supplier Open Tender— eTenderingEnewsletter and websiteBi-annual public briefingsMulticultural NSW

Inform




NSW Disability Council

Advisory Group

Inform




Tourism: DNSW, Tour guide operators, City of Parramatta Council

Inform


Enewsletter, website and social mediaPublic programs and eventsmeeting and updates

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City of Parramatta Council,

Aboriginal and Torres Strait

Islander (ATSI) committee

Inform




Yarn upsInvitations to key events (eg. exhibition openings)


Inform


Bi-annual public briefingsYam upsInvitations to key events (eg. exhibition openings)


Inform



Yarn ups

Offer of briefing via ATSI advisory groupNew Audiences

Inform

Review audience research to inform experiences approachYam upsworking groups as required

Engagement plan: Construction PhaseStakeholder Approach Focus ChannelsPRIMARY STAKEHOLDERSMAAS Board of Trustees

Participate


Quarterly reports and meetings.Representation on the Project Steering Committee.

Project Steering Committee

Participate

Facilitating collaboration between keyagenciesEnsuring complianceProviding accountability to projectmilestones and requirements

Monthly reports and meetings


MAAS Staff and Volunteers

Inform

Project progress and milestones Minimising misinformation Transition planning for staffingFortnightly updates in internal newsletterMonthly all staff meetingsAll staff emails as required

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Consult

Participate

arrangements

Experience planningExperience planning

Confirming forward schedule

Intranet page



Media Inform Sharing project achievements and BAUResponding to reactive discussions Minimising misinformation



Participate Project progressing in line withgovernment prioritiesConsist messaging to media and keystakeholdersUnderstanding of forward schedule


Deputy Premiers Office (DPO) Participate Project progressing in line withgovernment prioritiesConsist messaging to media and keystakeholdersUnderstanding of forward schedule

Quarterly briefings.Regular briefings and invitationsto key events (eg. exhibition openings)Liaison on media


Participate Connection to the planned Cultural PrecinctSupport of broader arts and cultural objectives

Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)Formal reporting as required (part of BAU)

NSW Treasury Participate Funding for the New Museum Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)

2 7

Infrastructure NSW Participate Acknowledge construction of the New Museum as part of SIS


Transport for NSW Participate Accessibility of the New Museum site Regular briefings and invitations to key events (eg. exhibition openings)

Roads and Maritime Services Participate Accessibility of the New Museum site Regular briefings and invitations to key events (eg. exhibition openings)

Planning and Environment, Office of Environment and Heritage

Participate Planning of the New Museum Divestment of the Ultimo site


Greater Sydney Commission Consult Urban and infrastructure planning Participation in GSC district plan and representationat GSC eventsInvitations to key events (eg. exhibition openings)

City of Parramatta Consult / Participate

Collaboration on transition activities and engagementsActively building partnerships within the local areaWayfinding and integration into city infrastructure


City Of Sydney Inform Museum BAUDivestment of Ultimo


State Cultural institutions (Cis) Inform Distribution of fundingCultural services in Western Sydney


Key Western Sydney arts organisations (eg. I.C.E, Bankstown Arts

Centre, Blacktown Arts

Centre, CasulaPowerhouse, Campbelltown

Participate Areas of need and opportunity, and potential collaborations in Western Sydney

Planning for the forward schedule

Collaborative planning for public engagements

2 8

Arts Centre, Penrith Performing & Visual Arts Ltd and the Riverside Theatre etc)


Inform


Attending SBC and WSBC events, and participatingas a speaker where possibleInvitations to key events (eg. exhibition openings)

SECONDARY STAKEHOLDERSHills Shire Council

Consult

Museums Discovery Centre and engagement of Western Sydney audiences

Regular briefings

Museums and Galleries (NSW chapter)

Inform

Benefits of the relocationApplication of a free admission policyin New MuseumProject progress and decision making

Enewsletter, website and social media


Museums Australia

Inform

Benefits of the relocationGovernment commitments to funding the New MuseumProject progress and decision making




Inform




Royal Australian Historical Society

Inform




Education and young people organisations (eg universities, schools)Inform



Briefing as required


Inform




2 9

Council of Australasian Museum Directors (CAMD)Inform

Benefits of the relocationProject progress and decision makingRegular meeting and updates

International Council of Museums (ICOM)

Inform



Save the Powerhouse

Inform





Inform

Benefits of the relocationOpportunities for local partnerships in ParramattaProject progress and decision making




Inform

Staffing arrangements throughout theprojectBenefits of the relocationProject progress and decision making




Inform




Pyrmont History Group

Inform





Inform


Enewsletter and website and social mediaBi-annual public briefingsInvitations to key events (eg. exhibition openings)

Local businesses —

Parramatta and Ultimo

Inform






Inform




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