IAAS Collection Logistics plan for the New Museum DRAFT 5. Parramatta Project Capital & Project Operating Expenditure Assessment 5.1 Introduction The Collection Logistics Plan brief required the development of a high-level assessment of the likely Capex/Opex requirements associated with the collection digitisation, relocation and associated transition tasks. This assessment has included working with Rider Levett Bucknall Quantity Surveyors (RLB), engaged for the development of for the Final Business Case, in relation to the development of building capital costs assessments for the provision of; · a new large object store options, · transition store requirements, and · demolition of exhibition joinery and building elements to facilitate the removal and relocation of the collection from Ultimo. ICS and IAS have respectively provided cost/resource estimates for the assessment, treatment, digitisation and relocation of the collection. MAAS has advised that the assessment of costs and associated resourcing requirements are to be based on new resourcing with no reallocation of existing MAAS staff, all of whom will be undertaking in business as usual operations. All resourcing will be treated as project opex. An opex expenditure option has been provided for the option of leasing a large object storage facility as short to medium term requirement. Appropriate assumptions and exclusions are provided for each of the work streams. 5.2 Collection Assessment, Treatment and Digitisation Cost Assessment The following presents an assessment of the likely operating cost associated with the assessment, treatment and digitisation of the collection. The scope of the work required for each of these tasks has been defined in Section 2 of this report. A synopsis of the scope of work is provided with each of the cost estimates below. The summary of costs has been drawn from the ICS report provided in Appendix 1. The following assumptions and exclusions are noted for the cost estimates included in this report. · All resource costs are based on new resources with no use/ reallocation of existing MAAS staff · There has been no escalation added - all costs are base dated 2016 · Supervision of the collection assessment treatment/digitisation process is included with a team leader allocated to every 10 staff · Procurement costs for tendering have been excluded · No allowances have been made for the digitisation of new acquisitions as this is considered business as usual · Digitisation of the Ultimo and Castle Hill collection has been included · Sydney Observatory has been excluded as advised by MAAS · All estimates are exclusive of GST
Transcript
IAAS Collection Logistics plan for the New MuseumDRAFT
5. Parramatta Project Capital & Project Operating Expenditure Assessment
5.1 Introduction
The Collection Logistics Plan brief required the development of a high-level assessment of the likely Capex/Opex requirements associated with the collection digitisation, relocation and associated transition tasks. This assessment has included working with Rider Levett Bucknall Quantity Surveyors (RLB), engaged for the development of for the Final Business Case, in relation to the development of building capital costs assessments for the provision of;
· a new large object store options,
· transition store requirements, and
· demolition of exhibition joinery and building elements to facilitate the removal and relocation of the collection from Ultimo.
ICS and IAS have respectively provided cost/resource estimates for the assessment, treatment, digitisation and relocation of the collection.
MAAS has advised that the assessment of costs and associated resourcing requirements are to be based on new resourcing with no reallocation of existing MAAS staff, all of whom will be undertaking in business as usual operations. All resourcing will be treated as project opex.
An opex expenditure option has been provided for the option of leasing a large object storage facility as short to medium term requirement.
Appropriate assumptions and exclusions are provided for each of the work streams.
5.2 Collection Assessment, Treatment and Digitisation Cost Assessment
The following presents an assessment of the likely operating cost associated with the assessment, treatment and digitisation of the collection. The scope of the work required for each of these tasks has been defined in Section 2 of this report. A synopsis of the scope of work is provided with each of the cost estimates below. The summary of costs has been drawn from the ICS report provided in Appendix 1.
The following assumptions and exclusions are noted for the cost estimates included in this report.
· All resource costs are based on new resources with no use/ reallocation of existing MAAS staff
· There has been no escalation added - all costs are base dated 2016
· Supervision of the collection assessment treatment/digitisation process is included with a team leader allocated to every 10 staff
· Procurement costs for tendering have been excluded
· No allowances have been made for the digitisation of new acquisitions as this is considered business as usual
· Digitisation of the Ultimo and Castle Hill collection has been included
· Sydney Observatory has been excluded as advised by MAAS
· All estimates are exclusive of GST
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5.2.1 COLLECTION ASSESSMENTAll objects at Ultimo will be assessed to understand the requirements for relocation, ensure objects are suitably documented on the MAAS Collection database, and to determine conservation/treatment requirements to enable the digitisation and relocation of the collection to occur. The same process will occur at Castle Hill.
The collection assessment cost estimates have been based on these requirements. The development of resource costs have been tested through consultation with MAAS with the individual salary costs aligned with industry benchmarking and current MAAS overhead costs.
A summary of the resource costs associated with the collection assessment is set out in the table below.· "' ',--,%., ,'::-\-• ,,, •-' ,:
5.2.2 COLLECTION TREATMENT AND STABILISATION FOR DIGITISATION/RELOCATIONDuring the assessment process any treatment or stabilisation for digitisation and relocation will be determined. It is not considered viable to attempt to conserve all items requiring conservation as part of the relocation process. Conservation or treatment, in the context of this project, will be undertaken to facilitate the safe handling, digitisation and movement of the collection only.
ICS have utilised the data collated for the 75 dashboards together with discussions with MAAS to estimate the durations and resource requirements for the conservation/treatment of the collection. It is noted that this process will be clearly defined once the collection assessment process has been completed.
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IAAS Collection Logistics plan for the New MuseumDRAFT
A summary of the resource costs associated with the collection treatment and stabilisation is set out in the table below:
''"'" '-"- :
Resource Estimate $ Comments -- , '''.'!"' •'''
Harwood $2,196,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency
allowance. •
Ultimo — Boiler House/Steam Revolution & Turbine Hall
$46,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.
Ultimo — Switch House & Wran $46,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.
Castle Hill $929,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.
Project Management Fees $322,000 10% of cost estimate
Client Contingency Not included
OPEX TOTALv,:,...4,k,:
$3,539,000 All costs excluding GST
Table 9: ICS Collection Treatment and Stabilisation Resource cost estimates
*Amounts have been rounded to the nearest $10,000
5.2.3 COLLECTION DIGITISATIONThe digitisation of the collection will provide MAAS with significantly enhanced access to its collections for exhibitions, exhibition planning, research and public access. The process of digitisation for this project has been allocated across eleven different categories defined as follows:
· 2-D, Automated, multiple similar items, minimal or no Conservation required, packing simple, existing
· 2-D, Semi-automated, some similar items, minimal or no Conservation required, simple packing
· 3-D, large size / intricate / unique, some conservation &/or preparation time required, packing requires some customisation.
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· 3-D, requires 3-D scanning (standard)
· 3-D, requires 3-D scanning (high res)
· 3-D, requires 3-D scanning and auxiliary files digitised
· 3-D, requires VR via Video/Google Street view. Too large to render in 3-D
ICS have applied durations for each of the eleven digitisation tasks noted above. Through consultation with MAAS and analysis of the 75 collection dashboards, ICS have developed a cost estimation for collection digitisation on this scale. The detailed analysis and composition of the estimates and process for the digitisation of the collection is detailed in the ICS report included in Appendix 1.
A summary of the resource/equipment cost estimates associated with the collection digitisation is set out in the table below. It should be noted that the digitisation equipment is a capitalised cost:
' Item Resource/EcluitiThent Estimate $ Comments
Harwood $8,928,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.
Ultimo — Boiler House/Steam Revolution & Turbine Hall
$169,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.
Ultimo — Switch House & Wran $169,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.
Castle Hill $906,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.
Project Management fees $1,017,200 10% of cost estimates
IAS have prepared an assessment of the capital costs associated with the logistics of decanting the collection from Ultimo to New Museum, Castle Hill and the proposed large Object Store. The detailed scope of the work required for each these tasks has been defined in Section 4 of this report. A synopsis of the scope of work is provided with each of the cost estimates below. The summary of costs has been drawn from the IAS report provided in Appendix 3.
The following assumptions and exclusions are noted for these cost estimates:
· All resource costs are based on new resources with no use/ reallocation of existing MAAS staff
· There has been no escalation added - all costs are base dated 2016
· Procurement costs for tendering have been excluded
· Sydney Observatory has been excluded as advised by MAAS
· All estimates are exclusive of GST
· Ultimo FoH is assessed, treated and digitised at Ultimo and moved either directly to the New Museum or to new Large Objects Store and not to an interim store prior to locating at Parramatta or new Large Objects Store;
· Appropriate and sufficient access will be provided at Ultimo, the New Museum and new Large Objects Store for manoeuvring Tractor Trailers of up to 60ft in length;
· Building and Loading dock access will be dedicated to Logistics for the purpose of relocation as and when required;
· Street, building and loading dock access at the New Museum and Large Object Store will be of sufficient scale and dimensions to accommodate the necessary delivery vehicles and equipment without protrusions;
· Loading Dock roller door clearances will be at least 4.5 metres;
· Load limits through access and buildings will be sufficient to undertake the necessary logistics;
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· Assumed that where under-pinning and reinforcing is required to achieve required load limits for de-install, re-install, transport and relocation that engineering is provided to calculate, specify and certify the under-pinning and reinforcing;
· State and Local Governments will provide the necessary permissions for road closures, logistics activity and night movements as and when necessary-at Ultimo, the New Museum, Large ObjectStore and any planned pathway;
· All building, street access and pathways necessary for the transport of MAAS Objects will be provided clear of obstruction and impediment during both day and night movements;
· MAAS will supply sufficient dedicated Human Resources for integration into Planning, overall Project Management and oversight including from Management, Registration, Conservation, Curatorial and Operational areas;
· All insurances for the undertaking of this relocation will be provided by the NSW Government under the Treasury Managed Fund (TMF.
· There will be an increase in acquisitions as part of the New Museum
development. The following exclusions apply for the Logistics costs:
· Props
· Non-collection FoH/BoH Structure, Furniture, Equipment and Objects
· Inward Loans
· Inward exhibitions
· Long-term outward loans
· Observatory Hill relocations
· Castle Hill (shunting existing storage)
· The cost of building and environment modifications in support of logistics
· Propping and reinforcing to achieve operating load limits at New Museum and new Large Objects Store
· Any necessary reinforcing or modification of pathways between Ultimo, the New Museum and Large Object Store for the purpose of undertaking the required relocation logistics including bridges, streets, curbing, overhead infrastructure, lighting surfaces etc.
A summary of the resource/equipment cost estimates associated with the collection logistics is set out in the table below:
Y .
.. ,...”egatierlii'ertar -,a,''
Project Management
$1,000,000
Contracts, Insurances, IR and Recruitment
Based on IAS provisions for similar projects
Project Management $2,460,000 Onsite personnel
Based on IAS provisions for similar projects
Training for logistics personnel $148,000 Logistics personnel
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Based on IAS provisions for similar projectsHarwood to I-Store
$3,900,000
DecantingBased on IAS provisions for similar projectsI-Store to New Museum
$3,265,000
RelocationBased on IAS provisions for similar projectsHandling, Preparation and Protection$250,000
Based on IAS provisions for similar projectsPowerhouse FoH Large Objects to Large Store
$668,000
Decant and RelocateBased on IAS provisions for similar projectsPowerhouse FoH Small/Medium Objects to New Museum
$1,218,000
Decant and RelocateBased on IAS provisions for similar projects
Powerhouse FoH VLO to New
Museum (20 defined objects)$955,000
Based on IAS provisions for similar projectsTooling for the relocation for the VLO's$200,000
Based on IAS provisions for similar projectsMaterials — packing and crating
$800,000
Provisional sum allowanceBased on IAS provisions for similar projectsStructural Engineering advice for the relocation of VLO's and underpinning$250,000
Based on IAS provisions for similar projects
New Museum acquisition
logistics
$500,000
Provisional sum allowanceBased on IAS provisions for similar projectsCastle Hill objects to FoH New Museum
$250,000
Provisional sum allowanceBased on IAS provisions for similar projectsClient Contingency
Not included
TOTAL$17,451,000All costs excluding GST
Table 12: IAS Decanting Cost Summary
*Amounts have been rounded to the nearest $10,000
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5.4 Large Object Storage Requirements and Options
The large object storage requirement options to accommodate the large objects currently on display at the Powerhouse has been covered in detail in Section 3 of this report. This includes the two options:
Option 1: the sizing of space required for leased storage until a new Large Object Store can be built.
Option 2: the sizing of a new permanent facility.
Both of which have been based on advice from Clayton Associates, ICS, IAS and MAAS.
Option 1: Leased Storage Space
Item Area
Storage requirements for Large Objects not on display
2,376 m2
Object growth allowance (150m2 per annum) from 2017 to 2025
1,350m2
Total Area 3,726m2
Table 13: Minimum large object storage requirements
IAS have provided leasing cost estimates for the following options based on 5 a five-year lease.
A summary of the leasing cost estimates associated with the large object store is set out in the table below:
Item Cost Estimate $ Comments . .
Non-climate controlled facility $7,452,000 $400m2 based on minimum 5 year period - $1,490,400 per annum
Based on IAS data for lease and fitout costs
Area inclusive growth from 2017 to 2025 (1,350m2). Total area —3,726m2
Lease period from 2021 - 2015
Climate controlled facility $9,315,000 $500m2 based on a minimum 5 year period
$1,863,000 per annum
Based on IAS data for lease and fitout costs.
Area inclusive growth from 2017 to 2025 (1,350m2). Total area —3,726m2
Lease period from 2021 - 2015
Table 15: Minimum large object storage leasing costs
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Option 2: New Large Storage Facility
The sizing of the new large object store has been determined using a combination of factors:
· The identification of large objects at Ultimo that will be on display at New Museum
· Analysis of the collection growth for large object stores
· Allowance for ten years of collection growth from 2016.
· Provision for a one-in-ten-year uplift in the large object collection acquisition (such as the Sydney Olympics collection)
Item ,..__.i'.,,,..:.• . - ,
Area . , . .—
Storage requirements for Large Objects not on display
2,376 m2
Large Object collection growth 1,500m2
One-in-ten-year collection uplift Included in collection growth above
,Otal Envelope 3,876m2
Table 14: New Large Object Store requirements
5.5 Modifications to Ultimo to enable Collection Relocation
RLB have prepared a capital cost estimate for the proposed modifications to the Powerhouse Museum and the Harwood Building to enable the relocation process.
A summary of the cost estimates associated with the proposed modifications is set out in the table below:
Item Cost Estimate $ Comments
Building modifications to the Powerhouse Museum and Harwood Building
$2,626,900 Based on RLB database for similar projects
TOTAL $2,626,900
Table 15: Ultimo Building Modifications Cost Estimates
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6. Collection Logistics Procurement Plan
6.1 Introduction
The Collection Logistic Plan will require its own procurement plan. It is envisaged that this plan will ultimately be integrated into the overall procurement plan for the New Museum. The Collection Logistics Plan procurement requirements can be defined as two major work streams:
· Collections assessment, treatment and digitisation; and
· Decanting and logistics.
Each work stream has different resourcing requirements and requires particular expertise. MAAS has advised that its existing in house resources will not be available for this project and that all resource requirements will be procured specifically for the duration of this project.
6.2 Skill Profile and Resourcing Requirements
The skill profile for the collections assessment, treatment and digitisation work stream includes trained museum grade registrars with varying levels of expertise from recent graduates through to highly experienced registrars to act as team leaders. Conservators and photographers will also be required. In some circumstances the digitisation scope may be outsourced entirely. The overall FTE requirements for these work streams are as follows:
Figure 12: Resource profile for Collections assessment, treatment and digitisation
The skill set for the decanting and logistics works will range from experienced project managers, through to engineers, art handlers, riggers, packers and craters. Training and management of the packing and relocation workforce will be required with oversight from MAAS Collection staff. Specific move plans will be developed by aviation, structural and train engineers and these will require extensive consultation and shareholder engagement with the appropriate MAAS curators and the New Museum design team to understand the access and egress issues at the new location.
The overall FTE requirements for these work streams are as follows with resources peaking in Quarter 2 and 4 of 2021 and again in Quarter 1 in 2022:
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37 37
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MAAS I Collection Logistics plan for the New MuseumDRAFT
Three options have been proposed for the procurement of resources to successfully deliver the Collection Logistic Plan scope of works.
Option 1: Direct contractural appointments to MAAS with fixed contract periods aligned to the program of works. This option attracts standard NSW Government on-costs and would also require management via MAAS' HR division that would probably have to increase in size to accommodate the additional workload during the procurement phase and the ongoing administration of these individual contracts.
Option 2: Tendering to companies (possibly in joint venture arrangements) to supply the required resources with the skill sets necessary to undertake the work. The staff administration component would be managed by the external provider. This option does allow for the contract conditions to be drafted to enable MAAS to increase and decrease the resourcing if the programming of work streams changes. Given the large number of skilled individual required and potential limitations on both available and suitably skilled personnel the risk of sourcing and procuring these individuals transfers this risk to the contractor. In some instances there may need to be an upskilling of labour to meet the skill set requirements for the various projects.
Option 3: Selected internal contractural appointments and tendered outsourcing for the bulk of the resourcing requirements. It is anticipated that MAAS may require some resourcing uplift to assist in the management and oversight for some of the critical works relating to the collection relocation. This may result in some backfilling of existing positions to enable highly experience existing MAAS staff to participate in the project and mitigate risks to the collection.
The operating cost estimates provided in Section 5 are based on MAAS' preferred Option 2 - a fully outsourced model.
6.4 Specific Procurement Requirements
The development of the tendering packages for externally sourced resources should be undertaken by MAAS Collections staff to ensure that the correct scope and briefing is included to deliver the desired resourcing outcome. The procurement of these teams is due to commence in July 2017 with all teams contracted by May 2018 for the collection assessment, treatment and digitisation scopes. The decanting and logistics contract is programmed to be awarded by March 2020.
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The current program indicates a staggered approach to the procurement of the collection assessment, treatment and digitisation works. This would require further analysis to determine if a combined package of works could be developed and a single contract let for separable portions of work to commence in a sequential manner.
6.5 Procurement Co-ordination with the New Museum Project
The programming of works to deliver the Collection Logistic Plan predominately occurs during the planning phase of the New Museum. During this phase the key points of co-ordination between the projects are focused on the selection of objects for display at the New Museum. This can be easily articulated in the scoping documentation.
Further into the project there will be detailed planning for collection movement and positioning of Large and Very Large Objects in the New Museum. This will require co-ordination and interface between the CLP team, the design team and eventually the Main Works Contractor and Exhibition fit-out teams. The timing for the delivery of the VLO's occurs before Practical Completion is achieved, with the building design and build sequence developed to accommodate this process. The delivery of the collection to the New Museum with a large range of sub-contractors onsite will increase the risk to the collection during the installation process. There will be an even higher level of risk for these collection objects prior to practical completion when they could be damaged while the New Museum is in the final stages of the base build and fit-out process. Site preliminaries and contractural obligations for the Main Works Contractor during this period must be clearly articulated to safeguard the collection.
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I\ RAS I Collection Logistics plan for the New MuseumDRAFT
7. New Museum Project Program
7.1 Introduction
The Powerhouse Museum Transition covers the full breadth of the New Museum Project. This includes the development of a new facility at Parramatta and the requirement for MAAS to act as a client and provide client input and management as required to achieve a successful and fit-for-purpose facility design and construction outcome. The Transition will also require the development of new content and associated collection management streams of work including collection treatment, documentation and digitisation, the installation of new content and the decanting to new storage facilities of the collection not required for front-of-house display at New Museum.
This section of the report details the program requirements for the various streams of work required to deliver the collection logistics planning aspect of the New Museum project.
7.2 Parramatta Project Transition Timeline
7.2.1 NEW MUSEUM PROJECT MASTER PROGRAMMAAS has advised that its interim funding is limited to the designated Government funding provided for business planning that includes the Preliminary and Final Business Cases and associated activities and there will be no other funds available to progress the development of the New Museum before the anticipated full project commencement in July 2017.
The provision of project funding in July 2017 has therefore been adopted as a principle constraint for the commencement of works associated with the Collection Logistics Planning aspects of the project.
MAAS has provided the Project Master Program for New Museum and key dates relating to the completion of the new museum and access timeframes for the decanting of the MAAS Collection for display or onsite storage have been used as constraint dates for the Collection Logistics Planning Program.
A copy of the Project Master Program has been included for information at Appendix 4.
7.2.2 NEW MUSEUM COLLECTION LOGISTICS PLANNING PROJECT MASTER PROGRAMThe Collection Logistics Planning Master Program has been developed in collaboration with ICS, IAS andClayton Associates. The Master Program has clearly defined phases of work:
· collection assessment,· treatment and digitisation,· decanting and relocation.
The duration of these works streams has been informed by the unique nature of the Collection and the prevailing conditions at the Ultimo site. As the New Museum is yet to be designed, optimal access has been assumed. The RPA consultant team has provided feedback on the site and key considerations for the collection during the decanting process so that this can be incorporated into the functional design brief.
A Collection Logistic Planning Program has been prepared and is included at Appendix 5.
A summary of the key milestones from the Collection Logistics Planning Program (inclusive of program contingency allowances) are as follows:ACTIVITY MILESTONE DATE Final isat ion of Business Case & Provis ion of
Project Funding
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Project Funding Available July 2017
Procurement of Collection Assessment/Treatment & Digitisation Resources
Collection Assessment Teams engaged November 2017
Collection Treatment Teams engaged February 2018
Collection Digitisation Teams engaged June 2018
Procurement of Relocation Contractor/Resources
Relocation Contractor/Resources engaged March 2020
Harwood non-priority objects complete August 2022-,
Castle Hill complete December 2022
Harwood Transition Store
Modifications to Harwood workshop into staging area complete
January 2018
Staging store ready for use January 2018
Staging store no longer required August 2022
Leased Large Object Store
Leased Large Object available October 2021
Decanting
Decant Ultimo Large objects to New Museum Front of House commences
January 2021
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MAAS Collection Logistics plan for die New MuseumDRAFT
Commence decanting of Harwood January 2021
Decant Ultimo Large objects to New Museum Front of House complete
December 2021
Decant Harwood objects to New Museum complete September 2021
Decant Ultimo large objects to Large Object Store complete
March 2022
Complete decanting of Harwood to I-Store August 2022
Decant Harwood objects to Castle Hill August 2022
Ultimo collection relocation complete August 2022
Relocate Castle Hill large object to New Museum Front of House complete
March 2022
Ultimo vacated December 2022
Construction of new MAAS Facilities
Progressive handover to MAAS commences December 2020
Construction Works Practical Completion May 2021
New Museum
Commence Exhibition Installation May 2021
Exhibition Installation Complete May 2022
New Museum Open December 2022
Table 16: Master Collection Logistics Planning Program milestone summary
7.2.3 PROGRAM CONSTRAINTS & OptionsThe collection logistics planning master program provides for an overall timeframe from funding being made available to completion of the New Museum and the decanting of the collection from Ultimo of six years -from July 2017 to December 2022. Durations adopted for the collection logistics planning master program are considered typical for a project of this nature and complexity.
· MAAS Collection assessment and preparation — November 2017 to August 2020· MAAS Collection treatment/stabilisation for relocation and digitisation — March 2018 to October 2021· MAAS Collection digitisation — July 2018 to December 2022· Decanting collection from Ultimo to the New Museum — January 2021 to December 2021· Decanting collection from Ultimo to Castle Hill I-Store — January 2021 to August 2022· Decanting large objects from Ultimo to new Large Object Store — September 2021 to March 2022
Key constraints on the program are:
· Project funding not available until July 2017· MAAS to remain in Ultimo for as long as possible under a constrained operations mode· New Museum available to receive objects from December 2020· Decanting of objects from Ultimo to New Museum front of house commence from December 2020
(allowing 2.25 months of float) and to occur in a staged process· MAAS Exhibition fit-out to commence May 2021· MAAS relocation from Ultimo to be completed by December 2022· New Museum to open December 2022
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· MAAS Ultimo to maintain constrained front of house operations in touring galleries until December 2022
· MAAS Ultimo to be vacated by the end of December 2022
These constraints have been included in the program and meet the critical timeframes set in the Project Master Program by having the collection relocated to various locations and ready for New Museum day one operations in December 2022 with the handover of Ultimo as a vacant site in the same month.
7.2.4 COLLECTION ASSESSMENT PROGRAMThe program for the collection assessment is included in the Collection Logistics Plan Master Program at Appendix 5 and is detailed in activities 10 to 21 of that program. The program activities for Collection Assessment cover the assessment of the whole of the MAAS Collection held at Ultimo and Castle Hill.
The total duration for the collection assessment program is some 37 months, commencing with the assessment process in November 2017, with completion of the Switch House and Wran occurring in March 2018, the completion of Castle Hill in August 2019 and the completion the Boiler House/Steam Revolution and the Turbine Hall in November 2019. The assessment of the collection held in Harwood is completed in August 2020.
The sequencing and staging of these areas has been driven by MAAS' requirements to maintain business-as-usual operations for as long as possible. To meet this requirement, the assessment process has commenced with objects within the Switch House and the Wran Building. These areas can be cordoned off as required, while not impacting on the remainder the Powerhouse and the pre-programmed events and exhibitions.
Castle Hill is a project that can be managed separately from Ultimo, and through careful sequencing and relocation of objects, minimise impacts and closures, if any, associated with the Discovery Centre located there.
The commencement of collection assessment at the Powerhouse will occur concurrently in the Boiler House/Steam Revolution and Turbine Hall. This signals the commencement of constrained operations at the Powerhouse with these areas cordoned off from the public for the duration of the assessment, treatment and digitisation process.
The Boiler House/Steam Revolution and Turbine Halls become a critical staging post areas that enable the subsequent processes for Collection logistics to occur onsite. Harwood is also proposed to be used as a staging post for collection treatment and digitisation, with assessment works constrained to the basement until modifications are completed in the workshop areas.
To achieve the program time-frames it is proposed that separate teams be deployed concurrently across the Ultimo site. The detailed resourcing profile required to achieve this is included in the ICS report found in Appendix 1.
The following key activity durations have been allowed, inclusive of program contingency allowances:
Item Activities Durations
1. Harwood collection assessment 37 Months
2. Boiler House/Steam Revolution and Turbine Hall collection assessment
3 Months (Some concurrency with Item 1 above)
3. Switch House and Wran Building collection assessment
3 Months (Some concurrency with Item 1 above)
4. Castle Hill collection assessment 20 Months (Some concurrency with Item 1 above)
Table 17: Collection Assessment Program
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7.2.5 COLLECTION TREATMENT/STABILISATION PROGRAMThe program for the collection treatment and stabilisation for relocation and digitisation is included in the Collection Logistics Plan Master Program at Appendix 5 and is detailed in activities 24 to 37 of that program. The program activities cover treatment and stabilisation for relocation and digitisation of the whole of the collection held at Ultimo and Castle Hill.
The duration for the collection assessment program is some 31 months, commencing with the treatment process in March 2018. Completion of each stage is planned as follows:
1. Switch House and Wran in July 2018,2. Boiler House/Steam Revolution and the Turbine Hall in November 2020;3. Castle Hill in April 2021;4. Harwood FoH Parramatta priority treatment in June 2021; and5. Balance of Harwood completed in October 2021.
In January 2020 MAAS will issue the preferred Object List for FoH Parramatta priority treatment for digitisation. This is a key milestone date and provides a focus to the treatment process to ensure that the objects destined for opening day exhibitions are ready to be digitised.
The process of deploying separate teams concurrently across the various collection logistics work streams continues during the collection treatment process. The detailed resourcing profile required is included in the ICS report found in Appendix 1.
The following key activity durations have been allowed, inclusive of program contingency allowances:
2. 150% Object List for FoH Parramatta priority treatment for digitisation determined
Milestone date — January 2020
3. Harwood — FoH Parramatta priority treatment for digitisation
18 Months (Some concurrency with Item 1 above)
4. Boiler House/Steam Revolution and Turbine Hall collection treatment
3 Months (Some concurrency with Items 1 and 3 above)
5. Switch House and Wran Building collection treatment
3 Months
6. Castle Hill collection treatment 20 Months (Some concurrency with Items 1, 3 and 4 above)
Table 18: Collection Treatment and Stabilisation Program
7.2.6 COLLECTION DIGITISATION PROGRAMThe total duration for the collection assessment, treatment and digitisation program is some 57 months commencing with the assessment process in March 2018, with completion of the prioritised front of house New Museum digitisation process occurring in June 2021, the completion of the Ultimo digitisation in August 2022 and completion Castle Hill in December 2022.
The lengthy duration of the digitisation process is in part due to the size of the collection — some 400,000 objects — as well as the nature of the collection that spans the extraordinary breadth required for a Museum of Applied Arts and Science. The collection is diverse in nature and scale. The eleven possible digitisation categories outlined in Section 2 of this report all have differing durations. This is also complicated by the large scale of some objects including air craft, steam engines and locomotives that require different
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approaches to digitisation. The planned end use of the digitised material (exhibition, research, publication or digital access) will also be a factor in determining the digitised category ultimately selected.
The prioritisation of digitisation for New Museum front of house or display purposes is a key element in the program. This has a two-fold impact — it allows key items to be digitised ready for packing and relocation and also delivers raw digitised material ready for exhibition content production.
The following key activity durations have been allowed, inclusive of program contingency allowances:
4. Boiler House/Steam Revolution and Turbine Hall collection digitisation
9 Months (Some concurrency with Items 1 and2 above)
5. Switch House and Wran Building collection digitisation
9 Months (Some concurrency with Item 1 above)
6. Castle Hill collection digitisation 20 Months (Some concurrency with Item 3 above)
Table 19: Collection Digitisation Program
7.2.7 COLLECTION DECANTING AND STAGING PROGRAMThe program for the collection decanting and staging is included in the Collection Logistics Plan Program at Appendix 5 and is detailed in activities 60 to 72 and 79 to 92 of that program. The program activities cover the decanting and associated staging requirements of the whole collection at Ultimo and the transfer of collection items to Castle Hill.
As part of the overall transition process, space will need to be made available to for the conversion of some existing ground floor area in Harwood into a suitable staging post for collection assessment, treatment, digitisation and finally the packing of the collection ready for decanting. Along with the staging post areas created with the Boiler House, Steam Revolution and the Turbine Hall, Harwood will be a critical element in the successful and timely delivery of the project.
The following key activity durations have been allowed, inclusive of program contingency allowances:
Activities Durations1. Modifications to Harwood to convert into
a staging store3 Months
2. Harwood available as staging store/post 56 Months
3. Relocation of Boiler House/Steam Revolution and Turbine Hall collection to Large Object Store
3 Months
4. Relocation of Switch House and Wran Building collection to Large Object Store
4 Months
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5. Relocation of Boiler House/Steam Revolution and Turbine Hall collection to New Museum
3 Months
6. Relocation of Switch House and Wran Building collection to New Museum
4 Months (Some concurrency with Item 6 above)
7. Relocation of Harwood collection to New Museum
3 Months (Some concurrency with Items 4 and5 above)
8. Relocation of Castle Hill to New Museum 3 Months (Some concurrency with Item 5 above)
I able 20: Collection Staging and Relocation Program
7.2.8 NEW MUSEUM BUILDING PROGRAMThe key dates for the New Museum Building program are included in the Collection Logistics Plan Program at Appendix 5 and are detailed in activities 73 to 78 of that program. These dates are derived from the MAAS Project Master Plan provided at Appendix 4. The program activities cover key milestone dates relating to the completion of the digitisation process and the commencement/completion of decanting of the collection from Ultimo.
The following key activity durations have been allowed, inclusive of program contingency allowances:
Activities Durations
1. Building available to receive large objects 6 Months
2. Practical completion achieved Milestone date — May 2021
3. Exhibition Fit-out 12 Months
4. Launch Phase 8 Months
5. New Museum open Milestone date — December 2022
Table 21: New Museum Building Program
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F
BACK OF
FRONT OF
ASSESS NEW
DE
NEWMUSEUM
ASSESS
INTERIM
(ASlirAUG 2022
MAR 2022
MAR 2022
MAR 2022
Figure 14: CLP Process
The following diagram provides a summary of the key activities required for the collection relocation process noted above and the broad timelines for these tasks to be completed and aligned with the opening of the New Museum in December 2022.
