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Attachment CC:Commissioning and Launch Plan

The New Museum for MAAS at Parramatta

Com

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oning

and

Launc

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Plan

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Version No:

Date of Issue:February 2016

Update Description:

*Contents1.................................................................................................................................VIEW.................................................................................................................................

1.1. Project Objectives...............................................................................................................................

1.2. Project Phases.....................................................................................................................................

2.................................................................................................................................E 1— PLANNING DESIGN STAGE...............................................................................................................................

2.1. Phase 1— Commissioning and Launch services during the Project Design Stage.......................................................................................................................................

2.2. Design Stage Commissioning Activities.................................................................................................................................

3.................................................................................................................................E 2 — CONSTRUCTION STAGE...............................................................................................................................

3.1. Phase 2 — Commissioning and Launch services during the Construction Stage.......................................................................................................................................

3.2. Construction stage - commissioning activities.................................................................................................................................

4.................................................................................................................................E 3 — POST HANDOVER.................................................................................................................................

4.1. Phase 3 — Commissioning and Launch Services during Post Occupancy Stages...................................................................................................................................

4.2. Post-Handover Audience Evaluation.....................................................................................................................................

4.2. Post-Handover commissioning

activities...............................................................................................................................

1. OVERVIEW

1.1. Project Objectives

This strategy focusses on MAAS's responsibilities in ensuring that the

building Commissioning and Launch completion occurs in an agreed and planned mann

er, is implemented in accordance with contractual and statutory requirements, and enables th

e smooth transition to building occupation and launch of the New Museum. This plan will req

uire further consideration upon endorsement and budget announcement for an Option as

each option will require variance to the broad Commissioning and Launch Plan provided bel

ow.

The Commissioning and Launch stage is a systematic process to ensure that all building systems including staffing, perform intera

ctively according to the design scope, intent and operational requirements of MAAS. In order for this to be achieved the Commissioning an

d Launch stage must begin in the concept design phase, documenting the design intent and continuing through construction, acceptance an

d the warranty period with actual verification of performance. Successful completion of any building and its services, especially for large comp

lex systems that are associated with galleries involves the following activities:

·Reviews;

·Preparation;

·Coordination;

·Documentation;

·Training;

·Offsite tests;

·Tracking and reporting;

·Site tests;

·Integrated tests; and

·Building tuning.

As such the Commissioning and Launch stage is an integral part of the project and, if impl

emented correctlyensures that the structure can be handed over with its services

operating as per the design intent with the emphasis that its operatio

n will continue to function in an effective and efficient way.

Due to the scale and co

mplexity of the New Museum Project, awareness of the importance of the Commissioning and Launch process, and when certain activities are to be carried out, is paramount to ens

ure that the services design enables the building to be commissioned and operated properly. In this way, the scope of Commissioning goes far beyond the traditional testing and

balancing exercise. It is about ensuring all the buildings services Commissioning activities and commission-ability of the systems starts at the early design stage right

through to the completion and post occupancy stages of the project.

An integral part of the Commissioning and Launch phase is the 6-12 month proces

s of post, opening audience evaluation, which will be used to ascertain public perception of the New Museum experience. The developme

nt of a strategy that clearly documents the review process, measures, the process for responding to and amending content where necess

ary and any resource requirements will need to be developed prior to opening. This process will enable MAAS to ensure it is meeting the pu

blic expectations of the New Museum's offering and to enable a thorough and responsive approach during this period.

A*1.2. Project Phases

The commissioning and

launch activities for the MAAS

have been broken down into the f

ollowing three phases:

· Phase 1: Planning Design

—establish early involvement of all stakeholders in order to promote effective design solutions

between the design team and the facilities/operational management team. The creation of the bui

lding user guide, design reviews and environmental and energy efficiency targets, and

international gallery standard requirements at this stage is also important to enable the opt

imal design and built outcome.

· Phase 2: Construction —aims to minimise knowledge

loss between the design team and construction team to ensure projects goals and aspirati

ons are carried forward. The construction team is also responsible for the finalisation of all co

ntractor documentation and coordination, system integration and testing, inspection and

commissioning as well as the preparation of all final commissioning reports. The const

ruction phase for the New Museum will be undertaken in two key phases. The first bei

ng the construction of the main building and the commissioning of key services, and the seco

nd being the exhibition fitout, collection logistics integration and final systems integration.

Another core focus during Phase 2 is "Operational Commissioning". This piece of work must be closely align with the Change Management Framework, Stakeholder Engagement Plan and Workplace

Plan. Operational commissioning refers to the activities to familiarise staff and other users of the new building with safety, security and communication processes.

.

Phase 3:

Post-Handover — Aims to fine tune the building in order to achieve maximum efficiency as well as

checking for emerging defects within services.

Each of the phases are described in detail on the pages subsequent to

Figure 1. Figure 1 provides a graphical depiction of the three phases within the Commissioning and Launch Plan.

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· EARLY STAKEHOLDER ENGAGEMENT

· ACTIVE ENGAGEMENT IN PRELIMINARY SERVICE DESIGN

· DEVELOPMENT OF DRAFT COMMISSION AND LAUN CFI PLAN

· SETTING OF ENVIRONMENTAL AND ENERGY TARGETS

• DEVELOPMENT OF DRAFT BUILDING USER GUIDE

FINAU SI NG AU.TEN DER DOCUMENTS, ENSURING ALL COMMISSION AND LAUN CH SPECIFICCON TRACT

· CLAUSES ARE CAPTURED

· CONSUTRUCTION WORKSUNDERWAY

· DEVELOPMENT OF CONTRACTORSSUBFAISSIONS

· REGULAR CONTRACTOR COODINATION MEETINGS

· FINAUSE CONTRACTOS COMMISSIONING PLANS

· CENTRAL PLANT COMMISSIONIN G AND TESTING

· PHASE 1 GALLERY FITOUT AND SUPPORTINGARES COMMISSIONING AND TESTING

· SYSTEM INTEGRATION TESTING

· PHASES HANDOVER

PHASE 2 GALLERY FITOUT AND SUPPORTING AREASCOMMISVONING AND TESTING. COU.ECTION

· AND LOGI STI CS INT EGRATION.

· TRAINING

· FINAL SYSTEM INTEGRATION AND TESTING

· FINAL BUILDING HANDOVER

· ADDITIONAL TRAINING IF REQUIRED

· BUILDING USERS OPERATIONAL FEEDBACK

· SEASONAL COMMISSIONING, DE-BUGGING AND FINETUNING CARRIED OUT MULTIPLE

TIMES

*2. PHASE 1- PLANNING DESIGN STAGE

2.1. Phase 1— Commissioning and Launch services during the Project Design Stage

The design phase is co

nsidered to cover the projects various stages up to, and including, the construction documentation (i.e. conce

pt, schematic design, design development, detail design and tender documentation).

A core element of the service

s design is ensuring that the building is able to be commissioned and operated properly, in accordance with MAAS' requirements. Early in the design stage stakeholder engagement must be promot

ed, aiming to bridge the gap between the design team and the facilities management personnel, ensuring that the design solutions can be maintained with minimal effort and cost. As the functional brief of

the galleries and its associate support spaces evolve, which will ultimately allow the design team to determine the system equipment and system configuration, the design team shall tailor the methodology

and commissioning activities to suit.

Similar to other core activities, it will be important that an exhibitions focused MAAS commissioning team is assembled. The role and responsibility of this group, is to ens

ure the effective and efficient transition over the agreed period of time from the Ultimo site to the New Museum site. The Change Management team may be the appropriate group to take on this piece of

work.

A detailed document that outlines each of the areas of the New Museum and the tasks /activities that must be carried out prior to opening to the public will be developed concurrent to design evoluti

on. It is often at this juncture that the design work can be challenged to ensure the flow of visitors and staff are optimised and that the most efficient operations are achieved. A detailed programme for comm

issioning will align with the main contractors (builders) programme and a schedule of meetings of the Commissioning team at critical points should occur to review and determine if the commissi

oning plan requires modification based on the building program.

A separate Exhibitions Commissioning Pl

an should be developed by the MAAS team in conjunction with

exhibition design, which details the activities required to

ensure exhibits function and are operated as intended.

2.2. Design Stage Commissioni

ng Activities

The following commissioning activities shall be taken into

consideration during phase 1 of the Commissioning and Launc

h plan:

· Stakeholder engagement — encourage the early involvement of all stakeholders, with the aim of bridging the gap between the design team and the facilities mana

gement personnel, ensuring that the design solutions can be maintained with minimal effort and cost.

. Development of draft Building Users Guide (the guide should explain ho

w the building is supposed to operate, with explanations of local controls to assist the occupants).

· Development of a detailed risk and issues register for the commissioning of the

New Museum. This should be reviewed at each senior leadership meeting in the 2 years prior to moving in to the new facility.

a

Help set environmental and energy per

formance targets that are reasonable, achievable and measurable. Throughout the various project stages these KPI targets are to be continuously reviewed and evaluated.

® Desig

n reviews and coordination of all services preliminary drawings and specifications (including architectural arrangements).

o Creation of a draft commissioning plan outlining commissionin

g strategies and programming. (Final commissioning plan to be devel

oped by the appointed main contractor and their associated sub-co

ntractors).

o Verification of the Environmentally Sustainable Developmen

t (ESD) framework.

· Production of a project specific roles•and resp

onsibility matrix and work sheet, outlining personnel, tasks and

timelines as well as the resources required to implement thes

e.

· Detailed handover plan for the incremental or early handove

r of spaces for fit out, which manages the interface between th

e Contractor and MAAS exhibitions team.

· Interface with the Co

llection and Logistics plans developed to ensure the smooth m

ovement of the exhibits and artefacts between the sites.

3. PHASE 2

- CONSTRUCTION STAGE

3.1. Phase 2 — Commissioning and Launch services during the Construction Stage

As the project passes through the various

stages, from the Architect and design team to the construction team it is im

portant that the project knowledge and project aspirations are carried

forward. Contractors then need to pass this onto the building's end user

s/facility team, as such the Commissioning and Launch plan will be revalua

ted and modified as appropriate.

The construction phase for the

New Museum will be undertaken in two key phases. The fir

st being the construction of the main building and the co

mmissioning of key services, and the second being the exh

ibition fitout, collection logistics and final systems in

tegration.

3.2. Construction stage - commissioning activities

The following commissioning activities s

hall be taken into consideration during Phase 2 of the Commiss

ioning and Launch Plan:

· Main Contractors shall finalise the commi

ssioning plan to be carried out for all services. Input and collab

oration shall be provided by their sub-contractors members.

o Reinfo

rcement of the roles and responsibilities of the parties involved in th

is process.

· Finalising of all contractors' documentation. This incl

udes equipment technical submissions, workshop drawings, method s

tatements / pre commissioning check sheets, commissioning progra

mmes and BMS function control descriptions.

· Regular contractor

coordination meetings for all services with periodic observatio

n of installations and preparation of site inspection reports.

· Sy

stem integration and testing - e.g. CCTV, security, mechanical, hydr

aulics, lighting and life safety systems.

· Inspection of all commi

ssioning test results and confirmation of results aligning wit

h design intent. Observation of random testing, review and verif

y services contractors test results.

· Preparation of final commis

sioning reports including any recommendations to the client r

egarding the performance of commissioned building systems.

· Prep

aration of Early Handover reports that enable the staged handov

er for exhibition fitout which clearly articulate roles and pr

ocess.

· Early integration with the Collection and Logistics pro

gramme to ensure that the timing of move, digitisation, storage

and relocation of the collection is well integrated with the ov

erall

construction programme to prevent double handling or additional storage requirements, which would represent a cost impost to the project.

· Preparation of collection and fitout integration plans to ensure coordination of collection . movement and staff preparedness. The report should detail a clear system by which objects are identified, prioritised and relocated in line with the readiness of exhibition spaces and collection storage.

· Creation of a building readiness programme that ensures the coordination of site activities and witnessing by the designer and client.

· Defects list and defects rectification — contractor to be issue a defect list to the contractor, with copies of each list to all relevant groups and stakeholders. Contractor to rectify all defects prior to occupancy.

· Certification of all required areas — Certificate of Occupancy or Certificate of Final Inspection, all relevant statutory authority permits and approvals, all operational and maintenance manuals, all warranties and guarantees.

· Assist with a migration plan to co-ordinate the occupancy of the building with continuing site activities. The building migration plan shall also take into key consideration the phased handover of the museum, ensuring the central plant is commissioned in advance of the first of the gallery fit-outs.

· Key integration activities and systems checking following the completion of exhibition fitout, and any layout changes that have resulted during that process.

Operational Commissioning

Operational commissioning is the second critical component of this phase and is described in Figure 2 below. This phase must align with the Change Management Framework and the MAAS Workforce Plan as this phase is at its simplest form preparing staff and other key users of the building for how the new building will work and operate on a day to day basis and all the procedures, systems and processes that must be in place for that to happen as efficiently as possible.

S t e p 1

S t e p 2

Step 3

S t e p 7

S t e p 8

Staff TrainingPrior to final handover staff need to be trained in how to use any new equipment, back up facilities and maintain the building fabric and services. This should include a briefing session with the subcontractor/manufacturer and include the handover of any operational manuals and warranties.

S t e p 6

rMaintenance ProgramAlthough there may be new equipment provided, the Principal should establish a 5 to 10 year maintenance program including recurrent budgets which should be reviewed annually. This is particularly relevant for projects involving refurbishment of existing

Step

•Figure 2: Operational commissioning

Representative NominationNominate a representative of the Principal to manage the commissioning process on behalf ofthe Agency.

Occupation and Move in ProgramDevelop an occupation and move in program with handouts that show in simple formats key information such as floor layouts and emergency exit details. The development of the Fire Evacuation Plan and the use of appropriate emergency exits/egress should be completed as a joint effort between the service providers and the Building Surveyor.

Facility InspectionDuring the latter phases of construction the Principal (and key user groups including service providers) should be given the opportunity to inspect the facility and commence familiarisation with the functional layout and details. This should be done in a controlled environment with both the Superintendent and Contractor present.

(Equipment SupplyIn situations where the Principal is responsible for supplying equipment for the Contractor to install or even when supplying their own loose furniture and equipment, confirm the key target dates to ensure they do not delay the Contractor and are ready for the handover. It Is also important that the dimensions, colours and service requirements are considered prior to placing an order for any furniture and equipment.

Step 5

Staff AllocationFor new services the Principal will need to ensure new staff are available at commencement of operating. In such instances time needs to be allowed for advertising, interviewing and approval of such appointments.

(Asset SchedulePart of final handover the staff need to be provided with an asset schedule setting out equipment and building fabric matters that require maintenance/replacement. The information should be in hard copy and electronic form and include type, age, value and condition of the asset. This should be provided by the consultants/contractors with the operational manuals and warranties.

Staff Roles and ResponsibilitiesThe advice on the staff roles and responsibilities regarding maintenance should be provided to staff during commissioning to clarify who is responsible for what and who to contact. This is particularly important for maintenance of essential services set out by the building surveyor such as fire safety requirements.

Source: Victorian Government Department of Health and Human Services Infrastructure Planning and Delivery Guidelines for Commissioning

*4. PHASE 3 - POST HANDOVER

4.1. Phase 3 — Commissioning and Launch Services during Post Occupancy Stages

Building excellence does not

stop when a building is handed over, operational issues and

poor understanding and due regard to building systems has t

he capacity to degrade the building and its services. Indeed

, in a very short space of time the design intent can be los

t. This often manifests itself in higher energy usage, a fai

lure to maintain critical conditions and less satisfied occu

pants. Experience suggests that the 'handover stage' is wher

e many of the long term operational problems become embedde

d.

The commissioning focus post building handover moves from the Contractor to MAAS with the realisation of the separable Commission Plan for the individual exhibition spaces. As with the building, det

ailed planning for the management and operations of spaces must be developed and tested through construction.

4.2. Post-Handover Audience Evaluation

Following the launch of the New Muse

um there will be a necessary period of audience review to ascertain audience sentiment and the popularity of

exhibits and exhibitions. Exhibition and Experience content development will be an iterative process that will ev

olve during the design phase. As such the progressive evolution of the New Museum displays will be well resolved and

evaluated prior to installation.

The audience review period of approximately 6-12 months will however ascert

ain whether the exhibits are meeting the needs and desires of the New Museum audience. The exhibition d

esign and planning must consider the potential poor performance of an exhibit and therefore be necessarily

flexible to be adapted according to demand. It is recommended that resources should be held for the purpos

es of early amendments and alterations to exhibitions, if necessary, to ensure that audiences are satisfied with

the offering of the New Museum.

4.2. Post-Handover commissioning activities

The following commissioning activiti

es shall be taken into consideration during phase 3 of the Commis

sioning and Launch plan:

m Building Tuning:

- Undertake quarterly reviews with the client, design team and Managing Contractor (including subcontractors) to assess the ongoing performance of the systems and

services.

- Reporting on each of these system performance, including any recommendations for improvements and efficiencies for implementation

-

Verification that the systems are performing to their design potential during all variations in climate change.

- Optimisation of time schedules to

best match occupant needs and system performance that will suite the specific gallery fit-out requirements

- Alignment of the systems operation to the attributes of the built space they serve.

® On-site professional presence, with informal walkabouts for spotting

actual or emerging issues which would otherwise go unrecorded, and to witness how occupants use their building.

o Conduct workshops with building occupants and the design tea

m to discuss the project and its performance to capture the lessons learned

® Updating of the commissioning records and building logbook to help ensure they are in order followi

ng any changes during the POE stage.

4**

· There is also e

merging literature tha

t an ongoing maintenan

ce schedule will increa

se the useful life of th

e building. It is criti

cal to develop a mainte

nance culture during t

he 12 month defects li

ability period (averag

e time period is 12 mo

nths) within the MAAS

team. Commencing a main

tenance log, record, rec

ommendations and sugge

stions for improvement

from staff and other u

sers are important to

the quality assurance

of condition of the new

asset/s.

A final commissioning report should be produced which covers the following:

· Summary of the building and commissioning process,

· Overview of the

philosophy adopted for the commissioning of the New Museum

· MAAS intent

for the use and design of the building

· System details, testing and balancing

· A separable summary of exhibition commissioning.

Root Projects Prime ContractorReport AuthorAnalysis &

WT Quantity Surveyor, Capex

MAAS Project - Consultants List — 12 January 2018

Strategic Assessment (Site Selection)

Preliminary Business Case

KPMG

Consortium LeadBusiness Case AuthorEconomic and Financial AnalysisRisk AnalysisLegislative Review (MAAS Act 1945)Macro Environment Study — Visitation Demand Estimates,Benchmarking, TrendsStakeholder Engagement PlanFinal Business Case Implementation PlanAEA

New Museum Vision and Program Planning

Macroenvironmental StudyRoot Projects Australia

Museum Spatial Needs and Planning

Project Planning and ScheduleChange/Relocation/Decant PlanningRLB (Rider Levett Bucknall)

Quantity Surveyor (Cost Planning, Life Cycle Costing) & Cost BenchmarkingCox ArchitectsReference Architectural Models and DesignsNeeson Murcott ArchitectsReference Architectural Models and DesignsUrbis

Town Planning and Urban Design Analysis: Urban Planning, Heritage, Town Planning, Transport, Flood

Project G (Concept Work between MAAS & City of Parramatta on potential shared uses for Parramatta Site)

SJB Architecture Concept ModellingAspect Studios Public Realm ConceptsSam Marshall Architects Concept Modelling/AdvisoryGTA Transport Modelling

Final Business Case

Johnstaff Projects NSW Pty Ltd

Consortium LeadBusiness Case AuthorRisk AnalysisStakeholder Engagement PlanProgramming and LogisticsProcurement Plan

Root Projects Consortium LeadOverarching Analysis, timeline and approach

International Conservation Services

Collections Management Relocation Plan (Staffing,

Claytons IAS Fine Art

Storage AnalysisCollection Relocation Analysis, Strategy & Plan

SGS Financial and Economic AppraisalJBA Urban PlanningFKM IA Architectural PlanningAdvisian Heritage PlanningRLB Cost Planning and Life Cycle ModellingSteensen Varming Electrical, Communications, Hydraulics

Civil Engineering Services — Infrastructure ServicesWarren Smith & Partners Traffic and Flood ModellingPells Sullivan Meynink (PSM) Geotechnical and ContaminationPaxon Group Commercial and Operational Financial MOdelChristie Lee Change Management PlanningNeo Willingness to Pay / Audience Demand Analysis

Separate Packages of Work for Final Business Case

Collections and Logistics Plan (commissioned by MAAS)

Ultimo Site Divestment Plan (commissioned by Property NSW)

CBRE Australia

Consortium LeadOverarching Analysis, Research, Benchmarking and ReportMarket AnalysisFinancial ModellingIndicative Value AnalysisDivestment StrategyWeir Phillips HeritageHeritage AnalysisMBMCost PlanningJBAUrban PlanningDouglas Partners

Contamination (Preliminary)

Geotechnical (Preliminary)Crone ArchitectsStudy of Alternate Uses (Massing Studies)

Extended Final Business Case (inc Ultimo)

Johnstaff Projects NSW Pty Ltd

Consortium LeadBusiness Case AuthorRisk AnalysisStakeholder Engagement PlanProgramming and LogisticsProcurement Plan

SGS Financial and Economic Appraisal (Both)JBA Urban Planning (Both)

Crone ArchitectureArchitectural Planning (Both)AdvisianHeritage Planning (Parramatta)Weir Phillips HeritageHeritage Planning (Ultimo)RLBCost Planning and Life Cycle Cost Planning (Both)Steensen VarmingElectrical, Communications, Hydraulics (Both)Warren Smith & PartnersCivil Engineering Services, Fire — Infrastructure Services (Both)TTWTraffic and Flood Modelling (Parramatta only)Pells Sullivan Meynink (PSM)Geotechnical and Contamination (Parramatta only)Paxon GroupCommercial and Operational Financial Model (Both)Christie LeeChange Management Planning (Parramatta only)CAPPREWillingness to Pay / Audience Demand Analysis (Parramatta only)Elton Consulting

Communications and Engagement Planning (Both)

Community Consultation (Both)

Supporting Consultancies

SGS Cultural/Economic Impact (Ultimo)Ogilvy PR Communications Strategy (Both)Crone Architecture & Scharp

Visualisations, Fly throughs (Both)Property NSW Site Acquisition (GE Building / Parramatta)

And not sure it's relevant, but the consultants for the 2014 Ultimo Masterplan:

EY Consortium LeadBusiness Case AuthorFinancial & Economic Analysis

JBA Urban PlanningFJMT ArchitectureRLB Quantity SurveyorAustralian Centre for Value Management

Value Management Review

Attachment S:Stakeholder Engagement Plan

1

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

MI

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

2

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.

3

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.

4

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

Stakeholder

Key Relationships

MAAS Board of Trustees

Strategic direction for MAAS, custodial responsibility for collection and assets.

Project Steering Committee including Project Control Group

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.

Media

Leading public opinion

NSW State Government

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 (DPO)

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

Arts NSW /Department of Justice

Policy alignment with Create in NSW, precinct planning, governance

NSW Treasury

Engagement throughout Business Case, support and reporting throughout Project

Infrastructure NSW

Two roles within project(1) Responsibility for the State Infrastructure Strategy(0) Project assurance (Gateway reviews and high value/high risk reporting) Potential future role in project management/delivery (Projects NSW)

Government Property NSW

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

Parramatta

Government

Architect's Office

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

Transport for NSW

The Parramatta Light Rail project intersects with the New Museum planning

Roads and Maritime Services

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

Planning and Environment

Stakeholder in the development of the Parramatta site, and•

relationship with future use models for Ultimo site.Planning approval for State Infrastructure Strategy

5

6

Stakeholder Key Relationships

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 ArtsCentre, 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)

r Interests of MAAS staff

Sydney and Western Sydney Business Chamber

Sector representation and advocacy

Western Sydney Arts and Cultural Lobby


3.2 Secondary Stakeholders

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

7

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

8

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

Sector representation and

Accessible Sector representation and

Multicultural NSW Policy alignment and ongoing engagement

Local CALD elders Sector representation and advocacy

Aging, Disability and Home Care (ADHC)New Audiences

Visitors for the New MuseumGeneral ATS CALD Regional

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

9

4.2 Design Competition and Planning PhaseThe 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.

10

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

11

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

Stakeholders receive differing

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

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 projectEngage with key stakeholders and the community early and

often in order to

develop an understanding of and address concerns

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

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

Record all meetings with

stakeholders to ensureduplication is not taking place

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

NSWCultivate sector advocates to

speak to the benefits of the

project for diverse audiences

Minimised gap between stakeholder expectations and experiences

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.

12

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

13

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