MAAS 'Collection Logistics Plan for the New Museum 6. Collection Logistics Procurement Plan 6.1 Introduction The Collection Logistics 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, conservation 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 other than to provide specific expertise as required and that all resource requirements will be procured specifically for the duration of this project. 6.2 Human Resourcing Requirements ICS and IAS have developed human resourcing models based on overall durations for the various work streams. The detailed analysis behind these estimates is included in the ICS and IAS report appendices provided at Appendices 1 and 3 of this report. The table below outlines the total Full Time Equivalent (FTE) across the lifecycle of the project. The following table outlines the peak resource requirements. Full Digitisation Work Stream Peak Resourcing Requirement Program : .. ...... Assessment and preparation for relocation 124 FTE October 2017 to December 2020 Conservation including handling 102 FTE October 2019 to December 2021
Transcript
MAAS 'Collection Logistics Plan for the New Museum
6. Collection Logistics Procurement Plan
6.1 Introduction
The Collection Logistics 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, conservation 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 other than to provide specific expertise as required and that all resource requirements will be procured specifically for the duration of this project.
6.2 Human Resourcing Requirements
ICS and IAS have developed human resourcing models based on overall durations for the various work streams. The detailed analysis behind these estimates is included in the ICS and IAS report appendices provided at Appendices 1 and 3 of this report. The table below outlines the total Full Time Equivalent (FTE) across the lifecycle of the project.
The following table outlines the peak resource requirements.
Full Digitisation
Work StreamPeak Resourcing
RequirementProgram : . . ......
Assessment and preparation for relocation
124 FTE
October 2017 to
December 2020
Conservation including handling
102 FTE
October 2019 to
December 2021
Digitisation including handling
124 FTE
July 2018 to June 2022
Table3: ICS Human Resources for Collection Assessment, Conservation and Digitisation
There will be cross over processes between relocation resources and the dedicated collection assessment, treatment and digitisation staff. A common understanding of the collection protocols and policies will be essential so that all parties can minimise risks to the collection.
All resources required for the project have been costed as new resource operating costs to the project.
All staff working on the project will have the skills and training to work to Museum standards. All staff working on the collection logistics project for the New Museum will be inducted and trained in all MAAS procedures and protocols.
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The overall resourcing profile of the project based on location is as follows:
Location • Peak Resourcing Requirement
Program
Logistics Project Management 5 FTE* February 2020 to August 2022Training of Staff 2 FTE December 2020 to March
2021Harwood decanting to Castle Hill/I-Store 20 FTE January 2021 to August 2022Powerhouse to New Museum/Castle Hill 60 FTE January 2021 to March 2022Castle Hill/I-Store to New Museum - 60 FTE January 2022 to March 2022New Acquisitions to New Museum 60 FTE January 2022 to March 2022
Table 6: IAS Resource estimates for decanting and logistics
*FTE - Full Time Equivalent
During the overall program for decanting there will some tasks that occur concurrently where the resource profile will peak. The resource costs for the relocation process are included in Section 5 of this report.
6.3 Skill Profile and Resourcing Requirements
6.3.1 COLLECTIONS ASSESSMENT, CONSERVATION AND DIGITISATIONThe skill profile for the collections assessment, conservation 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 with resources increasing from late 2018 and peaking in Quarter 3 of 2019 and decreasing in Quarter 4 2019 and plateauing through 2020 at a relatively high resource level in the stacked resource diagram below.
6.3.2 DECANTING AND LOGISTICSThe 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 2022in the stacked resource diagram below:
6.3.3 RESOURCE WORK FLOWSThe stacked diagram illustrates the modulation of the work flows through the duration of the project. The work flow modulations are aligned with the programming requirements and the extent of resourcing required to complete the various phases of the CLP project.
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12C
100
80
60
40
20
0
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MAAS 'Collection Logistics Plan for the New Museum
n Staffing Total- Ultimo & Castle Hill ■ Logistics Resourcing Total
Figure 11: Stacked resourcing profile for the CLP project
6.4 Procurement Options for MAAS
Three options have been proposed for the procurement of resources to successfully deliver the Collection Logistic Plan scope of works.
Option 1: Direct contractual 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 contractual appointments and tendered outsourcing for the bulk of the resourcing decanting requirements. It is anticipated that MAAS will 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 experienced existing MAAS staff to participate in the project and mitigate risks to the collection. This option provides MAAS with the flexibility to utilise its internal specialist knowledge resources in targeted way for the New Museum, while maintaining business as usual operation.
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The operating cost estimates provided in Section 5 are based on MAAS' preferred Option 3 - a a combined in-house and outsourced procurement model.
6.5 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, conservation and digitisation scopes. The decanting and logistics contract is programmed to be awarded by March 2020.
The current program indicates a staggered approach to the procurement of the collection assessment, conservation 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.
6.6 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 esily 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 staged delivery 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 contractual obligations for the Main Works Contractor during this period must be clearly articulated to safeguard the collection.
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MAAS 'Collection Logistics Plan for the New Museum
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 conservation, 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,· conservation 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:
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ACTIVITY DATEFinalisation of Business Case & Provision of Project Funding
Project Funding Available July 2017Procurement of Collection Assessment/Conservation Er Digitisation Resources
Collection Assessment Teams engaged November 2017Collection Conservation Teams engaged February 2018Collection Digitisation Teams engaged June 2018
Procurement of Relocation Contractor/ResourcesRelocation Contractor/Resources engaged March 2020
Collection Assessment & PreparationSwitch House/Wran complete March 2018Castle Hill complete August 2019Boiler House/Steam Revolution/Turbine Gallery complete
August 2019
Harwood complete November 2020Collection Conservation
Switch House/Wran complete July 2020Boiler House/Steam Revolution/Turbine Gallery complete
November 2020
Castle Hill complete April 2021Harwood complete October 2021
Collection DigitisationSwitch House/Wran complete April 2019Front of House Object Prioritisation determined January 2020Boiler House/Steam Revolution/Turbine Gallery complete
September 2021
Harwood Priority objects complete June 2021Harwood non-priority objects complete August 2022Castle Hill complete December 2022
Harwood Transition StoreModifications to Harwood workshop into staging area complete
January 2018
Staging store ready for use January 2018Staging store no longer required August 2022
Leased Large Object StoreLeased Large Object available October 2021
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MAAS 'Collection Logistics Plan for the New Museum
ACTIVITY DATE
Decanting
Decant Ultimo Large objects to New Museum Front of House commences
January 2021
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 12: Master Collection Logistics Planning Program milestone summary
7.2.3 PROGRAM CONSTRAINTS Er 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 conservation/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
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· 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· . 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, conservation 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 conservation 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.
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MAAS 'Collection Logistics Plan for the New Museum
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 13: Collection Assessment Program
7.2.5 COLLECTION CONSERVATION/STABILISATION PROGRAMThe program for the collection conservation 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 conservation 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 conservation 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 November2020;3. Castle Hill in April 2021;4. Harwood FoH Parramatta priority conservation in June 2021; and5. Balance of Harwood completed in October 2021.
In January 2020 MAAS will issue the preferred Object List for FoH New Museum priority conservation for digitisation. This is a key milestone date and provides a focus to the conservation 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 conservation 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:
Item Activities Durations
1. Harwood collection conservation 36 Months
2. 150% Object List for FoH New Museum priority conservation for digitisation determined
Milestone date - January 2020
3. Harwood - FoH New Museum priority treatment for digitisation
18 Months (Some concurrency with Item 1 above)
4. Boiler House/Steam Revolution and Turbine Hall collection conservation
3 Months (Some concurrency with Items 1 and 3 above)
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Item Activities Durations
5. Switch House and Wran Building collection conservation
3 Months
6. Castle Hill collection conservation 20 Months (Some concurrency with Items 1, 3 and 4 above)
Table 14: Collection Conservation and Stabilisation Program
7.2.6 COLLECTION DIGITISATION PROGRAMThe total duration for the collection assessment, conservation 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 aMuseum 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 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:
Item Activities Durations
1. Harwood collection digitisation 30 Months
2. Harwood - FoH New Museum priority digitisation
18 Months (Some concurrency with Item 1 above)
3. Harwood - remainder of collection digitisation
11 Months (Some concurrency with Item 2 above)
4. Boiler House/Steam Revolution and Turbine Hall collection digitisation
9 Months (Some concurrency with Items 1 and 2 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 15: 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.
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MAAS 'Collection Logistics Plan for the New Museum
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, conservation, 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 Durations
1. Modifications to Harwood to convert into a staging store
3 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
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 and 5 above)
8. Relocation of Castle Hill to New Museum 3 Months (Some concurrency with Item 5 above)
Table 16 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 datesrelating 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 17: New Museum Building Program
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8. Collection Logistics Plan Project Risk Assessment
The transportation of collections presents a high level of risk due to the nature of the objects and their value, both measured and intrinsic. The relocation of almost an entire museum collection is rare. This report sets out the core risks identified for the MAAS Collection relocation and identifies proposed mitigation strategies.
The relocation risks have been categorised in the following manner:
· Business risks relating to the financial and reputational status of the Museum.
· Operational risks relating to the existing daily operations for the Museum.
· Transition risks relating to all processes and work flows required to relocate the Powerhouse and Harwood collections to the New Museum and Castle Hill.
In some instances, the risk profile of these categories will overlap.
The following list captures the key risks across these categories:
Business Risks· Changed programming for constrained operations limits annual revenue.
· Funding for the New Museum is limited and staff resourcing/funding is required to be diverted from existing programs to achieve the New Museum programming objectives and time frames.
· Reputational damage associated with the relocation process when there will be limited access to parts of the collection at various times and the Powerhouse will be in a constrained operations mode.
Operational Risks· Unforeseen changes in the timing and programming for constrained operations that impacts on
existing public programs and the transition programming for assessment, conservation and digitisation of the collection,
· Security risks for the collection while constrained operations and relocations processes are underway and the collection is dispersed across the site for assessment, conservation and digitisation.
Transition Risks· Uncertainty around the timing of the MAAS exit from Ultimo with the potential to lead to
accelerated transition works with risks to the collection and the budget.
· Changed external environment around the Powerhouse since opening and complications for the relocation of the collection — access and egress.
· Tracking systems failure leaving locations for collection items unknoWn during the transition process when the collection has been dispersed across a number of locations within the Museum and externally.
· Collection damage during transition and once installed in the New Museum while the building is being completed.
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MAAS 'Collection Logistics Plan for the New Museum
· Patron and staff safety as the Powerhouse moves into constrained operations models.
· Adverse media attention will be an ongoing issue that will require a strong communications strategy to emphasise the benefits of the collection relocation and the considered approach to safeguarding the collection.
A copy of the risk matrix for the CLP is provided on the following pages. While a number of risks and associated mitigation strategies have been included in this report the list is not exhaustive. There are still areas of risk that only be mitigated through further research and the development of detailed scopes of work for key collection items such as individual movement plans and engineering advice. The risk matrix will need to be updated regularly as the project progresses. This will provide greater detail around the existing access and egress requirements at Ultimo, the design of the New Museum, the extent of conservation required for the collection and the digitisation scope and program for delivery.
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Appendix 1 - ICS - Collection Management Relocation Plan
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MAAS !Collection Logistics Plan for the New Museum
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