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Table of Contents
1.0 INTRODUCTION
2.0 STAKEHOLDER ENGAGEMENT SCOPE
2.1 Exclusions
2.2 Engagement objectives
2.3 Project phases and objectives2.4 Engagement framework
2.5 Engagement principles
3.0 STAKEHOLDERS
3.1 Primary Stakeholders
3.2 SECONDARY STAKEHOLDERS
4.0 KEY MESSAGES
4.1 Business as Usual
4.2 Design Competition and Planning Phase
4.3 Procurement Phase
4.4 Construction Phase
4.5 Closure of Ultimo
4.6 Transition and Opening of MAAS Parramatta
5.0 RISK MANAGEMENT
6.0 STAKEHOLDER ENGAGEMENT STRATEGY
6.1 Stakeholder Engagement Strategy
6.2 Current Western Sydney Programs
6.3 New Museum Milestones of activity until 2023
Attachment A:
Stakeholder Engagement Register
M
Museum of XSApplied Arts& Sciences
THE NEW MAAS MUSEUMSTAKEHOLDER ENGAGEMENT STRATEGY
2016-2022
1.0 INTRODUCTION
Following a commitment to relocate the Powerhouse Museum from the Ultimo site to Western Sydney, in April 2016 the NSW Government announced that the banks of the Parramatta River were the preferred site for MAAS Parramatta.
The New Museum will be the anchor of the new Parramatta Arts and Cultural Precinct, with the site delivering a vibrant, exciting community hub that can be easily accessed by the community and enjoyed day and night.
With the preferred site selected, detailed planning work will now commence, which will involve stakeholder and community consultation.
To underpin the achievement of the New Museum vision, the following have been established by MAAS as the core Project objectives:
· Provide an anchor institution to support NSW Government and City of Council's plan for urban renewal and growth in Parramatta and Western Sydney.
· Deliver economic returns to the State and increase financial sustainability of operations by:
n Increasing and diversifying MAAS revenue streamsn Reducing dependency upon grant fundingn Establishing a funding program that delivers capital costs of building a new
museum and ensures ongoing investment in renewaln Ensuring significant growth in access to markets, partnerships and customers
· Support objectives of the ArtsNSW Arts and Cultural Policy Framework· Contribute to a dynamic cultural precinct in Parramatta that supports the prosperity and
liveability of Sydney, Western Sydney and particularly, Parramatta.
Successful stakeholder and community engagement will help to set the tone for the New Museum, now across the lifespan of the project. Consistent communication of key messages will help to guide attitudes towards the project and manage the impact of adverse reactions.
2.0 STAKEHOLDER ENGAGEMENT SCOPE
This strategy outlines engagement activities and opportunities to champion the project in the media and amongst stakeholders across the lifespan of the project, from the planning and design phase, which will commence in 2017, through to the transition of the museum to opening in Parramatta.
The purpose of this framework is to:
· Proactively inform and engage with key stakeholders and the public about the vision and progression of the New Museum.
· Create regular, proactive, positive media and public commentary about the MAAS Parramatta project, to shift the focus away from Ultimo vs Parramatta / East vs West
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divide, and to embrace the vision of an iconic museum for the whole of Sydney, NSW and Australia.
· Highlight milestones and opportunities for the NSW Government to champion the project in the media and amongst stakeholders.
· Identify opportunities to engage stakeholders and the community with regard to the planning process.
· Support the preparation of the final business case and the development of partnerships to assist in the delivery of the project.
· Showcase global and local best practice and position the museum as an innovative and collaborative institution.
2.1 Exclusions
The engagement and communication requirements around planning and community consultation for the development of the Parramatta Arts and Cultural Precinct are different to the engagement needs for this initial period of gaining stakeholder understanding and support for the move to Western Sydney and the chosen site for New Museum. This framework identifies community and stakeholder consultation opportunities, however a separate communication and engagement strategy will be developed for this body of work.
There are synergies between the stakeholder and communications work required for both the Museum and the precinct work. As such there may be opportunities to deliver integrated activities that add value to one another once the program for the precinct work is further developed.
2.2 Engagement objectives
· To develop a shared understanding of the objectives of the project· To identify and support advocates to promote the New Museum message· To ensure clear, consistent and timely communications· To understand and manage the concerns of key stakeholders and the community· To manage risks to minimise negative feedback and publicity· To set the tone of the project and projects now and into the future
2.3 Project phases and objectives
· Project Announcement (complete)· Design Competition and Planning Phase· Procurement Phase· Construction Phase· Closure of Ultimo· Transition and Opening of MAAS Parramatta
2.4 Engagement framework
MAAS will be working to an IAP2 engagement framework, engaging through information, consultation and participation throughout the life of the project.
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Information — keeping stakeholders up to date with project progress and milestones, highlighting any key issues or decisions made, and reinforcing vision and key messages. No feedback sought, engagement through one-way communication channels. This approach will reach the widest audience.
Consultation — MAAS will seek feedback from stakeholders on selected aspects of the project before these aspects of the project are progressed, to build community awareness and understanding. Clear expectations will be set, making clear the scope and influence of the consultation process. This feedback may then be used to shape the development of the project.
Participation — MAAS will invite a small set of stakeholders to be active partners in shaping and developing solutions and outcomes for the project. The input of these partners will have a direct impact on the direction and outcomes of the project.
2.5 Engagement principles
The stakeholder engagement process for the New Museum project is guided by the following principles:
· Purposeful: Engagement will have a clear purpose, scope and outcomes.
· Inclusive: All relevant stakeholders will be identified and included, ensuring a diversity of people, and range of opinions, and we will make it easy for them to engage with us. We are committed to work with stakeholders that are harder to reach for reasons such as language, culture, geography, age or mobility. We will make efforts to ensure information is accessible and objective and facilitate engagement with all stakeholders who have an interest. This includes forming relationships with Culturally and Linguistically Diverse communities (CALD), Aboriginal and Torres Strait Islanders (ATSI) communities, Aging, Disability and Home Care (ADHC) communities and geographical remote communities.
· Timely: Engagement will be timely, and stakeholders will be involved from the beginning, and will know when to expect engagement and how often.
· Considered: Engagement will involve feedback on suggestions and ideas, and all input will be considered. The expertise, perspective and needs of our stakeholders will be acknowledged and respected.
3.0 STAKEHOLDERS
MAAS has identified a range of stakeholders, who have an interest in the project and on whom the success or failure of the project depends. These stakeholders will be engaged over the life of the project, some for its entirety and other for targeted project phases.
Primary stakeholders hold critical importance, and are more likely to be engaged over the lifespan of the project.
Secondary stakeholders hold importance at more specific points throughout the project's lifespan.
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Leading public Medi
Stakeholder Key Relationships
MAAS Board of Strategic direction for MAAS, custodial responsibility forTrustees collection and assets.
Project Steering Committee including Project Control
Project Governance, delivery of the Project goals
MAAS Members, Staff (SCC, JCC) & Volunteers
Ensuring ongoing engagement with the development of the New Museum, and maintaining ongoing operations throughout the transition.
NSW State
Department of Premier and Cabinet (DPC)
Premier as key champion of the State Infrastructure Plan, and personal commitment to the Museum Relocation. DPC Department as whole of government coordination role.
Deputy Premiers Office
Minister for the Arts, governance, policy alignment, precinct planning, media liaison
Arts NSW /Department of
Policy alignment with Create in NSW, precinct planning, governance
Engagement throughout Business Case, support and reporting throughout Project
NSW
Two roles within project(1) Responsibility for the State Infrastructure Strategy(2) Project assurance (Gateway reviews and high value/high risk reporting) Potential future role in project management/delivery (Projects NSW)
Infrastructure
Government Property NSW
Responsible for divestment planning for the Ultimo site, advising on site acquisition in Parramatta
Government Architect's
Stakeholder in design competition for future Museum, and relationship with future use models for Ultimo site
The Parramatta Light Rail project intersects with the New Museum planning
Transport for
Roads and Maritime Services
Planning and
Planning requirements for the New Museum will require solutions for road access, parking, loading and demand management.
Stakeholder in the development of the Parramatta site, and relationship with future use models for Ultimo site.Planning approval for State Infrastructure Strategy
Stakeholders that are harder to reach for reasons such as language, culture, geography, age or mobility considerations will be embedded into the strategy and will be informed by current policies and procedures including, but not limited to MAAS ICIP Guidelines and Protocols, MAAS Disability Inclusion Action Plan etc
3.1 Primary stakeholders
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Office of Environment and Heritage
Greater Sydney Commission
Planning overlay for New Museum, and relationship with future use models for Ultimo site.
Local Government •City of Parramatta Council
Site acquisition, cultural precinct planning
City of Sydney Engagement with existing, transitional and new operations of MAAS, relationship with future use models for Ultimo site
Arts and Cultural sector
State Cultural Institutions (Cis)
Potential partners, sector advocacy (Art Gallery of NSW,State Library of NSW,Australian Museum, Sydney Opera House)
Key Western Sydney arts organisations
ICE, Western Sydney Parklands Trust, Campbelltown Arts Centre, Casula Powerhouse, Penrith Regional Gallery and Visual Arts Council, Bankstown Arts Centre, Blacktown Arts Centre, Blacktown Council, Urban theatre Company, Riverside TheatrePotential partners, sector advocacy
Heritage NSW Sector representation and advocacy, Parramatta site heritage elements and divestment of Ultimo
Lobby Groups
Public Service Association (PSA)
Interests of MAAS staff
Sydney and Western Sydney Business Chamber
Sector representation and advocacy
Western Sydney Arts and Cultural Lobby
Sector representation and advocacy
3.2 Secondary Stakeholders
Stakeholder Key Relationships
NSW State Government
Destination NSW (DNSW)
Engagement with existing, transitional and new operations of the museum related to tourism and major events
Department of Education
Alignment with Museum experiences with needs of the Education sector
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Ministry of Health
Relationship and opportunities with Westmead
Federal Government
Department of Industry, Innovation and Science
Potential funding
Cities Minister
Advocacy
Tourism Australia
Potential funding
Local Government
Hills Shire Council
Primary focus around the Museums Discovery Centre, and its relationship to the project
Arts and Cultural sectorMuseums and
Galleries
(NSW)
Sector representation and advocacy
Museums Australia
Sector representation and advocacy
Regional and Public Galleries NSW
Sector representation and advocacy
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
Sector representation and advocacy
Council ofAustralasian Museum Directors (CAMD)
Sector representation and advocacy
International Council
of Museums (ICOM)
Sector representation and advocacy
Western Sydney Arts Roundtable
Sector representation
Lobby Groups
Save the Powerhouse
Divestment of Ultimo
North Parramatta Residents Action Group
Building of the New Museum in Parramatta
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Powerhouse Museum Alliance
Divestment of Ultimo
Pyrmont History
Group
Divestment of Ultimo
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
Sector representation and advocacy
City of Parramatta Council, Traditional Owners Advisory Group
Sector representation and advocacy
NSW Aboriginal Land Council
Sector representation and advocacy
Local ATSI elders
ICIP Protocols and Guidelines
Culturally and linguistically diverse communities (CALD)
NSW Disability Council Advisory Group
Sector representation and
Accessible Sector representation and
Visitors for the New Museum
General ATS CALD Region
Multicultural NSW Policy alignment and ongoing engagement
Local CALD elders Sector representation and advocacy
Aging, Disability and Home Care (ADHC)New Audiences
4.0 KEY MESSAGES
4.1 Business as usual, until 2022
· The Powerhouse Museum continues to operate at the Ultimo site, and will continue to for many years yet.
· World premiere exhibitions and vibrant programming at the Powerhouse in Ultimo is planned right through until early 2020
· The Powerhouse will continue to be a major destination while we plan for the New Museum. The New Museum is projected to open in 2022 and we are aiming to minimise any 'gap' between when the New Museum opens and the Ultimo site will close.
· In the meantime, it is 'business as usual' — and we invite all members of the community to visit us. Find out 'what's on' visit maas.museum
· Thank you for your contribution to MAAS, your gift helps support the MAAS Collection which remains at the heart of our core values. MAAS is business as usual and we invite you to find out more ways to support us at maas.museum/join-support.
· Thank you for lending your Object to the MAAS. The Object is cared for to the highest Museums Standards at MAAS and we will continue to ensure this. MAAS is business as usual and we invite you to find out 'what's on' visit maas.museum.
· Thank you for your support of MAAS programs and exhibitions. MAAS will continue to host public programs,
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across all MAAS venues and throughout NSW, with a diverse range of partners.
4.2 Design Competition and Planning Phase
· The Museum of Applied Arts and Sciences (MAAS) is a unique Australian institution that celebrates human ingenuity and inventions that have transformed our world.
· We deliver exceptional programs, exhibitions and experiences that focus on a range of disciplines including technologies, fashion, health and medicine, physical sciences, engineering and architecture and the built environment, design and decorative arts, and contemporary culture.
· For more than 135 years MAAS has been custodian to a State heritage collection of global significance that provides a comprehensive insight into our rich and diverse country.
· The New Museum offers a once-in-a-generation opportunity to build a new museum for the future in Western Sydney and for the community of greater Sydney.
· The iconic museum will have a simple but profound agenda - to deepen our understanding of human ingenuity and explore its impact on people's lives in Australia and around the world.
· The New Museum will also provide an opportunity for MAAS to showcase up to 40% more of its collection.
· We're looking for partners to help us build an iconic institution that responds to growth and the changing shape of Sydney with new methods of content delivery, learning and collaboration.
· While we plan for Parramatta, it is business as usual in Ultimo.
4.3 Procurement Phase
· 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.
· 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.
· 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
· 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.
· 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.
· MAAS is working to deliver the New Museum as a cost effective project which represents value for New South Wales taxpayers.
4.5 Closure of UltimoThe Museum of Applied Arts and Sciences (MAAS) is a unique Australian institution
·that celebrates human ingenuity and inventions that have transformed our world.
· Over its history the Museum has occupied a number of venues, each offering different opportunities for the Museum's growth.
· The closure of the Powerhouse Museum marks the end of a significant chapter for the Museum, and we celebrate the success that MAAS has seen on this site.
· We look forward to welcoming visitors to the new, iconic, purpose-built museum in Parramatta.
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4.6 Transition and Opening of MAAS Parramatta
· The Museum of Applied Arts and Sciences (MAAS) is a unique Australian institution that celebrates human ingenuity and inventions that have transformed our world.
· The New Museum in Parramatta is situated in the heart of one of the fastest growing regions of Australia, providing unprecedented opportunities for engaging diverse audiences
· The New Museum will also provide an opportunity for MAAS to showcase up to 40% more of its collection, and play host to the best exhibitions and programs from around the world.
· We look forward to welcoming visitors to the new, iconic, purpose-built museum in Parramatta.
5.0 RISK MANAGEMENT
RiskMitigation strategiesMeasure of success
Message leaks out in an uncontrolled manner damaging the project
Brief key parties
Engage with stakeholders often to ensure that any concerns or questions are directed to the IHP Directorate for response
Respond to questions quickly
Messages are clear and consistentLimited Ministerials and
requests for additional
informationLimited negative media
attention
Limited negative feedback from key stakeholders particularly consultants and operators
Timing of
communications
leads to
politicising of the
program and
projects
Time release of communications to ensure maximum engagement and cut through
Use key stakeholder groups (i.e. industry) to advocate to both sides of politics
Discussion of the project in the media focuses on the project's merits and outcomes
Confusion and misinformation around the project, including perception of Ultimo is closed since the announcement
Separate engagement and communications strategy for each projectSeparate engagement
strategy for each key
stakeholder groups
Development of clear and consistent messages at program and project level
Messages are clear and
consistentLimited Ministerials and
requests for additional
information to respond to
criticismLimited negative media
attention
Review and refine messages as the program and projects develop
Limited negative feedback from key stakeholders and community
Stakeholders and community are unprepared and unsupportive of the project
Engage with key stakeholders and the community early and often in order to develop an understanding of and address concerns
Key stakeholder concerns are identified and addressed before they reach the media or are submitted as a Ministerial
Stakeholders
receive differing
messages
Clearly identify who will manage which relationships to ensure that key stakeholders receive consistent messages from a consistent source
Record all meetings with stakeholders to ensure duplication is not taking place
Messages are clear and consistent with stakeholders certain about what they are receiving
Lack of Government or MAAS media presence continues to leave vacuum filled by opponents of the move to Parramatta
Prepare an announcables schedule which provides a positive context for ongoing engagement with media
Minimise negative media
agenda setting
Key stakeholder concerns are identified and addressed before they reach the media or are submitted as a Ministerial
Ultimo vs Parramatta, East vs West debate is amplified
Have a consistent set of key messages which emphasise the role of MAAS in engaging audiences from the whole of NSW
Cultivate sector advocates to speak to the benefits of the project for diverse audiences
Unrealistic expectations are established about how the community will be involved in designing the New Museum
Set expectations early and for each engagement process. Clear and early messaging around the vision for MAAS Parramatta and the broader Arts and Cultural Precinct and the process for consultation.
Minimised gap between stakeholder expectations and experiences
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Perceived
Establish active
Strong relationships withwithholding ofcommunication channels forstakeholdersinformation willsharing project updates and
damage stakeholderdecision making with a broadMinimal negative mediarelationships
audience
Risks of not
Establish two-way
Key stakeholder concerns
consulting withcommunication channels andare identified and addressed
CALD or Aboriginalengage often to ensure that
any concerns or questions
and Torres Straitare raised at key points
Islanders
across the project
Positive engagement
6.1 Stakeholder Engagement Strategy
Engagement plan: Design Competition and Planning Phase
Stakeholder Approach Focus ChannelsPRIMARY STAKEHOLDERS
MAAS Board of Trustees
Participate
Strategic oversight on project with focus on MAAS interests, advocacy and liaison with key stakeholders
Quarterly reports and meetings.Representation on the Project Steering Committee.
Project Steering Committee (including Project Control Group)
Participate
Facilitating collaboration between keyagenciesEnsuring complianceProviding accountability to projectmilestones and requirements
Monthly reports and meetings
working groups as required
MAAS Staff and Volunteers
Inform
Consult Participate
Project progress and milestones Minimising misinformationTransition planning
Feedback on project progress
Determining detail of approach to various project aspects
Fortnightly updates in internal newsletterMonthly all staff meetingsAll staff emails as requiredIntranet page
Structured workshops
Specialised working groups formed
Media
Inform
Sharing project achievements and BAU Responding to reactive discussions Promoting design competition Minimising misinformation
Media engagement, with PR agency support as required
Department of Premier and Cabinet (DPC)
Participate
Project progressing in line with
government prioritiesConsist messaging to media and key stakeholdersRepresentation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
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Understanding of best practice for museums
Deputy Premiers
Office (DPO)
Participate
Project progressing in line with
government prioritiesConsist messaging to media and key stakeholdersUnderstanding of best practice for museums
Quarterly briefings and invitations to key events (eg.exhibition openings)Liaison on media
Arts NSW /Department of Justice
Participate
Connection to the planned Cultural PrecinctSupport of broader arts and cultural objectives
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)Formal reporting as required (part of BAU)
NSW Treasury
Participate
Funding for the New Museum
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
Infrastructure NSW
Participate
Integration with the State Infrastructure Strategy
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
Government Property NSW
Participate
Site valuation, divestment and acquisition
Providing information as required for site valuation, divestment and acquisition
Government
Architect's Office
Participate
Design competition
Collaborate on design competition with governmentarchitect to sit on assessment panelInvitations to key events
Transport for NSW
Participate
Accessibility of the New Museum site
Regular briefings and invitations to key events (eg. exhibition openings)
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Roads and Maritime Services
Participate
Accessibility of the New Museum site
Regular briefings and invitations to key events (eg. exhibition openings)
Planning and Environment, Office of Environment and HeritageParticipate
Planning of the New Museum
Divestment of the Ultimo site
Regular briefings and invitations to key events (eg. exhibition openings)
Greater Sydney Commission
Participate
Urban and infrastructure planning
Participation in GSC district plan and representation at GSC events. Invitations to key events (eg. exhibition openings)City of Parramatta
Consult / Participate
Site acquisitionCollaboration on transition activities andengagements
Regular briefingsInvitations to key events (eg. exhibition openings)
City Of Sydney
Inform
Museum BAUDivestment of Ultimo
Invitations to key events (eg. exhibition openings)
State Cultural institutions (Cis)
Inform
Distribution of fundingCultural services in Western Sydney
Briefings through the CI CEO forumInvitations to key events (eg. exhibition openings)
Key Western Sydney arts organisations (eg. I.C.E, Bankstown Arts Centre, Blacktown Arts Centre, Casula Powerhouse, Campbe Iltown ArtsCentre, Penrith Performing & Visual Arts Ltd and
the RiversideTheatre etc)Participate
Areas of need and opportunity, and potential collaborations in Western Sydney
Regular working group/Advisory group Collaborative planning for public engagements
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Inform
Strategic engagement with Chamber members, broader development agenda for Sydney and Western Sydney
Attending SBC and WSBC events, and participating as aspeaker where possibleInvitations to key events (eg. exhibition openings)
Westem Sydney Arts
and Cultural Lobby
Consult
Areas of need and opportunity, and potential collaborations in Western Sydney
BriefingInvitations to key events (eg. exhibition openings)
SECONDARY STAKEHOLDERS
Hills Shire Council
Consult
Museums Discovery Centre and engagement of Westem Sydney audiences
Regular briefings
Western Sydney Arts RoundtableInform
Led by Western Sydney Arts
AmbassadorBriefing as required
Museums and
Galleries
(NSW)Consult
Benefits of the relocation
Roundtable Discussion
Museums Australia
Consult
Benefits of the relocationGovernment commitments to funding theNew Museum
Roundtable Discussion
Regional and Public Galleries NSWConsult
Benefits of the relocation
Roundtable Discussion
Royal Australian Historical SocietyConsult
Benefits of the relocation
Roundtable Discussion
Education and young people organisations (eg universities, schools)Consult
Benefits of the relocation
Briefing as required
National Trust of AustraliaConsult
Benefits of the relocation
Roundtable Discussion
Council ofAustralasian Museum Directors (CAMD)
Inform
Benefits of the relocation
Regular meeting and updates
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International Council of Museums (ICOM)Inform
Benefits of the relocation
Regular meeting and updates
Save the PowerhouseConsult
Benefits of the relocation
Offer of briefing post
North Parramatta Residents Action Group
Consult
Benefits of the relocationOpportunities for local partnerships in Parramatta
Offer of briefing
Public Service Association (PSA)
Consult
Staffing arrangements throughout theprojectBenefits of the relocation
PSC and SCC meetings
Offer of briefing
Powerhouse Museum AllianceConsult
Benefits of the relocation
Offer of briefing
Pyrmont History
GroupConsult
Benefits of the relocation
Offer of briefing
Local businesses — Parramatta and UltimoConsult
Benefits of the relocation
Offer of briefing via Sydney and Western Sydney Chambers of Commerce
Local residents —
Parramatta and
UltimoConsult
Benefits of the relocation
Survey consultation
Multicultural NSW
Consult
Benefits of the relocation
Offer of briefing
NSW Disability
Council Advisory
GroupConsult
Benefits of the relocation
Offer of briefing
Tourism: DNSW, Tour
guide operators, City
of Parramatta CouncilInform
Benefits of the relocationProject progress and decision making
Offer of briefing
City of Parramatta Council, Aboriginal and Torres Strait
Consult
Benefits of the relocationICIP Protocols and Guidelines
Yarn upsInvitations to key events (eg. exhibition openings)
"Acknowledgement of Country" or "Welcome to Country" at ceremonies, official events and in daily proceedings.
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Islander (ATSI) committee
City of Parramatta Council, Traditional Owners Advisory Group
Consult Benefits of the relocationICIP Protocols and Guidelines
Offer of briefing via ATSI advisory groupYarn upsInvitations to key events (eg. exhibition openings)
"Acknowledgement of Country" or "Welcome to Country" at ceremonies, official events and in daily proceedings.
NSW Aboriginal Land Council
Consult Benefits of the relocationICIP Protocols and Guidelines
Offer of briefing via ATSI advisory groupYarn upsInvitations to key events (eg. exhibition openings)
"Acknowledgement of Country" or "Welcome to Country" at ceremonies, official events and in daily proceedings.
Local ATSI communities
Consult Audience research to inform Experiences approach
Research
Local CALD communities
Consult Actively building partnerships within the local area
Audience research to inform Experiences approach
Research
UM Consult Areas of engagement for audiences Media Strategy & media buy plan
Engagement plan: Procurement Phase
Stakeholder Approach Focus ChannelsPRIMARY STAKEHOLDERSMAAS Board of Trustees
Participate
Strategic oversight on project with focus on MAAS interests, advocacy and liaison with key stakeholders
Quarterly reports and meetings. Representation on the Project Steering Committee.
Project Steering Committee
Participate
Facilitating collaboration between key agenciesMonthly reports and meetings
working groups as required
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Ensuring complianceProviding accountability to projectmilestones and requirements
MAAS Staff and Volunteers Inform
Consult
Participate
Project progress and milestones Minimising misinformation Transition planning
Feedback on project progress
Determining detail of approach to various project aspects
Fortnightly updates in internal newsletterMonthly all staff meetingsAll staff emails as requiredIntranet page
Structured workshops
Specialised working groups formed
Media Inform Sharing project achievements and BAUResponding to reactive discussions Minimising misinformation
Media engagement, with PR agency support as required
Department of Premier and Cabinet (DPC)
Participate Project progressing in line with government prioritiesConsist messaging to media and key stakeholdersUnderstanding of best practice for museums
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
Deputy Premiers Office (DPO) Participate Project progressing in line with government prioritiesConsist messaging to media and key stakeholdersUnderstanding of best practice for museums
Quarterly briefings and invitations to key events(eg. exhibition openings)Liaison on media
Arts NSW /Department of Justice
Participate Connection to the planned Cultural Precinct
Representation on the Project Steering Committee
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Support of broader arts and cultural objectives
Regular briefings and invitations to key events (eg.exhibition openings) ,Formal reporting as required (part of BAU)
NSW Treasury Participate Funding for the New Museum Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
Infrastructure NSW Participate Implementation of the State Infrastructure Strategy
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
Government Property NSW Participate Divestment Providing information as required for site divestment
Transport for NSW Participate Accessibility of the New Museum site
Regular briefings and invitations to key events (eg. exhibition openings)
Roads and Maritime Services Participate Accessibility of the New Museum site
Regular briefings and invitations to key events (eg. exhibition openings)
Planning and Environment, Office of Environment and Heritage
Participate Planning of the New Museum Divestment of the Ultimo site
Regular briefings and invitations to key events (eg. exhibition openings)
Greater Sydney Commission Consult Urban and infrastructure planning Participation in GSC district plan andrepresentation at GSC eventsInvitations to key events (eg. exhibition openings)
City of Parramatta Consult / Participate
Collaboration on transition activities and engagementsActively building partnerships within the local area
Regular briefingsInvitations to key events (eg. exhibition openings)
City Of Sydney Inform Museum BAUDivestment of Ultimo
Invitations to key events (eg. exhibition openings)
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State Cultural institutions (CIs)
Inform
Distribution of fundingCultural services in Western Sydney
Briefings through the CI CEO forumInvitations to key events (eg. exhibition openings)
Key Western Sydney arts organisations (eg. I.C.E, Bankstown ArtsCentre, Blacktown Arts Centre, Casula Powerhouse, Campbelltown Arts Centre, Penrith Performing & Visual Arts Ltd and the Riverside Theatre etc)
Participate
Areas of need and opportunity, and potential collaborations in Western Sydney
Collaborative planning for public engagements
Sydney and Western Sydney Business Chamber
Inform
Strategic engagement with Chamber members, broader development agenda for Sydney and Western Sydney
Attending SBC and WSBC events, and participating as a speaker where possible Invitations to key events (eg. exhibition openings)
SECONDARY STAKEHOLDERSGovernment Architect's Office
Inform
Communicate outcomes from Design competitionRegular updates
Hills Shire Council
Consult
Museums Discovery Centre and engagement of Western Sydney audiences
Regular briefings
Museums and Galleries (NSW chapter)
Inform
Benefits of the relocation Application of a free admission policy in new museumProject progress and decision making
Enewsletter and website
Bi-annual public briefings
Museums Australia
Inform
Benefits of the relocation Government commitments to funding the New MuseumEnewsletter and website
Bi-annual public briefings
2 3
Project progress and decision making
Regional and Public Galleries NSW
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
Royal Australian Historical Society
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
Education and young people organisations (eg universities, schools)Consult
Benefits of the relocation
Enewsletter and websiteBriefings for partner organisations
National Trust of Australia
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
Council of Australasian Museum Directors (CAMD)
Inform
Benefits of the relocation Project progress and decision makingRegular meeting and updates
International Council of Museums (ICOM)
Inform
Benefits of the relocation Project progress and decision making
Regular meeting and updates
Save the Powerhouse
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
North Parramatta Residents Action Group
Inform
Benefits of the relocation Opportunities for local partnerships in ParramattaProject progress and decision making
Enewsletter and website
Bi-annual public briefings
Public Service Association (PSA)
Inform
Staffing arrangements throughoutthe projectBenefits of the relocation
Enewsletter and website
Bi-annual public briefings
2 4
Project progress and decision making
Powerhouse Museum Alliance
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
Pyrmont History Group
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
Western Sydney Arts and Cultural Lobby
Inform
Areas of need and opportunity, and potential collaborations in Western Sydney
Enewsletter and websiteBi-annual public briefingsInvitations to key events (eg. exhibition openings)
Local businesses —
Parramatta and Ultimo
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
Local residents — Parramatta and Ultimo
Inform
Benefits of the relocation Project progress and decision makingEnewsletter and website
Bi-annual public briefings
New Suppliers
Participate
Procurement progress
Supplier Open Tender— eTenderingEnewsletter and websiteBi-annual public briefingsMulticultural NSW
Inform
Benefits of the relocation Project progress and decision making
Bi-annual public briefings
working groups as required
NSW Disability Council
Advisory Group
Inform
Benefits of the relocation Project progress and decision making
Bi-annual public briefings
working groups as required
Tourism: DNSW, Tour guide operators, City of Parramatta Council
Inform
Benefits of the relocation Project progress and decision making
Enewsletter, website and social mediaPublic programs and eventsmeeting and updates
2 5
City of Parramatta Council,
Aboriginal and Torres Strait
Islander (ATSI) committee
Inform
Benefits of the relocation Project progress and decision making
Bi-annual public briefings
working groups as required
Yarn upsInvitations to key events (eg. exhibition openings)
City of Parramatta Council, Traditional Owners Advisory Group
Inform
Benefits of the relocation Project progress and decision making
Bi-annual public briefingsYam upsInvitations to key events (eg. exhibition openings)
NSW Aboriginal Land Council
Inform
Benefits of the relocation Project progress and decision making
Bi-annual public briefings
Yarn ups
Offer of briefing via ATSI advisory groupNew Audiences
Inform
Review audience research to inform experiences approachYam upsworking groups as required
Engagement plan: Construction PhaseStakeholder Approach Focus ChannelsPRIMARY STAKEHOLDERSMAAS Board of Trustees
Participate
Strategic oversight on project with focus on MAAS interests, advocacy and liaison with key stakeholders
Quarterly reports and meetings.Representation on the Project Steering Committee.
Project Steering Committee
Participate
Facilitating collaboration between keyagenciesEnsuring complianceProviding accountability to projectmilestones and requirements
Monthly reports and meetings
working groups as required
MAAS Staff and Volunteers
Inform
Project progress and milestones Minimising misinformation Transition planning for staffingFortnightly updates in internal newsletterMonthly all staff meetingsAll staff emails as required
2 6
Consult
Participate
arrangements
Experience planningExperience planning
Confirming forward schedule
Intranet page
Structured workshops
Specialised working groups formed
Media Inform Sharing project achievements and BAUResponding to reactive discussions Minimising misinformation
Media engagement, with PR agency support as required
Department of Premier and Cabinet (DPC)
Participate Project progressing in line withgovernment prioritiesConsist messaging to media and keystakeholdersUnderstanding of forward schedule
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
Deputy Premiers Office (DPO) Participate Project progressing in line withgovernment prioritiesConsist messaging to media and keystakeholdersUnderstanding of forward schedule
Quarterly briefings.Regular briefings and invitationsto key events (eg. exhibition openings)Liaison on media
Arts NSW /Department of Justice
Participate Connection to the planned Cultural PrecinctSupport of broader arts and cultural objectives
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)Formal reporting as required (part of BAU)
NSW Treasury Participate Funding for the New Museum Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
2 7
Infrastructure NSW Participate Acknowledge construction of the New Museum as part of SIS
Representation on the Project Steering Committee Regular briefings and invitations to key events (eg. exhibition openings)
Transport for NSW Participate Accessibility of the New Museum site Regular briefings and invitations to key events (eg. exhibition openings)
Roads and Maritime Services Participate Accessibility of the New Museum site Regular briefings and invitations to key events (eg. exhibition openings)
Planning and Environment, Office of Environment and Heritage
Participate Planning of the New Museum Divestment of the Ultimo site
Regular briefings and invitations to key events (eg. exhibition openings)
Greater Sydney Commission Consult Urban and infrastructure planning Participation in GSC district plan and representationat GSC eventsInvitations to key events (eg. exhibition openings)
City of Parramatta Consult / Participate
Collaboration on transition activities and engagementsActively building partnerships within the local areaWayfinding and integration into city infrastructure
Regular briefingsInvitations to key events (eg. exhibition openings)
City Of Sydney Inform Museum BAUDivestment of Ultimo
Invitations to key events (eg. exhibition openings)
State Cultural institutions (Cis) Inform Distribution of fundingCultural services in Western Sydney
Briefings through the CI CEO forumInvitations to key events (eg. exhibition openings)
Key Western Sydney arts organisations (eg. I.C.E, Bankstown Arts
Centre, Blacktown Arts
Centre, CasulaPowerhouse, Campbelltown
Participate Areas of need and opportunity, and potential collaborations in Western Sydney
Planning for the forward schedule
Collaborative planning for public engagements
2 8
Arts Centre, Penrith Performing & Visual Arts Ltd and the Riverside Theatre etc)
Sydney and Western Sydney Business Chamber
Inform
Strategic engagement with Chamber members, broader development agenda for Sydney and Western Sydney
Attending SBC and WSBC events, and participatingas a speaker where possibleInvitations to key events (eg. exhibition openings)
SECONDARY STAKEHOLDERSHills Shire Council
Consult
Museums Discovery Centre and engagement of Western Sydney audiences
Regular briefings
Museums and Galleries (NSW chapter)
Inform
Benefits of the relocationApplication of a free admission policyin New MuseumProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Museums Australia
Inform
Benefits of the relocationGovernment commitments to funding the New MuseumProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Regional and Public Galleries NSW
Inform
Benefits of the relocationProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Royal Australian Historical Society
Inform
Benefits of the relocationProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Education and young people organisations (eg universities, schools)Inform
Benefits of the relocation
Enewsletter, website and social media
Briefing as required
National Trust of Australia
Inform
Benefits of the relocationProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Council of Australasian Museum Directors (CAMD)Inform
Benefits of the relocationProject progress and decision makingRegular meeting and updates
International Council of Museums (ICOM)
Inform
Benefits of the relocationProject progress and decision making
Regular meeting and updates
Save the Powerhouse
Inform
Benefits of the relocationProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
North Parramatta Residents Action Group
Inform
Benefits of the relocationOpportunities for local partnerships in ParramattaProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Public Service Association (PSA)
Inform
Staffing arrangements throughout theprojectBenefits of the relocationProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Powerhouse Museum Alliance
Inform
Benefits of the relocationProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Pyrmont History Group
Inform
Benefits of the relocationProject progress and decision making
Enewsletter, website and social media
Bi-annual public briefings
Western Sydney Arts and Cultural Lobby
Inform
Areas of need and opportunity, and potential collaborations in Western Sydney
Enewsletter and website and social mediaBi-annual public briefingsInvitations to key events (eg. exhibition openings)
Local businesses —
Parramatta and Ultimo
Inform
Benefits of the relocation