Attachment U:Benefits Realisation

alia..1.1.11111111..,40.11a.

1.1 Benefits Realisation StrategyThe Benefits Realisation Plan is used to define the benefits of the overall project and responsibilities for their realisation, measurement and reporting. The objective of the Benefits Realisation Plan is to ensure that those involved in the implementation have:

· A common understanding of the expected strategic outcomes of the Project;o Identified the key implementation outcomes, who will be accountable for the outcomes' benefits and how

they will be measured; ando Record which initiatives will be required to ensure the delivery of the expected outcomes, who will be

accountable for their implementation and their completion timeframe.o The Benefits Realisation Plan includes high level information about the proposed types of benefits

applicable for the key outcomes and where possible, it will also include detailed metrics, including targets, baselines and timelines for the benefits to be measured.

A diagrammatic view of the linkages and delivery of the outcomes from the successful implementation of the project is documented using the 'Value Map' approach.

Following the approval of the Final Business Case, a Benefit Register for the tracking and recording of the proposed benefit will be developed. The Benefits Register will be maintained as part of the project governance.

1.2 The New Museum Project ObjectivesThe following project objectives, endorsed by the New Museum & Parramatta Cultural Precinct Project Steering Committee, have been developed as a summary of the intended purpose, character and direction of the project.

The objectives of the New Museum project are to:

· Create architecturally iconic, and world-leading museum for the future

- A contemporary museum that facilitates both physical and digital museum experiences through personalisation, innovation, technology, knowledge sharing and exchange platforms;

- World-class education and research facilities embedding interactive technology; and- Embed more of our world-class collection at the heart of the new Museum, while maintaining international

best practice storage, safety and care for this collection.

· Enhance Accessibility and Sustainablftty

- Maximise audience engagement to our collections and programs, physically and digitally, by including free and low-cost access; and

- Develop a sustainable MAAS operating model that increases and diversifies access to alternative revenue streams.

· Optimise our Transition

- Utilise robust delivery strategies that minimise disruption to operations at Powerhouse Museum whilst enabling a seamless transition to the new Museum; and

- Implement sophisticated digital, programmatic and planning strategies that will enable business continuity during the development and transition to the new Museum.

Maximise the opportunity of our new place

- Be the anchor to a vibrant cultural hub; and- Supports government's strategies to extend Sydney's cultural offerings to Western Sydney as described

in Create in NSW: The NSW Arts & Cultural Policy Framework, the NSW State Infrastructure Strategy Update and the Rebuilding NSW Plan.

Johnstaff MAAS Business Case Benefits Realisation Strategy 1

1.3 The New Museum Benefit ImpactsThe development of the New Museum has the potential to generate substantial benefits to MAAS, the Sydney economy and community, and the NSW Government. As a museum of applied arts and science, the new building will exemplify design excellence, sustainable best practice and utilise innovative engineering qualities. It will engage with its urban environment, occupy a key civic location, and be a physical symbol for a smart and creative city.

During the development of the New Museum Project, MAAS has prepared a clear description of potential benefits and impacts of the project as follows:

KEY BENEFITS CITY MAKING

· Globally significant Institution, centred in ParramattaIconic architecture and unique civic spaces

·

KEY BENEFITS INDUSTRY LINKS

· Digital, Innovation & Technology focus: partnerships with local businesses, start-ups, innovators, makersSmart-city relationships: Health & Medicine, Technology, Design and Science

·

KEY BENEFITS CULTURE

· Programs: Festivals, Families, Multilingual

· Local Partnerships: Information + Cultural Exchange, Riverside Theatres, Parramatta Artist Studios,

Parramatta Park, Government House + more

· Arts & Cultural Precinct: Shared spaces and programs

· Cross-Sydney Partnerships: Art Gallery NSW, Australian Museum, MCA, State Library NSWWestern Sydney Arts & Cultural Organisation Network

·

KEY BENEFITS COMMERCIAL

· Increased civic value: cultural, residential and commercial - day to night activity

· Driving tourism and overnights stays: Major 'block-buster' exhibitions, and activity throughout the year

· Venues: Conferences, Launches and EventsThousands of visitors daily & 200+ staff members

·

KEY BENEFITS EDUCATION

· Local & Regional School Network: Student Programs, Afterschool Programs, School Visits, Teacher Development and Training (in design, STEAM)

· University Partnerships: Western Sydney University, UTS, University of Sydney, University of NSW — programs,

exhibitions and research

Johnstaff MAAS Business Case Benefits Realisation Strategy 2

•Benefltesabler(s)Owner

Method Of MeasurementThing

itecturally

id-leading

e future.

Enhanced the reputation of MAAS and supporting NSW's status as a global city and tourist destination.

facility.

Create an arch

A contempora that facilitates physical and dl museum cox

Won

Emb worl the Mus malr best safe) coll

Mold enga coll phys

etiveBenefitEnabler(s)Owner

Method Of MeasurementTiming

bedding

Id-class educationresearch facilitiesiiology.

emEnhanced audience participation and engagement. Fostering economy, and engaging every NSW student.

interactive Australia's knowledge

· State-of-the-art digital provision within the New Museum.· Purpose built learning, educational and auditorium spaces to enable greater collaboration and events.· Online access to the collection to enable remote digital visitation.

MAAS Director

Programs and

Engagement

· Increased visitation numbers from schools and other institutions.

2023 onwards

ed more of our i-class collection at lean of the new sum, whiletalning International practice storage, y and care for this :ton.

Enhanced audience

participation and

engagement.

The provision of purpose built gallery space

·and collection care and display spaces.

MAAS Director

Programs and

Engagement

· Increased online and physical engagement by the community.· Increased audience satisfaction.

2023 onwards

Support the longevity of MAAS in the maintenance and development of MAAS' collection for the benefit of the community.

· The provision of purpose built gallery space and collection care and display spaces.· The provision of appropriate collection support spaces.· The provision of appropriate staff administration and works paces.MAAS DlrectorCuratorial, Collections & Exhibitions

Growth and maintenance

·of the collection in line with the MAAS Collection Development Policy.

2023 onwards

2023 onwards

mise audience

gement to our:bons and programs, cally and digitally, by ling free and low- access.

Enhanced audience

participation and

engagement.

· Development of a contemporary digital offering including greater digital access through collection digitisation.

MAAS Director Programs & Engagement

Increased online collection

·offering and digital content.

by a sustainable S operating model ncreases and rifles access to iatNe revenueMS.

A stronger and more economically sustainableMAAS.

· Provision of additional commercial opportunities and ancillary offerings.· Diversification of potential revenue streams.

MAASDirector New Museum Project/ Director Corporate Resources & CFO

· Increased the ratio of MAAS self-generated revenue.

2023 onwards

nine ourTransition.

e robust delivery igies that minimise Alm to operations werhouse Museum t enabling a

Ongoing engagement with audiences at Ultimo during the transition.Ongoing confidence and enhancement of the MAAS brand.

· Provide 'scaled-down' offerings at Ultimo during transition and pop-ups in and around Western Sydney.· Increase online presence and undertaking targeted communications strategies during the transition period.

MAAS Director Programs and Engagement/ MAASDirector Curatorial, Collections & Exhibitions

· Maintenance of audience engagement at Ultimo.· Increase online engagement numbers.· Results from the Annual MAAS Brand Health Survey.

2020 onwards (2017 onwards for pop-up offerings)

Johnstaff MAAS Business Case Benefits Rennet., Strategy 4

;

ObjectiveBenefitStabler(s)Owner

Method Of Mossumment71min4

seamless transition to the New Museum.

Implement sophisticated digital, programmatic and planning strategies that will enable business continuity during the development and transition to the new Museum.

Ongoing engagement with audiences at Ultimo during the transition.Ongoing confidence and enhancement of the MAAS brand even if there is not a physical museum.

· Increase online presence and undertaking . targeted communications strategies duringthe transition period.

Implementation of the Change·

Management Plan Framework.· Engagement of MAAS Staff.

AASMDirector Curatorial, Collections & Exhibitions

· Increase online engagement numbers.· Staff satisfaction and limited attrition of staff with key skill sets.

2020 onwards

Greater online access to the MAAS Collection and programmatic offerings.

· Development of a contemporary digital offering including greater digital access through collection digitization.· Improve key Business ICT systems.

MAAS Director Programs and Engagement/ MAAS CFO

· Increase online engagement numbers.

2023 onwards

kelaxlmIse the opportunity hour new place.

Additional public events in Western Sydney and collaboration with key institutions.

· The provision of a landmark building with civic spaces for public events.· Partnerships with key industry, cultural and· E n g a g e m e n t g o v e r n m e n t b o d i e s .

MAAS Director Programs and

· Number of additional public events supported by MAAS in its new locations

2017 onwards (Include pop-ups)

le the anchor to a vibrant :ultural hub.

supports government's trategies to extend ydney's cultural

Sydney as described In

The extension of Sydney's cultural offerings, improving accessibility to the arts and cultural section in Westem Sydney.

The extension of Sydney's cultural offerings, improving accessibility to the arts and cultural section in Western Sydney.ifferings to Westem Exchange

5

· Partnerships with key Industry, cultural and government bodies.· Partnerships/MOU arrangements with City of Parramatta Council.

MAAS Director

Programs and

Engagement

Growth of cultural offerings

·in Western Sydney.

2017 onwards (include pop-ups)

· The ongoing development and maintenance of relationships with government and key cultural bodies including Arts NSW, the Greater Sydney Commission, Information + Cultural

MAASDirector NewMuseum Project

Completion and launch of

·the New Museum.

2023

:reate In NSW: The NSW Support the economic and • Engagement With local enterprises andits & Cultural Policy demographic development small business. MAAS

'ramework, the NSW of Western Sydney. • Promote Innovation Director New the New Museum. 2023State Infrastructure Museum Project

· Completion and launch of

lohnstaff MAAS Business Case Benefits Realisation Strategy

Enabler( Method Of

A Globally o Completion and

Ohjedive Beneitt Strategy Update and the RebuildIn: P4SW Plan.

•

OwnerMAASDirector NewMuseum Project

2023

o Appropriate investment In the project by the NSW Government.

o The provision of a landmark building with civic spaces for public events.

lohnstaff MAAS Business Case Benefits Realisabon SUategy 6

1.4 The New Museum Benefits Map

Johnstaff MAAS Business Case Benefits Realisation Strategy 7

NABLERS BENEFITS