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AttachmentCollection and Logistics Plan

Root Projects LT)

November

MAAS ,1 coiicction I k)!2 klIC plan liar c\\ IwNetimDRAFT

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Declaration and Terms

Copyright, Confidentiality and Circulation

This document is the copyright of Root Projects Australia Pty Ltd. It is not to be copied in any form without the written permission of Root Projects Australia Pty Ltd and MAAS.

This document is confidential. It is not to be used for any purpose other than that intended by the issuing party. It is intended to be read as a whole and is not to be edited, partially copied or incorporated into any other document by any other party without the written permission of Root Projects Australia Pty Ltd.

This document is subject to controlled circulation. It is not to be circulated to any person or organisation other than the person it has been issued to without the written permission of Root Projects Australia Pty Ltd.

Limitations Statement

In preparing this document, Root Projects Australia has relied upon and presumed accurate certain information (or the absence thereof) provided by government officials and authorities, MAAS, and others identified herein. Except as otherwise stated in this document, Root Projects Australia has used its best endeavours to verify the accuracy or completeness of any such information. To the extent that such information has proved inconsistent with MAAS previously stated position, MAAS has been advised. No warranty or guarantee, whether express or implied, is made with respect to the data reported or to the findings, observations and conclusions expressed in this document.

This document has been prepared on behalf of and for the exclusive use of MAAS and is subject to and issued in connection with the provisions of the contract between Root Projects Australia and MAAS. Root Projects Australia accepts no liability or responsibility whatsoever for or in respect of any use of or reliance upon this report by any third party.

Document Control

Revision

Date

Purpose

Prepared

Reviewed

1

21/10/16

Initial Draft

FL

PR

2

17/11/16

Client

comments

FL

PR

3

28/11/16

Client

comments

FL

PR

2 Davisons Place Level 5 Kyle HouseMelbourne 27-31 Macquarie PlaceVictoria 3000 Sydney NSW 2000 F (031 9012 7852P 1031 9654 0488 P (021 9251 8040 E [email protected]

MAAS Collection Logistics plan for the New MuseumDRAFT

ContentsI n d e x

Glossary......................................................................................................................................................... 1

Executive Summary......................................................................................................................................5

1. Introduction........................................................................................................................................... 12

2. Collection Management Relocation Plan .............................................................................................20

3. Storage Analysis...................................................................................................................................27

4. Relocation Analysis, Strategy & Plan....................................................................................................33

5. Parramatta Project Capital & Operating Expenditure Assessment........................................................41

6. Collection Logistics Procurement Plan................................................................................................ 50

7. New Museum Project Program...........................................................................................................53

8. New Museum Project Risk Assessment..............................................................................................61

Appendix 1 — ICS Collection Management Relocation Plan.....................................................................63

Appendix 2 — Clayton Associates — Storage Analysis............................................................................64

Appendix 3 — IAS Relocation Analysis, Strategy & Plan..........................................................................65

Appendix 4 —New Museum Master Program...........................................................................................66

Appendix 5 —Collection Relocation Plan Program....................................................................................67

Appendix 6 —Information provided by MAAS............................................................................................68

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H A R W O O D

MAAS I Collection Logistics plan for the New MuseumDRAFT

Glossary

1.1 Museum of Applied Arts and Sciences Facilities (MAAS)

MAAS has three distinct facilities:

· Ultimo — containing the Powerhouse Museum and the Harwood Building;

· Castle Hill — containing a series of storage facilities — A, E, G, F, H and the newly opened I-Store and the Discovery Centre; and

· Sydney Observatory

Ultimo and Castle Hill are the subject of this report and plans of the facilities are shown below.

FORECOURT

SWITCHTUREi'NE

BO'LER HOUSE

POWERHOUSE MUSEUM

Figure 1: Ultimo Facilities

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*IMMO1ill2WCACVN6 WINS

Figure 2: Castle Hill Facilities

1.2 Key Definitions

MAAS' Object Movement Guidelines (2009) provides the following definitions for the scalability of objects in its collection.

Small Objects:· A small object is classified by being of a scale that an individual can move, through good manual

handling.· Any object up to approximately 15kgs and/or the size of a tub and/or that is not awkward or unstable

for one person to move is classified as small

Medium Objects:

· More than one person is required to move a medium object· Movement is undertaken by either good manual handling, or use of specialised equipment e.g.

pallet mover, dolly or forklift or other specialised equipment

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Large Objects:

· A large object is too large to be moved by pallet jack and requires the use of a forklift/crane or other specialised large object movement

· A large object may be an object move that falls outside our scope, resources or in-house skills requiring the service of a specialised contractor

· A large object can be defined by either weight, height or volume not necessarily just its size.An additional object description has been created for this CLP:

Very Large object (VLO):

· A Large object requiring specialist movement plans and equipment including cranes and trailer trucks

· There are 35 objects that meet this description currently displayed front of house at Ultimo

The following definitions have been used in this report in relation to MAAS specific collection categories:· Category A Objects: Objects that are irreplaceable and deemed by their intrinsic value, historic

association or cultural significance to be national or international treasures. A collection of Objects can be identified as 'A' even when individual objects within that collection are not of great national or international significance.

· Category B Objects: Objects that are likely to be very difficult or expensive to replace and deemed by their intrinsic value, historic association, cultural significance or rarity to be of importance in a state, national or international context. A collection of objects can be identified as 'B' even when individual objects are not of great cultural significance.

· Category C Objects: Objects that have considerable cultural or social significance. They may be replaceable but are still deemed to be of importance because of their intrinsic value, historic association, scientific, artistic and cultural significance or rarity. Most acquisitions will fall within this category.

· Category S Objects: Objects of particular significance to the State of NSW. These are Objects that are deemed excellent examples of the movable heritage of the State because of their association with historic or contemporary events, people, regions or sites. These can also be A or B Objects.

· High Significance: Objects categorised as either Category A or Category B.

Assessment:Objects will be assessed to understand the requirements arising from their relocation. The assessment will involve ensuring each item has a correct record in the MAAS Object database (KE EMu), a barcode, a decision on how it will be digitised and what, if any, conservation treatment or rehousing is required.

Stabilisation and Treatment:Conservation, in the context of this report, is undertaken to facilitate the safe handling, digitisation andmovement of the collection. Conservation will be considered for items moving to Castle Hill to be stored, andfor any items planned to be displayed at the proposed new museum at Parramatta.Therefore the only items that will be considered for treatment are:

· A and B significance items· Items that will go on display/display storage at the New Museum· Items too fragile to withstand movement/relocation· Items with a known/suspected biological hazard issue (i.e. requires pest/mould treatment)

Items that qualify for treatment can undergo one of the following methods of treatment:· Minimal surface clean prior to digitisation· Minor cleaning/repairs/stabilisation· Significant treatment/preparation required for digitisation and/or relocation· Pest treatment

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Digitisation:

The term 'digitisation' refers to the process of converting museum objects and documents into digital form. Digitisation has become an increasingly important part of museum work, both as part of collections management and to support a wide range of audience engagement. For the purposes of this report, digitisation includes 3D scanning through to single and multiple shot high resolution photography.

Packing and Crating:Packing refers to the packaging of objects in secure and protective containers and crates ready for transportation for outsourced digitisation, insitu storage at Ultimo for their transportation and storage at Castle Hill, the New Museum or interim Large Object Store. Some items may be transported and crated either individually or as a collection of items. During the assessment and stabilisation process objects will be assessed for their packing and crating requirements. Existing storage containers will be assessed for their suitability for providing adequate protection for the relocation process however new packing and crating will be required for the majority of the collection..

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Executive Summary

For the purposes of this report, the Museum is referred to by its official name: The Museum of Applied Arts and Sciences (MAAS).

Background

MAAS is Australia's contemporary museum for excellence and innovation in applied arts and sciences. Established in 1879, venues include the Powerhouse Museum, Sydney Observatory and Museums Discovery Centre.

MAAS was established under the Museum of Applied Arts and Sciences Act 1945 (MAAS Act). Aspects of the Museum's management and governance are also covered under the Museum of Applied Arts and Sciences Regulation 2012. The Museum was established following the 1879 Sydney International Exhibition which was its genesis.

The MAAS Act requires the Museum to "effectively minister to the needs and demands of the community in any or all branches of applied science and art and the development of industry by:(i) the display of selected objects arranged to illustrate the industrial advance of civilisation and the development of inventions and manufactures,(ii)the promotion of craftsmanship and artistic taste by illustrating the history and development of the applied arts,(iii) lectures, broadcasts, films, publications and other educational means,(iv) scientific research, or(v) any other means necessary or desirable for the development of the natural resources and manufacturing industries of New South Wales."

"The MAAS Board of Trustees has stewardship of MAAS and exercise the powers conferred by the MAASAct. The Board of Trustees has been guided by two primary objectives in relation to the New Museum project and as custodians of the collection.

The first is a commitment to deliver, a world class museum, enabled by adequate capital and operational funding. This represents a unique challenge, to reimagine a museum of applied arts and sciences that responds to the changing technologies, learning environments and lifestyle trends of the twenty first century.

The second is a commitment to maintain and enhance the MAAS Collection. The hybrid nature of this collection, spanning the applied arts and sciences and making connections between sciences and materials technologies on the one hand, and design and innovation on the other, is unique amongst Australian collecting institutions. Museums are defined by their collections, rather than their buildings, and the Board of Trustees is committed to enhancing a collection which tells a story of human creativity, ingenuity and innovation."'

Museums as public institutions are charged with both looking after their collections and making them publicly accessible. The international peak body on museums, ICOM, meeting in Brussels in September 2016 urged all heritage professionals to "take all measures at their disposal to ensure that, throughout the world,

MAAS

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collections in storage be given the best possible conditions to serve the mission of the museum for the education and enjoyment of present and future public".

MAAS is in the process of preparing a Final Business Case to support the relocation of the museum from Ultimo to a new location at Parramatta, known as the Riverbank site. As part of this process MAAS has sought specialist advice in the preparation of this Collection Logistics Plan (CLP) that will provide the key planning directions for the preparation, documentation, planning and logistical arrangements for the relocation of the MAAS Collection. This CLP will form part of the overall museum transition process as MAAS manages the existing operations at the Powerhouse while the planning for the New Museum.

This report provides specialist analysis and planning advice in the areas of collection assessment, management, digitisation, storage and decanting. Built on this analysis, programming, procurement, capital and project operating cost estimates and risk assessments have been prepared to cover the safe transition process for the collection and to meet the MAAS Collection objectives for full collection digitisation. The report has been informed by a number of discrete planning modules with the three key modules of;

1. The Collection Management Relocation Plan,

2. The Collection Storage Analysis and

3. The Relocation Analysis, Strategy and Plan.

Each of these plans has been developed as separate reports and are provided in the Appendices of this report.

The assessment of the MAAS Collection undertaken for this report has reinforced the fundamental truth that this is an extraordinary resource both in breadth and depth. MAAS has worked successfully over a number of years to implement appropriate storage conditions and the results are impressive, with the latest I-Store at Castle Hill, a truly world class facility.

"The new museum will showcase more of the Powerhouse's exhibits - the size of the collection on display is set to increase by at least 40%"2 To achieve this ambition MAAS will require a collection management database that will support substantial increased digital access to significantly higher turn-over of Front-of-House material.

Providing increased access relies fundamentally on having accurate and reliable metadata about the collections, as indeed does the museum's ability to plan in detail for their relocation. Whilst the romance of unopened boxes lying in the museum basement may be a good media story, the reality is that the Museum's public expects to have access in some form to the majority of the collection whether physical or digital.

It is very hard to plan for locating and moving an object when there is only a cursory 70 year old record description and no photo, which is the situation with over 12% of the collection. This in turn has meant that the collection is underutilised through lack of accurate information.

This report identifies that Collections Logistic Planning is critical for the move to the New Museum providing MAAS the opportunity to optimise the value of the physical move by identifying, cataloguing and digitising its entire collection and thus maximising the collection's potential to inform, educate and entertain not only the people of NSW but also the New Museum's national and international visitors.

2 Media Release: 'New home chosen for the Powerhouse Museum', Premier Baird and Deputy Premier Grant, 11 April 2016

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Collection Management Relocation PlanThe development of the Collection Management Relocation Plan (CMRP), addresses how the MAASCollection will be assessed, tracked, stabilised, digitised and prepared for relocation.

MAAS estimates that it's holdings consist of approximately 500,000 individual items, only 400,000 of whichhave been recorded in its collection database, KE EMu. This figure of 400,000 has been used as the basis of the analysis undertaken in this report.

The remaining 100,000 objects are predominately located in the Museum's Castle Hill storage facility and often consist of the following:

Packing crates full of undocumented items — these consist of undocumented legacy material, consistent with practice in similarly sized and aged collections both nationally and internationally. Older large acquisitions awaiting part-numbering / full cataloguing in Castle Hill (these often consist of multiple pallets of objects, sometimes with specialist knowledge required to identify the items) Unregistered legacy collection itemsItems sharing a registration number (require part-numbering or a new number). For example, recently in H Store, 7 different botanical models sharing the one registration number were found (MDC project, August 2016).These are often 70+ year old object descriptions from MAAS's stock books (stock books: c.1880s hand written lists of the museums holdings).

The term 'digitisation' refers to the process of converting museum objects and documents into digital form. Digitisation has become an increasingly important part of museum work, both as part of collections management and to support a wide range of audience engagement. The digitisation of museum collections is now considered worldwide as best practice and essential for effective, efficient and relevant museum operations in the 21st Century. MAAS has been working on the requirements for digitising its collection for some time — the opportunity presented by the move of the entire collection from Ultimo provides MAAS with an unprecedented opportunity to capitalise on the object by object assessment required to at the same time, implement its digitisation program.

Two collection relocation management scenarios for the digitisation of the collection have been developed for this report:

· Scenario 1 (Full Collection Digitisation) involves assessing and digitising all items at Ultimo and Castle Hill (i.e. all MAAS Collection objects except those at Observatory Hill and those on loan) 400,000 objects excluding the library and archive collections, then moving items at Ultimo to Castle Hill, Parramatta and/or a new off-site store. Scenario 2 (FoH New Museum Digitisation) involves digitising (to a very high level) only those objects required for Front of House operations at the New Museum. This is estimated to be some 10,000 objects, including all Category A and B objects. This includes assessing and digitising all items at Ultimo, then moving Ultimo items to Castle Hill, the New Museum and/or an off-site store. In addition, the remaining items at Ultimo will receive a basic level of 2D single shot high definition digital record prior to packing and crating.

Scenario 1 is consistent with the ambition to provide access to 40% of the collection and is the preferred option. This provides MAAS with significantly enhanced access to its collections for research, exhibitions, exhibition planning and the public. This option places digitisation as a key driver in the overall relocation workflow process for the collection movement from Ultimo to the New Museum. Conservation, access, and other collection management aspects will be driven by the opportunity to digitise, and then undertake packing and crating ready for the relocation of the collection.The collection relocation workflow is a four-step process:

1. Assessment - including collection tracking and a "triage point" where objects are assessed to be either treated or sent directly to be digitised;

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2. Conservation or treatment - only items requiring treatment or conservation for relocation or to enable digitisation will be undertaken;

3. Digitisation — onsite or off-site with a range of digitisation options from 2D to 3D scanning;

4. Handling and Packing — preparation and handling for treatment and digitisation through to packing and crating ready for relocation.

This report proposes to retain the majority of this work flow process onsite at Ultimo and Castle Hill respectively so the various collections remain in-situ. This ensures that the collections will be in secure and climatically stable environments. Some modification of the Harwood workshop facilities at Ultimo will be required to accommodate this work flow process, with a portion of the Powerhouse permanent galleries also used as staging areas for the transition.

Collection Storage Analysis

The analysis of the overall MAAS Collection storage requirements considers the current storage availability and addresses the implications of relocating the Collection.

Castle Hill has been the core large object storage facility for MAAS, with a number of different storage facilities onsite. This includes the Museums Discovery Centre providing display storage for a full range of objects — small, medium and large. Analysis of the current facilities for large objects confirms that these stores are now essentially at full capacity, with little opportunity for further optimisation by MAAS. While it is acknowledged that some further small spatial efficiencies may be gained at Castle Hill through the reallocation of the collections, the outcome of this work has been excluded from this report as it forms part of an ongoing museum process of continual storage assessment.

The recently opened I-Store at Castle Hill only provides storage capacity for small to medium sized objects with a net gain of 3,065m2 at Castle Hill. MAAS have specified a total storage area of 4,200 m2 for the New Museum, with 600m2 of this allocated to visible collection display. This report demonstrates that there is sufficient storage capacity for small to medium objects, inclusive of collection growth requirements in these size categories based on a ten-year growth cycle commencing in 2016.

MAAS has provided a preliminary large object list for display at the New Museum. While it is acknowledged that the objects may change as exhibition content develops, MAAS has confirmed that the list is representative of the quantum of large objects from the existing collection that will be on display in the new Museum. The assessed footprint of the preliminary large objects display list for Parramatta is 1,028m 2 out of a total of some 1,622m2 of large objects which are on display at Ultimo. The remaining large items with a footprint of 594m2 that will be stored will require 2,376m2 of storage and handling space when decanted from Ultimo into storage. When these very large objects are taken off display they are dismantled with each major section stored separately, often requiring a larger storage footprint that was previously required when on display.

MAAS have confirmed that no large objects are intended for storage at the new Museum at Parramatta given the scale of the objects and onerous building specification requirements in relation to floor loading capacities, ceiling heights and access corridors, therefore only small to medium objects will stored at this location. As a result, there is a requirement to provide offsite large object storage to accommodate the Powerhouse large objects that will not be displayed at New Museum (in the order of 2,376m2).

There are two options considered in this report for solving the large object storage issue:

Option 1: short-term leasing of a facility (Interim Large Object Store) to accommodate the 2,376m 2of collection not on display at the New Museum — followed by the planning and construction of a permanent large storage facility at a later date. Depending on the timing of the availability of this store, 150m 2 of space should be allowed for each year from 2016 to account for collection growth.

Option 2: construction of a purpose built new large storage facility that will be sized to accommodate largeobject collection as a result of the relocation to Parramatta and collection growth (from 2016 — 2026 equating

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to 1,500m2), along with the identified large objects from the Powerhouse (2,376m2) requiring approximately a total of 3,876m2 of storage space, inclusive of handling area.

Option 1 has been selected for this report with the leasing of an Interim Large Object Store to commencefrom October 2021. It is understood that Option 2 as a permanent storage solution will most likely require its own Business Case and may be developed with other cultural institutions.

Relocation Analysis, Strategy and PlanThe Relocation Analysis, Strategy and Plan (RASP) has been heavily informed by the Collection Management Relocation Plan. The RASP takes into consideration the transition drivers particular to the New Museum project - the collection digitisation strategy, requirements for ongoing public engagement, and existing storage constraints and programming for the construction of the New Museum at Parramatta.

The RASP scopes the essential logistics for the collection decanting process from Ultimo - housed in two locations — the Harwood Building and the Powerhouse Museum. The basement of the Harwood building is the onsite Ultimo collection storage facility and houses the most valuable, fragile, specialised and high significance collections including numismatics, philately, jewellery, ceramics and firearms. The archive collection along with key research collections is also stored in the basement. It is recommended that these specialist collections transition from secure storage at MAAS Ultimo directly to the New Museum, the designated site for secure objects.

The Powerhouse Museum houses a large number of MAAS icon collection objects. MAAS has identified 35 Very Large Objects (VLO) at the Ultimo site requiring individual movement plans with the majority of these objects currently on display at the Powerhouse.

The RASP transition process includes staging, decanting, storage, transport and unpacking. The sequencing of any object or collection to packing and crating will largely be prescribed by key transition drivers within the Collection Management Relocation Plan for the digitisation process. The staging areas used for the collection digitisation process are also utilised for the relocation and decanting process, with these work streams having highly interdependent and at times concurrent programming requirements. Permanent Powerhouse galleries — the Boiler House, Turbine Hall, Wran and the Switch House will all become staging posts at some stage during the transition process requiring a progressive closure of the permanent galleries. It is noted that the use of existing Powerhouse areas creates workflow efficiencies and mitigates the requirement for supplementary transition facilities onsite at Ultimo or in off-site locations.

The relocation of objects will require demolition of some non-heritage building fabric, temporary strengthening of floors in some areas of the existing museum and an assortment of cranes, elevated work platforms, forklifts, trucks and semi-trailers. Day and night moves will be undertaken with road closures and police escorts required at times.

Capital and Operating Cost AssessmentThe following cost/resource estimates for the assessment, treatment, digitisation and relocation of the collection are based on the work flows and processes set out in this report. In addition, MAAS has advised that the assessment of costs and associated resourcing requirements are to be based on new resourcing with no reallocation of existing MAAS staff, all of whom will be occupied in business as usual operations. MAAS has advised that all resource staffing costs will be classified as project operating costs. The table below sets out the overall cost summary for works included in the Collection Logistics Plan. There has been no escalation added - all costs are base dated 2016 dollars. Full exclusions and assumptions are included in Section 5 of this report.

Item Reiource C6st Co . . .-Comments

Collection Assessment

November 2017 to November 2020

$12,862,000excluding Sydney Observatory

For all collection objects

Inclusive of 10% contingency

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Collection Treatment

March 2018 to October 2021

$3,217,000

excluding

Sydney

For all collection objects


Collection Digitisation

Scenario 1 — Full Digitisation

July 2018 to December 2022

$10,572,000 For all collection objects excluding Sydney Observatory.


Decanting Logistics

January 2021 to August 2022

$17,450,000 Resource and equipment costsInclusive of tooling and

engineering provisional

Interim Large Object Store Lease costs - climate controlled facility

$9,315,000 Lease period from 2021 to 2025

Client Contingency Not included

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$700,000 Digitisation equipment costs.

$2,626,900 Ultimo building modifications

TOTAL C P , 3,‘3.26;900 ':' All costs -00.1d1408T -,

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$6,74Z99

All costs excluding GST

*Amounts have been rounded to the nearest $10,000

Table 1: CLP Cost Summary

Collection Logistics Plan Program

MAAS 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. This date has been adopted as a principle constraint for the commencement of works associated with the Collection Logistics Planning aspects of the project.

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MAAS has provided the Project Master Program for the 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.

The Collection Logistics Planning 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 November 2020· MAAS Collection treatment/stabilisation for relocation and digitisation — March 2018 to October 2021· MAAS Collection digitisation — July 2018 to December 2022· Decanting collection from Ultimo to the New Museum — January 2021 to August 2022· Decanting large objects from Ultimo to Interim Large Object Store — October 2021 to March 2022· Decanting collection from Ultimo to Castle Hill I-Store — January 2021 to August 2022

The durations for these works streams have been informed by the unique nature of the Collection and the prevailing conditions at the Ultimo site. As the the New Museum is yet to be designed, optimal access has been assumed.

Based on the program above, the large objects decanting to the New Museum will commence in April 2021 and by the end of August 2022 the entire collection will have been decanted from Ultimo. This process is based on constrained museum operations commencing from January 2020 with certain permanent galleries converted to staging areas and stores for the collection digitisation and decanting process to occur. The last areas to be decanted will be the Wran Galleries and the Switch House enabling MAAS to continue hosting temporary exhibitions in the Wran touring galleries and maintain public and educational programming for as long as possible. The completion of digitisation and decanting of Ultimo can be achieved before MAAS is due to vacate the site in December 2022.

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1. Introduction

1.1 The Consultant Team

This report has been prepared by Root Projects Australia (RPA), International Conservation Services (ICS), International Art Services (IAS) and Clayton Associates (CA).

1.2 Context

The New Museum Project was first announced by the NSW Premier in 2015, with MAAS to relocate from Ultimo to a purpose-built facility in Parramatta. Following the completion of the Preliminary Business Case for the New Museum Project in early 2016, the River Bank site located on the old David Jones carpark adjacent to the Parramatta River was selected as the location for the new museum.

The Final Business Case commenced in July 2016 with a number of interface projects procured separately, including this Collection Logistics Plan (CLP). The CLP comprises of a number of work streams requiring specialist museum input. These have included collection management, registration, storage and relocation analysis required to define the transition of the MAAS Collection from its existing location at Ultimo to new locations.

It is important to note that the Preliminary Business Case defined the collection digitisation process as being undertaken in three stages — stocktake, curatorial assessment and barcoding; front-of-house documentation and digitisation and a final stage of back-of-house documentation and digitisation. This CLP has been based on a program of full digitisation of the entire MAAS CollectionCollection as outlined in the request for tender documentation for the CLP.

This report focuses on the process for the assessment, treatment, digitisation and relocation of the MAAS Collection. All other aspects of the transition process for MAAS, such as the relocation of staff, equipment and files have been excluded from this analysis and planning, along with the relocation of non-collection items (exhibit showcases, props, replicas etc) and Collections held at the Sydney Observatory.

1.3 The Collection

The decanting of the MAAS Collection constitutes a substantial sub- project within the overall New Museum Project. This undertaking will be amplified by the scale and quantum of the collection that requires decanting from the Powerhouse Museum and Harwood Building at Ultimo. MAAS states that its collection spans history, science, technology, design, industry, decorative arts, music, transport and space exploration. It is also home to the material heritage and stories of Australian culture, history and lifestyle, providing a comprehensive insight into this rich and diverse country. There is estimated to be well over 400,000 objects comprising of 500,000 separate parts in the MAAS Collection. While the focus is on Australian made and provenanced material, the collection is international in breadth. Object ages range from circa 2000BC to the present.

MAAS has provided the following chronicle of the collection:

Much of the early collection comes from Europe and included decorative ceramics and metalwork, reproductions of ancient and modern artworks, hand tools, machinery and manufactured products,educational and scientific apparatus, coins, clocks and arms. There was a particular emphasis on acquiring raw materials which had potential economic value, hence the large early collections of botanical, geological and zoological specimens from Australia and overseas.

In the 1920s and 1930s the collections were expanded by donations and bequests of several important private collections of decorative arts, which established the museum's present collection strengths in pottery,

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porcelain, glassware and local crafts. During the 1930s the collecting of scientific and technological materials continued, with acquisitions of new inventions such as neon tubes, photoelectric cells, synthetic fibres, plastics and picture transmission by telephone. Machines and working models were collected for exhibits on manufacturing processes such as printing, package making and the pressing of gramophone records.

During the 1950s to the 1970s, substantial donations from private collections, including costume, musical instruments, clocks, Australiana and stamps, strengthened existing collections. The appointment of specialist curators in transport and engineering, electronics, technology and applied arts in the 1960s is reflected in the development of the collection in those areas.

The 1980s were a period of great expansion for the museum, with its new venues influencing collection development. The Sydney Mint building provided a permanent display area and an impetus for strengthening the holdings of Australian decorative arts, philately and numismatics. The Hyde Park Barracks gave the museum the opportunity to develop its collection of social history material. The inclusion of the Sydney Observatory as a part the museum meant that the museum acquired a significant collection of astronomical and timekeeping instruments.

From 1984 collecting priorities were determined principally by the themes chosen for the Powerhouse exhibitions (opened in 1988) which revolved around the overall theme of the interrelationships of science, art and people in an Australian context. Significant acquisitions were made in the areas of transport, communications, space and power technologies, scientific, medical and computing instruments, Australian inventions, domestic appliances and furnishings, European decorative art (including lace, costume and furniture), toys, prints, drawings, musical instruments and recent Australian crafts. Significant acquisitions were also made in several new collecting areas — Australian product design, materials recording working life at home and in industry and materials recording life in various ethnic and Aboriginal communities.

The MAAS 2020 Vision released in 2014 places the Museum's Collection central to its strategic vision. The Vision identifies the following disciplines for the Museum's focus into the future:

· Technologies

· Health and medicine

· Physical sciences

· Engineering

· Architecture and the built environment

· Design and decorative arts

· Fashion

· Contemporary culture

This collection is divided between two facilities at Ultimo — items that are on long-term and temporary display within the group of buildings at the Powerhouse and items that are in storage at the Harwood building, adjacent to the Powerhouse. It is estimated by MAAS that approximately 330,000 items are currently stored in the Harwood building. The remainder of the collection is either on display at the Powerhouse at Ultimo or housed Castle Hill. The new storage facility (also at Castle Hill), the I-Store will accommodate the majority of the small to medium collection items housed at the Harwood Building with the remaining collection items to be decanted and transported to new facilities.

Seventy-two collection items are identified by MAAS as being particularly large items on display at the Powerhouse Museum. The majority of these are engineering objects, weighing several tonnes each, with complex moving parts and mechanisms that may require disassembly and conservation treatment prior relocation. These include the Boulton and Watt steam engine and the Catalina seaplane. The collection status of these items is regarded as stable. Individual assessment of each object will be required prior to any decanting process with an accompanying relocation plan developed. The removal of these large display

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items will require careful sequencing and there may be some double handling as objects are repositioned within spaces to enable other objects to be moved. Many of these objects will be moved by cranes requiring access through the facades of the Powerhouse buildings — the same way they were installed over thirty years ago — whilst maintaining acceptable security and environmental conditions.

1.4 Process and Methodology

The methodology for this Collection Logistics Plan is to actively progress work across three separate, but integrated fronts:

1. Collection Relocation Management Plan

2. Storage analysis

3. Relocation Analysis, Strategy and Plan

These three work streams have been brought together and integrated into an overall strategy and program for the transition of the collection from Ultimo to the New Museum and other locations as determined.

The methodology employed to bring these works streams together includes the development of 75 Object Category Dashboards, creation of a digitisation work flow, decanting and staging modelling and the modelling of collection storage and display. Each of these work streams has provided a basis for understanding the interface and integration requirements for the relocation of the MAAS Collection from Ultimo.

As part of the scope for this report the digitisation of the collection has been benchmarked by ICS against leading international digitisation programs to ensure that durations and key processes are accommodated within both the programming, workflows and high level resourcing cost estimates.

1.4.1 75 OBJECT CATEGORY DASHBOARDSICS has explored MAAS's eight collection disciplines and moved into a high level of granularity of the collection through the development of 75 object category collection dashboards that cover the prescribed sub-collection categories for the circa 400,000 objects within the MAAS Collection. This process has allowed ICS to 'peel back' the layers of the collection to establish an overall status of the collection and start to define storage, decanting and treatment requirements from a sub-collection perspective.

The proposal to digitise the entire MAAS Collection is a complex one and requires a number of sequential steps to ensure that objects are appropriately digitised. Three overarching steps are required to complete the process: assessment, treatment (where required) and digitisation. Digitisation of the collection is the driver for the collection treatment requirements. The diagram below provides a high level outline this process.

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8 DISCIPLINES· Technologies • Architecture and the Built Environment· Health and Medicine • Design and Decorative Arts· Physical Sciences • Fashion· Engineering • Contemporary Culture

cAtEcoRv

COLLECTION

400,000 Unknown no. Unknown no.

SCOPE SCOPE SCOPE


Figure 3: Collection Analysis Process

Based on the principles of best practice collection management being able to value, document, locate and identify collection items, three core principles were established with MAAS relating to the digitisation method:

· Everything not documented needs to be documented. The definition of documentation commences with barcoding and data entry. The delivery of this work stream will enable MAAS to complete its collection database.

· Only those items that need treatment for relocation or digitisation will be treated. This principle ensures that fragile objects will be identified and treated accordingly. Any minor conservation or treatment work will be undertaken to ensure that the digitised outcome is of a high quality.

· Everything not digitised to a suitable standard needs to be digitised. All objects across the collection, excluding Sydney Observatory will be digitised. Objects will be digitised to a suitable standard based on their format, significance and display, educational and research value. Objects will be broadly allocated to categories that provide a full 3D digitisation process, high resolution multiple image capture, or single shot high resolution image capture. This will provide MAAS with an enviable digitised collection and will support new content for the New Museum and enhanced visitor experience opportunities.

The object category dashboards filter has been applied to all sites to meet the full digitisation condition set by MAAS. All objects, excluding Sydney Observatory, will pass through this filter and ultimately be re-distributed based on MAAS' preference to new locations. The redistribution of the collection at the end destinations is noted in the diagram below.

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H AR W O O D82.86

1.2

%= Percentage of

75.01

4.8

PARRAPAA—

CASTLE

15.73

I-

P

CASTLE

I-

PARRAMAT

is 66k-fowl:eon

DAsosomms

COLLECTIONSTATUS

400,000 Unknown no. Unknown no

DIGITISATION DOOPANE04144 WEATNENT

0.10.1 p.. OBSERVATORYOBSERVATO

Figure 4: Collection Redistribution

1.4.2 COLLECTION DIGITISATION WORKFLOWUsing the 75 Object Category Dashboards as a starting point for the 400,000 collection items, a work flow process was developed in consultation with MAAS. This process follows the three core principles of assessment, treatment and digitisation refining the sequencing and tasks required at each point.

Each collection object will be assessed and documented in MAAS' KE EMu database. This is an essential step as all objects will then be barcoded and able to be tracked during the digitisation and decanting procedure. At this point MAAS will determine the treatment requirements — conservation for digitisation, conservation for stabilisation of collection items for relocation or other conservation requirements to be planned and executed as part of a future conservation program.

A 'triage point' point is proposed where MAAS will nominate the digitisation stream for each object. For objects selected for the basic stream (single shot high resolution photography), it is anticipated that treatment requirements will be the exception rather than the norm. Once photographed these objects will be packed and crated ready for relocation.

Objects nominated for either full 3D digitisation, or high resolution multiple shot photography will be assessed for treatment, treated and digitised, and then crated. In some instances, objects will be retained in situ for a period of time (packed and crated) or be decanted if required for research purposes.

The following diagram outlines the collection workflow process, identifying the key decision points and various pathways before arriving at a packed and/or crated status ready for decanting. It should be noted that through discussions with MAAS the following quantities for each digitisation stream have been assumed and adopted for the purposes of this report as has the assumption of a total of 400,000 objects requiring digitisation:

1. 3D Digitisation: 9,500 objects

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197,500

197,500*


2. High Resolution Multiple Shot Image Capture: 193,000 objects

3. High Resolution Single Shot Image Capture: 197,500 Objects

l o i ) o s i n s e C A P T U R E

400 ,000CRATE/DECANT

N

*Excl. Image Library and ArchivesItEt•ti‘11115,1•61111

Figure 5: Collection Digitisation Workflow

1.4.3 DECANTING AND STAGING MODELLINGThe options for decanting and transition locations have been reviewed with MAAS as part of the modelling process. These included testing requirements for off-site transition storage and the type of facilities that would be required to meet the security and climatic conditions required for the collection. Onsite opportunities included analysis by IAS of the use of temporary structures such as Hoecke's to facilitate the digitisation work flow process. These options were discounted as the opportunities to work within the existing Powerhouse exhibition areas crystallised and constrained museum operations were explored in detail.

The exploration of using the permanent exhibition halls of the Powerhouse as transition space has been driven by the review and high level planning of how these objects will be dismantled, treated and digitised. IAS has mapped the full sequence of the relocation in 28 steps throughout the Ultimo site. This sequencing does include some double handling processes, however it also creates sufficient space to digitise the collection and retain packed and crated objects onsite, within appropriate climatic conditions. The massing of packed and crated objects enables a more efficient and streamlined decanting process. The transition/staging space capacity at Ultimo comprises of a number of locations — the Harwood workshop area, the Boiler House and Turbine Hall. The combination of these locations and the MAAS decision to

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operate the museum in a constrained mode makes this option possible. This will require certain permanent galleries to be closed to the public prior to the closure of the Powerhouse Museum to enable the digitisation and decanting process to proceed in accordance with the New Museum Project program.

The following locations are all destination options for the decanting process. This includes a proposed new Large Object Store. (Refer Section 1.1.4 below). The final location of objects will be determined as part of the future development of exhibitions and content for New Museum. Some objects will be relocated directly from Ultimo to their final destination — this will include some large objects along with the secure collection items, vaults and safes.

CRATE/ RECANT

TRANSITION/ STAGING STORE - NE

CASTLE HILL

I-STORE

ARTWVIATTA

MAASPARRAMATTA

OtAY STORE

TON

Figure 6: Decanting Locations

1.4.4 COLLECTION DISPLAY VERSUS STORAGE MODELLINGAt this early stage of the planning process for the New Museum project, MAAS is yet to determine the exhibition themes for the new museum. This has a flow on effect to the amount of storage that will be required for objects not on display, in particular large objects. As an alternative approach to understand overall storage requirements once the New Museum preliminary display object list was taken into account, models to test the existing permanent display areas against storage areas were prepared.

The outcomes of the modelling demonstrated that there are no small to medium object storage issues, there is sufficient space for future collection growth given the I-Store capacity and the specified storage allowances and specification of storage spaces suitable for small to medium objects in the new museum. There is however a deficit of large storage space for Ultimo objects, most of which are currently on public display, with very limited large storage capacity available at Castle Hill. The New Museum store will not be specified to accommodate the storage of large objects and a new large object store will need to be constructed. This simple modelling used existing footprint display areas for large objects, and by analysing the quantum of storage required for the whole large object collection, the team has been able to size the requirements for a

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new large object store. MAAS has generated a preliminary large object display list of items that would be relocated from Ultimo front of house to New Museum. MAAS has advised that while the objects may change the overall floor area allocated for existing large object collections (in the order of 1,028m2) at New Museum will be retained.

This modelling has also highlighted the balance between display and stored objects. Stored objects in the small to medium size range are more efficiently stored, while large objects require larger areas to accommodate handling and access requirements.

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2. Collection Management Relocation Plan

2.1 Introduction

The development of the Collection Management Relocation Plan (CMRP), led by ICS, addresses how the MAAS Collection will be assessed, tracked, stabilised, digitised and prepared for relocation to Parramatta, Castle Hill and the proposed new off-site store for large items. A copy of the complete report, including attachments, is included as Appendix 1. The following is a summary of the ICS report.

The crating, packing and decanting aspects of this project are covered in Section 4 — Relocation Analysis, Strategy and Plan.

The scoping of this work has focused on developing a plan that can assist MAAS in identifying categories of digitisation and how to transition objects safely during this process. Work flows for each part of the CMRP process have been established to articulate individual tasks and MAAS decision making points. This has then informed the sequencing, resourcing and high level cost estimates for the program of works.

The following collection statistics have informed the development of the CMRP:

· Total number of items (object records) - 398,000 (for the purposes of this report object records have been rounded to 400,000)

· Total number of parts (the total size of the collection) - 500,000· Total number of Object Categories — 75· Total items at Ultimo — c338,000 items (this excludes the image library and archives)· Items on display at Ultimo — 5,000 (included in the above number)· Items at Castle Hill — 60,000· Total number of items barcoded — 110,000 (this is the 60,000 at Castle Hill, plus 50,000 of the

Ultimo items are barcoded)· 220,000 items unassigned Object Categories (these have been arbitrarily assigned across the 75

Object Categories by percentage in the dashboards)· Number of incoming loans — 22,000 (this number is included in the 398,000 items recorded in

KE EMu, and includes 19,000 glass plate negatives and 1,800 items in the Vickery collection)· Total number of outgoing loans — 200 (20 are large objects)· Significant items — 1,500 ('A' significance: 407, 'B' significance: 1,093)· State Significant items - 278

2.2 Project Scenarios

Two scenarios have been developed for the project. In developing these scenarios, each of the 75 Object Categories within MAAS has been individually assessed in consultation with MAAS staff:

Scenario 1 (Full Collection Digitisation) involves assessing and digitising all items at Ultimo and Castle Hill (i.e. all MAAS Collection objects except those at Observatory Hill and those on loan) 400,000 objects excluding the library and archive collections, then moving items at Ultimo to Castle Hill, Parramatta and/or a new off-site store. Objects will be digitised if they do not already possess an image to the desired standard (there are only approximately 7000 objects with images to this standard).

Scenario 2 (FoH New Museum Digitisation) involves digitising (to a very high level) only those objects required for Front of House operations at the New Museum. This is estimated to be some 10,000 objects, including all Category A and B objects. This includes assessing and digitising all items at Ultimo, then moving Ultimo items to Castle Hill, the New Museum and/or an off-site store. In addition, the remaining items at Ultimo will receive a basic level of 2D single shot high definition digital record prior to packing and crating.

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1 — Full Collection Digitisation

Digitise and move all items from all MAAS sites to Castle Hill/off site store

2 — New Museum Digitisation

Move all items from Ultimo to Castle Hill — 10,000 objects for digitisation

Number of items 400,000 330,000

Assess ✓ ✓Stabilise ü (for digitisation and relocation) ü (for relocation only)

Digitise All items 10,000 objects only

Pack

(items moving Ultimo to Castle Hill and any items moving to New Museum.)

✓ ✓

Table 2: Project Digitisation Scenarios

Scenario 2 deals only with the critical path activity required for the opening of New Museum. This priority stream has been quantified on the basis that the digitisation program will only be applied to objects identified by MAAS for consideration for the object lists for the exhibition planning for Parramatta. It is anticipated that all these items will undergo full 3D digitisation and there will be no multiple or single shot high resolution photography required.

2.3 Collection Tracking and Assessment Process

Collection tracking and assessment will be a key aspect of the transition process with the tracking of MAAS objects primarily undertaken utilising the existing EMu database held by MAAS. The system is functional, but with the main drawback being that it requires constant Wi-Fi network access. This network is in place at Ultimo and at Castle Hill, but will need to be resolved for Parramatta and/or any other temporary location facilities.

Items will be assessed to understand their requirements for relocation. The assessment will involve ensuring each item has a correct record in KE EMu, a barcode, a decision on how it will be digitised and what, if any, conservation treatment or rehousing is required. This will include the identification of any long term conservation programming.

Items identified as not needing conservation and can be digitised by an external provider, can be packed straight away and sent for off-site digitisation. Following digitisation, these items can be relocated directly to Castle Hill or returned to a staging store location at Ultimo if the final destination is New Museum.

2.4 Collection Access during the Transition Process

The collections of MAAS are in regular demand for loans and research. The process of responding to these requests during relocation will inevitably be made more complex. The Museum will need to develop a protocol for this circumstance. The first component of such a protocol will be to manage expectations from potential borrowers and researchers. The second will be to ensure access to objects for loan or research purposes where the Museum deems it prudent to be able to make the object available.

The Museum has an Outwards Loan Policy (2016) and a Research and Publishing Policy (2004) that details its response to loan/research requests, which are published on the Museum's website. During the relocation it is recommended a timeline be published that identifies the likely period when limited or constrained loan/research capacity will be in place.

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Where the Museum chooses to respond to loan/research requests, then the relevant object(s) will be able to be located by the barcode tracking system recorded in KE EMu.

The actual accessibility of objects cannot be predicted at this stage until the order in which objects are to assessed, treated, digitised, packed and temporarily stored is finalised. It is inevitable that with a project of this size at certain times parts of the collection will be inaccessible through being in transit or in packed storage.

To optimise collection access during transition MAAS have allowed for a transition loan team to locate and retrieve objects through-out the transition process. These resource costs have been costed separately and have not been included in this report.

2.5 Collection Digitisation

The relocation of the MAAS CollectionCollections provides an unparalleled opportunity to digitise every item as it is moved. This will provide MAAS with significantly enhanced access to its collections for research, exhibitions, exhibition planning and public access. Importantly the digitisation of the collection will provide MAAS with a better asset management tool to enable better collection management.

The digitisation of Museum Collections can mean a range of different things to different people and in different contexts. For the purposes of the MAAS Relocation project ICS have used the term 'digitisation' to mean the production of a digital image(s) through scanning or photography that may result in a 3D or 2D output.

Digitisation will be led significantly by the material itself (e.g. printed material on paper would generally be scanned only), but will also be motivated by identifying unique/significant/priority objects across the collections that will be greatly enhanced by a high-level (i.e. 3-D scanning) digitisation approach. Digitisation will also be driven, wherever possible, by the planned use of digital assets at the New Museum.

Other priorities for digitisation may include preservation issues e.g. much of the existing video collection is degrading. The digitisation of this collection will ensure the content is kept and preserved, whilst also significantly enhancing the accessibility of the material.

2.6 Collection Management Relocation Workflow Process

Given the MAAS brief requirement for digitisation of all of the collection, ICS have taken the approach that the digitisation of the Collections is a key driver in the workflow process in the relocation of the Museum to Parramatta. In other words, conservation, access, and other collection management aspects will be driven by the need to digitise, and then relocate the collections. This may mean for example that some items are stabilised but do not receive a full conservation treatment as a part of the relocation process. It is expected that the bulk of the digitisation work will be carried out on-site in Ultimo, and will require a considerable increase in photography and registration staff and resources.

MAAS have advised, that for the purposes of this report, all resourcing requirements will be met by extra over resources funded through the New Museum project operating budget— as either in-house MAAS employees or out-sourced contractors. It is likely that the best solution will be a mixture of external and in-house digitisation, (with funding to be resolved), with new MAAS staff brought on for the project to be considered in the operational plan for the museum after the relocation.

The proposed workflow involves four basic stages; assessment, conservation, digitisation and packing. These are detailed in the following sections.

1. Assessment

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Items will be assessed to understand their requirements for relocation. The assessment will involve ensuring each item has a correct record in KE EMu, a barcode, a decision on how it will be digitised and what, if any, conservation treatment or rehousing is required.

Items identified as not needing conservation and can be digitised by an external provider, can be packed straight away and sent for off-site digitisation. Following digitisation, these items will be relocated directly to Castle Hill.

2. Conservation/Treatment

It is not viable to attempt to conserve all items requiring conservation as part of the relocation process. Conservation, in the context of this project, will be undertaken to facilitate the safe handling, digitisation and movement of the collection.

Conservation will be considered for items moving to Castle Hill to be stored, and for any items known to be planned for front of house inclusion at Parramatta.

On this basis the only items that will be considered for treatment are:

· Category A and B significance items

· State Significant items

· Items that will definitely go on display/display storage at Parramatta

· Items too fragile to withstand movement/relocation

· Items with a known/suspected biological hazard issue (i.e. requires pest/mould treatment)

Those items that qualify for treatment can undergo one of the following treatments:

· Minimal surface clean for digitisation

· Minor cleaning/repairs/stabilisation

· Significant treatment/preparation required for digitisation or relocation

· Pest treatment

3. Digitisation

Implementing the digitisation of each collection category will be determined by the most suitable methodology. This will incorporate:

· Digital photography of objects on-site prior to relocation — either in-house staff or additional resources

· Digital photography of objects off-site during relocation

· Relocation and scanning in bulk off-site by 3rd-party service providers, as part of the transition to Parramatta (or Castle Hill)

· Scanning in bulk on-site, using either existing resources (hardware and staff) or acquiring temporary resources

· 3-D scanning of selected key objects — either on-site, or off-site during relocation The

following materials have not been considered for digitisation as part of this process:

· Institutional (MAAS) Archives

· Object and Conservation files not related to Category A or B

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· MAAS Library material

· Material held at Observatory Hill

4. Handling and Packing

Registrars will handle and prepare objects for digitisation and then once digitised, work with external parties to have items packed in transport containers (plan drawer, crate, or customised container), ready for transport and relocation.

2.7 Facilities and Equipment for Digitisation

Using the full digitisation scenario (Scenario 1), MAAS will require a maximum of 20 digitisation 'stations' to be operating. This will start with a smaller number of stations in the order of 5 and then ramping up to the 20 stations as space and resources become available (as collections are progressively assessed, digitised and packed). This will also include digitisation at Castle Hill within existing preparation and photography spaces, plus temporarily re-purposing transit and general purpose areas..

Following a review of the existing MAAS facilities, it is recommended that MAAS should look at relocating the Archives (Collection and Institutional) from the Central HB basement area of the Harwood building,(currently in Compactus labelled H/I and K/L), to be used as a digitisation studio. This would provide an area approximately 20m x 10m which would be ideal for several independent digitisation/photographic studios. This area is also immediately adjacent to the bulk of the material that would need to be relocated to Parramatta. Ceiling height is only about 2750mm so taller objects would need to be digitised elsewhere, but this area should suffice for the majority of items currently stored in the Harwood Basement.

Estimates of space required for digitisation/photography, conservation and assessment and preparation suggest that at least 575m2 of additional photography/preparation space will be required, assuming that there will be significant flexibility within the space(s) to cater for the differing activities as the project progresses. The workshop areas in The Harwood Building would be suitable for this purpose. In addition, the existing photographic studio and the conservation photographic studio will need to be dedicated to the digitisation project. There will no doubt be some digitisation of material at Castle Hill (especially the 3-D scanning of selected objects) — this can be undertaken at the existing photographic lab at Castle Hill, and temporarily re-purposing transit and general purpose areas.

ICS have used the Auckland Museum digitisation program as a benchmark in determining the facilities and spatial requirements, along with capex equipment budgets in the order of $700,000 to provide the following:

· High quality digital SLR cameras

· Tripods

· Automated lighting equipment

· Flatbed scanners (A3 size or higher potentially)

· Slide/transparency scanners

· Computers

· Suitable Camera / Scanner Software

· Additional KE EMu and Fotostation licenses.

· Fabrication of moveable walls/screens to create independent photographic booths and provide flexibility.

· Appropriate 3-D scanning equipment.

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2.8 Storage Impacts on the Collection

The collection currently on display and in storage at Ultimo, is kept in climate controlled conditions suitable to the specific needs dictated by each material type. The new I-Store at Castle Hill also provides appropriate climate controlled conditions, including a cold store for particular material types (Audio/Visual, Photographs and Plastic Technology Object Categories).

Items will need to remain in climate controlled areas within Ultimo during the assessment, conservation, digitisation and packing process. Transportation trucks do not need to be climate controlled as the packed items will be swiftly loaded onto trucks and taken straight to I-Store at Castle Hill or directly to New Museum where they can be immediately decanted into the climate control store. The exception is the material requiring cold storage. This material should be moved in climate (temperature and humidity) controlled transportation.

The approach to the utilisation of the Powerhouse and Harwood as staging/transition stores provides a stable climatic environment for the duration of the relocation process.

2.9 Human Resourcing Requirements

ICS 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 report appendices provided at Appendix 1 of this report. The table below outlines the total Full Time Equivalent (FTE) across the lifecycle of the project.

Scenario 1 — Full Digitisation

Assessment and preparation for relocation

47 FTE

October 2018 to

December 2020

Treatment/Conservation including handling

85 FTE

October 2019 to

December 2021

Digitisation including handling

78 FTE

July 2018 to June 2022

Table 3: ICS Human Resources for Collection Assessment, Treatment and Digitisation — Scenario 1

Resourcing requirements will be discussed in further detail in Section 6: Project Procurement Plan.

2.10 Transition Security Requirements

Security at MAAS is managed by an in-house Security Manager supported by four security supervisors, all of whom are on staff. Security officers below this level are all contract staff provided by a security

contractor. The processes of access to the collection by security staff are carefully controlled with no contract staff allowed in the collection stores unaccompanied.

Apart from the general need for security protocols to be in place in relation to any dealings between staff/visitors/contractors and the collection, there are various high value collections, which are currently kept in secure vaults at the Harwood building at Ultimo. These include objects from the collections of arms and armoury, silver, numismatics, jewellery, wool samples and medical collections. Protocols are already in place for any access to and movement of these collections, and it is expected that these will continue to be implemented during the relocation. It should be noted that there is no 24-hour security presence at Castle Hill nor a secure vault, so the collections in the Harwood store secure vault will need to remain there until a new secure vault at the New Museum has been built and can be securely used.

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3. Storage Analysis

3.1 Introduction

The Storage Analysis, led by Clayton Associates, has required a review of the existing storage at both Ultimo and Castle Hill, coupled with an analysis of the overall collection storage requirements. The storage analysis report considers the current storage availability and addresses the implications of the relocation to the New Museum. This work stream has been informed by the Collection Management Relocation Plan. Core elements of the Storage Analysis are summarised in this section of the report. A copy of the complete report, including attachments, is included as Appendix 2. The following is a summary of the Clayton Associates Report.

Object definitions have been included in the Glossary section of this report.

3.2 Castle Hill Storage Analysis & Optimisation Opportunities

The Castle Hill museum operations are located on a 2.8-hectare site at the intersection of Windsor and Showground roads. It has been a dedicated MAAS site since 1947 and is now used primarily as a storage facility and discovery centre for visitors.

3.2.1 CASTLE HILLCastle Hill has been the core large object storage facility for MAAS, with a number of different storagefacilities building accommodating a full range of objects — small, medium and large.

Analysis of the current facilities for large objects has been well planned but is at full capacity. One potential area for optimisation is the use of vertical racking for large objects such as cars, however it is noted that larger aisles would be required for object access and handling. As a result the overall gain in storage capacity may not yield a higher net area.

The pending relocation of the MAAS model collection into I-Store will create some limited capacity that would be better suited to small and medium sized objects.

3.2.2 I-STOREThe I-Store at Castle Hill opened in September 2016. I-Store is a shared storage facility for a suite of cultural institutions — MAAS, Australian Museum and Sydney Living Museums. The overall floor area of the facility is 9,000m2 with 3,000m2 per floor. The building has been divided among the institutions as follows:

· Ground Floor (floor loading capacity 32kpa) — MAAS (3,000m2)

· First Floor (suspended floor loading capacity 40kpa) — Shared between MAAS (1,662m2) and Sydney Living Museums

· Second Floor (suspended floor loading capacity 40kpa) — Australian Museum

The total area available for storage of the MAAS Collections is 4,662m2. MAAS demolished Building B and C to provide the area for I-Store. The overall net gain in floor area once this is taken into account is 3,362m2. Within the ground floor MAAS have constructed chiller/freezer chambers (275m2) and a secure vault (22m2), resulting is a remaining net storage areas of 3,065m2.

The Ground and First Floor of I-Store have 3m of headroom that will limit the storage of objects to those within the small to medium categories. Based on these floor to ceiling heights MAAS specified its specialist storage equipment to maximise storage efficiency. It is clear from the storage analysis undertaken by Clayton Associates that storage has been provided at I-Store in a highly successful manner and that the approach taken to both storage and visible/display storage is world class. One small area of storage

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optimisation that could be applied within I-Store could be the installation of drawers through a retro fitting of the new storage systems. This would maximise the capacity of the existing storage systems.

3.3 Ultimo Storage Analysis

The collection storage available at Ultimo is contained within the Harwood Building, located adjacent to the Powerhouse Museum. It should be noted that there is no collection storage within the Powerhouse Museum itself.

3.3.1 HARWOOD BUILDINGThe Harwood Building was constructed prior to the commencement of the Powerhouse Museum redevelopment in 1983. While there are some objects that can be categorised as large, the basement store is considered to primarily be a small to medium object storage facility. There are also secure areas for high value objects and items requiring licensed containment such as firearms. No large scale objects, such as those on display at the Powerhouse, are stored in the basement.

The basement area is 2,875m2 . The collection foot print occupies 1,795m2 or 62% of the basement storearea. The remainder of the area comprises of the collection preparation and packing areas, the access hoist, quarantine area and aisle width to allow for pallet access and guided public tours.

The basement store is currently over capacity with MAAS advising that the store is at 140%capacity with items being stored on top of mobile racking. The overcrowding of the collection prompted the successful 2010 I-Store Castle Hill Business Case. The I-Store was opened in September 2016, with the planned relocation of 20% of the textiles and ceramics (the areas most affected by overcrowding) collections planned to occur in early 2017.

3.4 New Museum Storage Provisions

MAAS have provided the schedule of accommodation for the new museum at Parramatta with a copy included in Appendix 6. The total storage area required is 4,200m2 defined as:

· Storage — 3,600m2

· Visible Collection Storage — 600m2

The floor to ceiling height is specified as 4m which will reduce nominally to 3m when services such aslighting and fire suppression are installed and the required space for fire suppression clearance is taken into consideration.

The storage requirement is based on the requirement for the MAAS flagship collections to be stored at theNew Museum where they can be accessed by the public, for education programs and research. MAAS have confirmed that only small to medium objects will stored at this location.

3.5 Storage Analysis Summary

The following table summarises the existing storage capacity at Ultimo and highlights the proposed and available storage at the New Museum and Castle Hill respectively.

Existing Storage m2

Harwood - Basement 2875

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Powerhouse Museum 0

Total existing small to medium storage 2,875m2

Table 5: Existing Storage

Available/Proposed Storage m2

Available Storage — I-Store 3,362

Proposed Storage — New Museum (Store) 3600

Proposed Storage — New Museum (Visible Collection Storage) 600

TOTAL AVAILABLE FOR SMALL TO MEDIUM STORAGE 7,562 m2

TOTAL :AVAILABLE FOR LARGE STORAGE 0m2

Table 6: Available / Proposed Storage

As illustrated above there is sufficient storage capacity for small to medium objects at either Castle Hill or Parramatta. However, there is no storage capacity/allowance for large objects. This issue is discussed further below.

3.6 Large Object Storage

Storage analysis provided in the previous sections highlights that large object storage at Castle Hill (the only large object storage site) is at capacity. Currently many of the circulation aisles and access areas are occupied by Australian Museum objects that are in transition and will be relocated into the Australian Museum I-Store facilities in the coming months. There are minimal opportunities for optimisation as the current storage approach and methods are efficient.

MAAS has provided a preliminary large object list for display at the New Museum. While it is acknowledged that the objects may change as exhibition content develops, MAAS has confirmed that the list is representative of the quantum of large objects from the existing collection that will be on display in the new Museum. The assessed footprint of the preliminary large objects display list for Parramatta is 1,028m2 out of a total of some 1,622m2 of large objects which are on display at Ultimo. The remaining large items with a footprint of 594m2 that will be stored will require 2,376m2of storage and handling space when decanted from Ultimo into storage. When these very large objects are taken off display they are dismantled with each major section stored separately, often requiring a larger storage footprint that was previously required when on display.

Given an appropriate allowance for future collection growth, MAAS will need approximately 3,876m2 of storage space, inclusive of handling area, to accommodate the Powerhouse large object collection as a result of the relocation to Parramatta.

MAAS advised that the Parramatta Museum would not be suitable to accommodate large object storage as the building requirements would be onerous with minimum floor to floor heights of 7m and extensive floor loading requirements of 45kpa in both storage areas and all access corridors. New Museum storage and visible storage will be specified to accommodate small and medium scale objects from the collection. There is a requirement to provide large object storage to receive the large objects from Ultimo not on display at New Museum.

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2 5 0 0 0

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The large object storage requirement excludes large objects that are currently on loan such as the Governor's General's carriage, two locomotives, a drover aircraft and a wool processing machine. MAAS have advised that there is no plan for these long term loans to be returned and should be excluded from the large object storage requirement considerations.

3.7 Collection Growth Needs

The growth of the MAAS Collection since the opening of the Powerhouse Museum in 1988 has followed certain patterns. There was a large influx of objects into the collection as part of the acquisition of new objects for the opening of the Ultimo site, and MAAS has advised that this is likely to be repeated with a program of collection acquisition for the New Museum Project. In addition, over the past thirty years there has also been a level of consistent growth in the collection.

Finally, on top of this consistent growth, it should be noted over this period MAAS has been the recipient of some large collections such as the Sydney Olympics collection. The scale and volume of these collections are an anomaly in relation to the MAAS Collection policy and collection acquisition objectives. However, it is anticipated that MAAS will continue to experience these substantial uplifts in collection growth at irregular intervals.

Accessioned Objects: 1960 - October 2016

30000 27744

01960 - 1970 1971 - 1980 1981 - 1990 1991 - 2000 2001 - 2010 2011 - 6/10/2016

Figure 7: MAAS Accessioned objects by decade — 1960 - 2016

MAAS have supplied collection growth analysis within the 75 collection categories as attached in Appendix 6. Analysis of this data shows that the rate of growth that was identified in the I-Store business case seems to be continuing at the same rate, providing twenty years of useful information on which to base future growth. Based on this, MAAS predicts the collections will continue to grow in the order of 650 objects annually with some 18% of this growth being large objects. The anticipated annual growth is estimated to require the addition of 150m2 of floor area for large objects and 50 — 60m2 for small to medium objects amounting to a total of 200 — 210m2 per year.

The projected growth over a ten period for the collection is calculated as follows:· Large objects — 1,500m2 · Medium to Small objects — 500 — 600m2

For the purposes of this report the period of growth is from 2016 to 2026.

A critical issue in forward storage planning is managing spikes in acquisition growth. These can be difficult to manage as they are invariably unplanned and can require significant funding as well as space allocation.

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There are various spikes throughout the last ten years as highlighted in the Growth trends, generally in collections where MAAS is strong such as Clothing & Dress, Textiles and Models.

For the purposes of this study it is assumed that a spike is an event where there is 10 year average of growth occurring in one year. On that definition of a spike, numerically speaking, could mean some 7,400 items being acquired in one year. Relative to the overall collection size of 400,000 items, this is less than 2% growth, and therefore on paper should be able to be absorbed. Looking at significant 'spike' acquisitions in the last ten years, these have included the 100 AIDS quilts which occupy some 20 m2when folded and stacked, and the Sydney Observatory glass plate negatives which occupy some 8 m2 of cabinetry, both of which were relatively easily absorbed

Less easily absorbed have been the Mastertouch Collection of keyboards, piano rolls and machinery (some 150- 200 m2), and the monorail (some 30 m2). MAAS was unable to accept a redundant QANTAS Boeing 747 flight simulator, on the basis that it did not have adequate space in which to store it.

When looking at the last 20 years data, it is less about numbers of objects and more about their size. In summary therefore for long term planning for space requirements for collection growth the figure outlined in the I-Store business case (some 200 m2 per annum) is still an appropriate rule of thumb to use. This provision will allow for future growth planning including 'spikes' in acquisitions. Very large objects that fall outside of this will need individual planning and funding to be developed as a part of the acquisition process.

3.8 Large Object Storage Requirements and Options

The requirement for a large object store facility has been driven by the large object storage space at Castle Hill having reached capacity, and the projected large object growth defined in Section 3.7 above. The critical nature of the requirement is fundamentally a result of the relocation of the museum from Ultimo and the specified New Museum to have storage capacity for only small to medium objects. Data provided by MAAS and analysed by Clayton Associates has determined that the large objects at the Powerhouse Museum will require a storage area of 3,876m2 when objects are dismantled and packed.

Options proposed to MAAS included the specification of the new museum to accommodate the storage of the large object collection items not in use for museum display (where very large objects would need to be stored on the ground floor or where floor loading and access requirements could be met) along with the redistribution of small to medium objects to Castle Hill and Parramatta as required, the creation of a new permanent large object storage facility, or the short term leasing of an interim object store until a permanent storage facility can be constructed.

Two options are considered in this report for solving the large object storage issue:

Option 1: short-term leasing of a facility (Interim Large Object Store) to accommodate the 2,376m2 of collection not on display at the New Museum — followed by the planning and construction of a permanent large storage facility at a later date. Depending on the timing of the availability of this store, 150m2 of space should be allowed for each year from 2016 to account for collection growth.

Option 2: construction of a purpose built new large storage facility that will be sized to accommodate large object collection as a result of the relocation to Parramatta and collection growth (from 2016 — 2026 equating to 1,500m2), along with the identified large objects from the Powerhouse (2,376m2) requiring approximately a total of 3,876m2 of storage space, inclusive of handling area.

Option 1 has been selected for this report with the leasing of an Interim Large Object Store to commence from October 2021. It is understood that Option 2 as a permanent storage solution will most likely require its own Business Case and may be developed with other cultural institutions.

The sizing of a new large object store has been determined using a combination of factors:

· The identification of large objects at Ultimo that will be on display at New Museum — 1,028m2;

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· Identification of the space required for the remaining large objects at Powerhouse Museum — 2,376 m2

· Analysis of the collection growth for large object stores

· Allowance for ten years of collection growth — 1,500m2 (based on 150m2 per annum)

· Provision for the one-in-ten-year uplift in the large object collection acquisition (such as the Sydney Olympics collection) — included in the area allowance above

Taking the above considerations into account, the envelope of the large object store is in the order of 3,876m2

with sufficient floor loading capacity to take the heaviest objects — such as locomotives, and height to accommodate dismantled aircraft. The final size of the large object store will be confirmed once MAAS has finalised the Parramatta large object list and determined the large objects from Ultimo that will be on display at the new museum.

MAAS has advised that all large object long term loans are planned to remain as long term loans so there is no provision for the storage of these objects within either option or on display at New Museum.

3.9 Display Storage

There has been a steady and growing international trend within the museum community to involve visitors in a behind the scenes view. This has led to greater use of display storage with along the lines of the Victorian Cabinet of Curiosities or the Wunderkammer.

MAAS have been particularly good at developing this concept within their Discovery Centre. There has been some innovative use of pallet racks with clear sliding panels and the selection of Tashco display shelves. Simple techniques such as the addition of clear drawer inserts invite the public to explore collections at a more intimate level.

The proposed Visible Display Storage at Parramatta is 600m2 with floor to ceiling heights nominated as 4m. This would be suitable for small to medium objects. MAAS has confirmed that this is their intention.

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4. Relocation Analysis, Strategy & Plan

4.1 Introduction

The Relocation Analysis, Strategy and Plan (RASP), led by IAS has required a review of the MAAS Collections and facilities at both Ultimo and Castle Hill. A copy of the IAS RASP is included at Appendix 3. The following is a summary of the IAS Report.

This work stream has been heavily informed by the Collection Management Relocation Plan and in particular the assessment of the state of the collection through the 75 collection dashboards. This RASP takes into consideration the transition drivers particular to the New Museum Project:

· the collection digitisation strategy,· requirements for ongoing public engagement, and· existing storage constraints and programming for the construction of the New Museum.

The RASP scopes the essential logistics for the collection decanting process of Ultimo to a number of locations including the New Museum, an interim Large Object Storage and the existing Castle Hill storage facilities. Included within this process is the inbound relocation/decanting of new acquisitions or objects from Castle Hill to New Museum. The scope of the RASP excludes the analysis of any loan items of inward exhibitions or incoming long term MAAS loan items and is solely focused on the permanent MAAS Collection and existing long term loans on hand.

4.2 Ultimo Facilities and Collection

The MAAS Collections in Ultimo are housed in two locations: The Harwood Building (Harwood) and the Powerhouse Museum on Harris Street, Ultimo.

The Powerhouse Museum has four distinct exhibition display areas — Wran Building, Switch House, Turbine Hall and Boiler House. These display areas include:

· Long term display items — medium to large objects and Very Large Objects (VLO), with a combination of these floor based and suspended.

· Short to medium display items — small to medium objects that are floor based.

· Loans and Inward exhibitions — small, medium and large objects.

The Harwood Building is located adjacent to the Powerhouse Museum with McArthur Street bisecting the site, and the newly opened Goods Line running parallel to the Harwood Building and terminating at the junction of the museum premises. The basement of the Harwood building is the onsite Ultimo collection storage facility and houses the most valuable, fragile, specialised and high significance collections including numismatics, philately, jewellery, ceramics and firearms. The archive collection along with key research collections is also stored in the basement.

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THE GOODS LINE

POWERHOUSE

Figure 9: Ultimo Site Diagram

4.2.1 COLLECTION DEFINITIONS

Collection definitions are provided in the Glossary Section of this report.

There are specific relocation procedures for securely packing and moving high value, high significance and specialised collections. Collection analysis currently identifies 407 Category A Objects or Collections, and 1,093 Category B Objects or Collections from 75 Collection Categories. Objects within A and B Category collections as well as State Significant Objects may not all be of intrinsic value but are part of a Significant Collection and must therefore be relocated according to the procedures set out in the relevant Collection Management of High Significance Objects Policy.

4.3 Relocation Procedures for Specialised Collections

Specialised collections are not identified with the MAAS Collection categorisation defined in the Glossary Section of this report. For the purpose of this RASP IAS has defined Specialised Collections as secure or hazardous and includes the following items:

· Firearms· Edged Weapons· Armour· Coins· Banknotes· Scrimshaw and Ivory· Philately· Numismatics· Medicines· Drugs· Chemicals· Jewellery

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These specialised collections will require further protocols, procedures and logistics including legislative requirements, licensing and accreditation, hazardous packaging, secure transport and secure storage. This requires a more specialised Museum best practice procedure.

Given these specific requirements MAAS' specialised collections must be identified and audited to enable the development of complete Risk Assessments and Relocation Plans in accordance with all prevailing regulations and legislation.

4.4 Packing and Crating Requirements

Category A and Category B, High Significance and High Value Objects and Collections, including restricted and sensitive collection items such as sacred/human remains, therapeutic drugs and firearms will require sophisticated museum best practice packing and crating solutions in order to be appropriately secured for the transition to New Museum. Specialised collections will, in some cases, require additional layers of compliant hazardous and/or secure packing and crating for the transition to the potential various destinations of New Museum, Castle Hill and Large Object Store.

The transition process includes staging, decanting, storage, transport and unpacking. The sequencing of any object or collection to packing and crating will largely be prescribed by key transition drivers within Collection Management Relocation Plan (refer to Section 2) including:

· Assessment and Triage — curatorial and conservation assessment and directives

· Documentation — recording, tracking and digitisation

· Object or collection prioritisation

· Exhibition programming

· Access to objects and collections

· Access to staging and storage areas

· Security and control requirements

4.5 Very Large Object Decanting Requirements

MAAS has identified 35 Very Large Objects (VLO) at the Ultimo site requiring individual movement plans with the majority of these objects currently on display at the Powerhouse. The collection status of these items is currently regarded as stable by MAAS but contingencies for possible treatment directives have been covered in the Collection Management Relocation Plan in Section 2 of this report.

The VLO are as diverse as the MAAS Collection itself. They are estimated to weigh as little as 15kg in the Replica Sputnik Satellite suspended front of house in the Space Exhibition Hall (Boiler House), and as much as 26,478 kg, without Tender or Carriages, in Locomotive No.1.

To develop relocation plans for these VLO's, expert advice will be required. MAAS has previously assembled experienced teams of personnel and worked with NSW Rail Recovery teams at the project level and it is recommended that similar resourcing structures are put in place for the New Museum collection decanting process.

The largest Object for relocation is the PB2B-2 Catalina flying boat, "Frigate Bird II". The largest suspended aircraft in Australia at 8,520kg empty with a 32m wingspan, this will be the last object de-installed, assessed, disassembled, staged, packed and transported. If transition is to New Museum it must also be the first object delivered, staged, unpacked, assessed, inspected, reassembled and installed. The Catalina will require a comprehensive Relocation Plan and dedicated resources. Expertise is essential and it is recommended that an organization such as the Historical Aircraft Restoration Society (HARS), who today operate a flying Consolidated PBY-6A Catalina (VH-PBZ aka A24-362), be consulted and engaged on the project.

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Assessment, treatment and digitisation of all MAAS Ultimo objects will be undertaken prior to any decanting process as outlined in Section 2 of this report.

The removal of the large object and VLO display items will require careful sequencing and there may be some double handling as objects are staged to enable other objects to be moved. It is anticipated that the majority of the double handling will occur in the Boiler House and Turbine Hall as objects are shunted within the spaces to enable access for assessment, treatment, digitisation and finally packing prior to decanting to New Museum or the interim Large Object Store. The overall logistics cost estimates have included for this double handling element, however the relocation will be planned to minimise double handling of the collection.

4.6 New Museum

4.6.1 NEW MUSEUM NEW CONTENT AND ACQUISTIONSMAAS has estimated the new content and acquisitions may account for an estimated 20% of the collection on display at New Museum. The RASP has included an allowance with the decanting and logistics cost estimates for the decanting of new acquisitions. It should be noted that this excludes any storage requirements and is based on a single move sequence directly into the New Museum.

4.6.2 NEW MUSEUM ACCESS REQUIREMENTSThere are a number of access factors for the New Museum that require consideration. These range from the building specification requirements for a museum, operational access through to ongoing redevelopment and major infrastructure works in the general vicinity of the site and transport and access corridors which could impact the cost of relocating the collection from Ultimo. IAS has identified a number of the key items within their report provided at Appendix 3.

It is assumed that the functional brief for New Museum has included provision for all the access, loading and floor loading capacity requirements to provide a future proofed museum facility. Issues identified regarding the overall transport corridors, infrastructure works and amenity for the surrounding neighbours will form part of the ongoing discussions between MAAS, City of Parramatta Council and various NSW Government agencies to the planning for the new museum progresses.

4.7 Human Resource Requirements

The availability of existing resources is dependent on the winding down or ceasing of current business-as-usual activities. While MAAS has both the internal skills and experience to manage core aspects of the relocation, MAAS has confirmed that existing staff will not be reallocated to the decanting project and all resources required for the delivery of the project will be acquired as a new resource operating cost to the project.

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.

The overall resourcing profile of the project based on location is as follows:

Location- ,..:1,-, • ,

'Peak-Resourbing 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 15 FTE January 2022 to March 2022

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New Acquisitions to New Museum 12 FTE January 2022 to March 2022Table 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.

4.8 Decanting and Logistics Strategy and Planning

4.8.1 DECANTING STRATEGYThe decanting strategy has been developed to ensure the safety and security of the collection and at thesame time meet MAAS' transition planning objectives of optimising public engagement and allowing ongoing professional access to the collection for as long as possible during the transition process.

Finally, the strategy seeks to minimise or eliminate the requirement for interim storage by integrating with the proposed Master Program. The strategy accepts that in order to achieve this important aspect that some double handling of staged and packed collection may be required.

4.8.2 LOGISTICS PLANNINGThe move of the objects from will need to be methodically planned, timed and executed given the vastnumber of objects and the scale of the large object collection.

This will require the establishment of a dedicated logistics planning team to methodically plan and manage the relocation. These teams will necessarily include MAAS Conservation and Registration personnel along with Project Managers, Supervisors and Contractors. IAS note that the development and creation of location specific, collection specific and object specific movement Plans should commence at the earliest date possible following commissioning of the project.

Harwood collection relocation can be undertaken concurrently with Powerhouse front of house collections, and will integrate normal operational decanting systems familiar to MAAS with augmented processes including modular, custom and scalable packing and crating solutions. All Harwood Collection Relocations will be undertaken during normal business hours requiring only mid-range Pantech Trucks and standard materials handling equipment. The Harwood collection will require 20 people for two years to pack, move, and unpack the objects into their new location. Current Programming anticipates the Harwood Collection to transition to New Museum via the Castle Hill 'I'-Store between early 2021 to late 2022 subject to progress of digitisation and New Museum completion.

The progressive closure of the Powerhouse permanent galleries will enable relatively straight forward decanting of many of the of the display objects. However, there will be some significant demolition work required in dismantling permanent exhibition displays including brick and concrete plinths and the removal of stairs and walkways before some objects can be moved out.

The logistics planning and programming assessment has been informed by the specialised nature of the collection and the unique nature of the Powerhouse building. IAS have identified a number of logistics parameters and approaches that form the basis of this RASP. These parameters and approaches are covered in detail in the IAS report and range from discrete VLO requirements and operational constraints through to demolition requirements and changed access provisions for pedestrian foot traffic during the decanting process. Some key parameters are provided below

· The human foot traffic from Harris Street into China Town will need to be managed once Courtyard demolition and other building environment works providing oversize vehicle access commences and will remain closed until relocation is completed. Constrained access requirements will be in place in the period Q4 2021 to Q1 2022.

· Safe operation of cranes and trucks inside the Powerhouse will be restricted by floor loading limitations and will require some under-pinning of the suspended floors and/or steel plate load spreaders. The

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careful planning of the de-installation process will consider which objects need to be craned so that dis-assembly can occur in advance where necessary. The cranes can be used to lift and shift major objects in the shortest time-frame practical. Once lifting equipment is in place it may not be able to be moved easily or regularly until the task is complete.

· The train at reception level (Locomotive No.1) will need to be removed from the building in a very different manner than it was originally introduced. Since the 1980's Harris Street has become a major traffic thoroughfare, trees have been planted along Harris Street, and the aperture used originally is no longer practical. This will need to occur once the Museum is closed to the public.

· The Catalina will be the last suspended object to come down. It will be the first suspended object re -installed in the new Parramatta Museum if it is selected to go there. However, VLO and other Large Objects will need to relocate to New Museum ahead of the Catalina. Sufficient staging area at New Museum will need to be designated for all other objects intended to be displayed in the same and surrounding areas until after the Catalina is installed.

· After constrained operations at Ultimo commence from January 2020 the Powerhouse Museum itself can be partially and progressively closed and used for the staging and /or decant of collection. Significant building works will need to be undertaken in dismantling exhibition displays, brick and concrete plinths, removal of stairs and walkways before some objects can be staged and/or decanted.

4.8.3 DECANT SEQUENCINGIAS have developed a twenty-eight step decant sequence detailing the Harwood collection relocation being undertaken concurrently with Powerhouse Museum transition logistics. The strategy for the decanting sequence is to provide sufficient staging areas for packing and crating while maintaining public access to some permanent displays for as long as possible.The optimised sequencing of activities at Ultimo along with plans of the sequencing have been included within the IAS report at Appendix 3:

4.8.4 TRUCK MOVEMENTSThis RASP estimates the relocation of Harwood Collection will utilise 2 Pantech trucks, provided by the contractor, operating up to 300 individual trips from Ultimo to fully decant the Harwood Collection during normal daytime operating hours.

The Powerhouse Museum will require up to 20 Pantech truck trips for the decanting of small to medium objects. It is also estimated 45-60 Heavy Vehicle trips, including large trailer movements will be required to decant the medium, large and very large objects, some of which will require power, police escorts and traffic management. It is estimated that up to 24 trips may need to be conducted at night due to the oversize nature of some of the VLO's.

All truck movements originating from Ultimo will exit to Harris Street before travelling to their destination. It is also noted that the heavy vehicle trips will necessitate partial or complete closures of Harris Street and possibly adjacent streets to facilitate reversing into position at Ultimo. Other heavy vehicles arriving and departing the Ultimo site will include large cranes and equipment supplies.

Decanting will commence in January 2021 and be completed in August 2022.

4.8.5 ULTIMO DECANTING EGRESSAll objects from the Boiler House, Engine Hall and Turbine Hall including the large suspended objects will be moved through the large roller door into the Grace Bros Courtyard. Once objects and exhibition furniture is removed it may be possible to reverse trucks into this space for loading given the floor loading of 10 Kpa in the Turbine Hall.

Objects stored in Harwood will be removed via the Harwood loading dock.

The Locomotive No.1 and the Boulton & Watt engine in the Wran building will be removed through the doors on the same level into the courtyard between the Museum and the Volunteer centre, for loading andtransport out onto Harris Street.

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LEVEL 1 FLOOR


All small objects will be removed via the nearest point of egress.

Figure 10: Decanting Egress Plan— Powerhouse Level 1

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Figure 11: Decanting Egress Plan — Powerhouse Level 3

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5. Parramatta Project Capital & Project Operating Expenditure Assessment

5.1 Introduction

The Collection Logistics Plan brief required the development of a high-level assessment of the likely Capex/Opex requirements associated with the collection digitisation, relocation and associated transition tasks. This assessment has included working with Rider Levett Bucknall Quantity Surveyors (RLB), engaged for the development of for the Final Business Case, in relation to the development of building capital costs assessments for the provision of;

· a new large object store options,

· transition store requirements, and

· demolition of exhibition joinery and building elements to facilitate the removal and relocation of the collection from Ultimo.

ICS and IAS have respectively provided cost/resource estimates for the assessment, treatment, digitisation and relocation of the collection.

MAAS has advised that the assessment of costs and associated resourcing requirements are to be based on new resourcing with no reallocation of existing MAAS staff, all of whom will be undertaking in business as usual operations. All resourcing will be treated as project opex.

An opex expenditure option has been provided for the option of leasing a large object storage facility as short to medium term requirement.

Appropriate assumptions and exclusions are provided for each of the work streams.

5.2 Collection Assessment, Treatment and Digitisation Cost Assessment

The following presents an assessment of the likely operating cost associated with the assessment, treatment and digitisation of the collection. The scope of the work required for each of these tasks has been defined in Section 2 of this report. A synopsis of the scope of work is provided with each of the cost estimates below. The summary of costs has been drawn from the ICS report provided in Appendix 1.

The following assumptions and exclusions are noted for the cost estimates included in this report.

· All resource costs are based on new resources with no use/ reallocation of existing MAAS staff

· There has been no escalation added - all costs are base dated 2016

· Supervision of the collection assessment treatment/digitisation process is included with a team leader allocated to every 10 staff

· Procurement costs for tendering have been excluded

· No allowances have been made for the digitisation of new acquisitions as this is considered business as usual

· Digitisation of the Ultimo and Castle Hill collection has been included

· Sydney Observatory has been excluded as advised by MAAS

· All estimates are exclusive of GST

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5.2.1 COLLECTION ASSESSMENTAll objects at Ultimo will be assessed to understand the requirements for relocation, ensure objects are suitably documented on the MAAS Collection database, and to determine conservation/treatment requirements to enable the digitisation and relocation of the collection to occur. The same process will occur at Castle Hill.

The collection assessment cost estimates have been based on these requirements. The development of resource costs have been tested through consultation with MAAS with the individual salary costs aligned with industry benchmarking and current MAAS overhead costs.

A summary of the resource costs associated with the collection assessment is set out in the table below.

Item Resource Estimate $* Comments

Harwood $9,014,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.

Ultimo — Boiler House/Steam Revolution & Turbine Hall

$134,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.

Ultimo — Switch House & Wran $134,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.

Castle Hill $3,580,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.

Project Management Fees $1,286,000 10% of cost estimate


OPEX TOTAL $14,148,000 All costs excluding GST

Table 8: ICS Collection Assessment Resource cost estimates


5.2.2 COLLECTION TREATMENT AND STABILISATION FOR DIGITISATION/RELOCATIONDuring the assessment process any treatment or stabilisation for digitisation and relocation will be determined. It is not considered viable to attempt to conserve all items requiring conservation as part of the relocation process. Conservation or treatment, in the context of this project, will be undertaken to facilitate the safe handling, digitisation and movement of the collection only.

ICS have utilised the data collated for the 75 dashboards together with discussions with MAAS to estimate the durations and resource requirements for the conservation/treatment of the collection. It is noted that this process will be clearly defined once the collection assessment process has been completed.

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A summary of the resource costs associated with the collection treatment and stabilisation is set out in the table below:

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Castle Hill $929,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.

Project Management Fees $322,000 10% of cost estimate


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's4 '-!- $3,539,000 ' - Allcosts GST

Table 9: ICS Collection Treatment and Stabilisation Resource cost estimates


5.2.3 COLLECTION DIGITISATIONThe digitisation of the collection will provide MAAS with significantly enhanced access to its collections for exhibitions, exhibition planning, research and public access. The process of digitisation for this project has been allocated across eleven different categories defined as follows:

· 2-D, Automated, multiple similar items, minimal or no Conservation required, packing simple, existing

· 2-D, Semi-automated, some similar items, minimal or no Conservation required, simple packing

· 2-D, require individual photography, multiple similar items, minimal cons required, simple packing

· 2-D, require individual photography, unique/large items, some conservation required, some custom packing required

· 3-D, small size, multiple similar-sized items, no-minimal conservation required, straightforward packing

· 3-D, med size, multiple similar-sized items, no-minimal conservation required, straightforward packing

· 3-D, large size / intricate / unique, some conservation &/or preparation time required, packing requires some customisation.

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· 3-D, requires 3-D scanning (standard)

· 3-D, requires 3-D scanning (high res)

· 3-D, requires 3-D scanning and auxiliary files digitised

· 3-D, requires VR via Video/Google Street view. Too large to render in 3-D

ICS have applied durations for each of the eleven digitisation tasks noted above. Through consultation with MAAS and analysis of the 75 collection dashboards, ICS have developed a cost estimation for collection digitisation on this scale. The detailed analysis and composition of the estimates and process for the digitisation of the collection is detailed in the ICS report included in Appendix 1.

A summary of the resource/equipment cost estimates associated with the collection digitisation is set out in the table below. It should be noted that the digitisation equipment is a capitalised cost:

Item Resource/Equipment Estimate $ Comments





Castle Hill $906,000 Based on MAAS staffing costs with 26% on-costs applied. Inclusive of 10% contingency allowance.

Project Management fees $1,017,200 10% of cost estimates

OPEX TOTAL $11,189,000

Digitisation equipment cost $700,000 ICS assessment of industry benchmark costs


CAPEX TOTAL $700;000 All costs excluding GST

Table 10: ICS Collection Digitisation Resource cost estimates


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5.2.4 COLLECTION ASSESSMENT, TREATMENT AND DIGITISATION COST SUMMARY The table below sets out the overall summary of costs for all three work streams:

Item Resource Cost Comments

Collection Assessment $14,148,000 For all collection objects excluding Sydney Observatory

Collection Treatment $3,539,000 For all collection objects excluding Sydney Observatory

Collection Digitisation $11,189,000 For all collection objects excluding Sydney Observatory.

Digitisation Equipment $700,000


TOTAL $29,576,000 All costs excluding GST

Table 11: ICS Collection Resource Summary cost estimates


5.3 Collection Relocation Cost Assessment

IAS have prepared an assessment of the capital costs associated with the logistics of decanting the collection from Ultimo to New Museum, Castle Hill and the proposed large Object Store. The detailed scope of the work required for each these tasks has been defined in Section 4 of this report. A synopsis of the scope of work is provided with each of the cost estimates below. The summary of costs has been drawn from the IAS report provided in Appendix 3.

The following assumptions and exclusions are noted for these cost estimates:

· All resource costs are based on new resources with no use/ reallocation of existing MAAS staff

· There has been no escalation added - all costs are base dated 2016

· Procurement costs for tendering have been excluded

· Sydney Observatory has been excluded as advised by MAAS

· All estimates are exclusive of GST

Ultimo FoH is assessed, treated and digitised at Ultimo and moved either directly to the New Museum or to new Large Objects Store and not to an interim store prior to locating at Parramatta or new Large Objects Store;

· Appropriate and sufficient access will be provided at Ultimo, the New Museum and new Large Objects Store for manoeuvring Tractor Trailers of up to 60ft in length;

· Building and Loading dock access will be dedicated to Logistics for the purpose of relocation as and when required;

· Street, building and loading dock access at the New Museum and Large Object Store will be of sufficient scale and dimensions to accommodate the necessary delivery vehicles and equipment without protrusions;

· Loading Dock roller door clearances will be at least 4.5 metres;

· Load limits through access and buildings will be sufficient to undertake the necessary logistics;

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· Assumed that where under-pinning and reinforcing is required to achieve required load limits for de-install, re-install, transport and relocation that engineering is provided to calculate, specify and certify the under-pinning and reinforcing;

· State and Local Governments will provide the necessary permissions for road closures, logistics activity and night movements as and when necessary at Ultimo, the New Museum, Large ObjectStore and any planned pathway;

· All building, street access and pathways necessary for the transport of MAAS Objects will be provided clear of obstruction and impediment during both day and night movements;

· MAAS will supply sufficient dedicated Human Resources for integration into Planning, overall Project Management and oversight including from Management, Registration, Conservation, Curatorial and Operational areas;

· All insurances for the undertaking of this relocation will be provided by the NSW Government under the Treasury Managed Fund (TMF.

· There will be an increase in acquisitions as part of the New Museum

development. The following exclusions apply for the Logistics costs:

· Props

· Non-collection FoH/BoH Structure, Furniture, Equipment and Objects

· Inward Loans

· Inward exhibitions

· Long-term outward loans

· Observatory Hill relocations

· Castle Hill (shunting existing storage)

· The cost of building and environment modifications in support of logistics

· Propping and reinforcing to achieve operating load limits at New Museum and new Large Objects Store

· Any necessary reinforcing or modification of pathways between Ultimo, the New Museum and Large Object Store for the purpose of undertaking the required relocation logistics including bridges, streets, curbing, overhead infrastructure, lighting surfaces etc.

A summary of the resource/equipment cost estimates associated with the collection logistics is set out in the table below:

Item - ,,, --4 Resource/Equipment Estimate $ Comments

Project Management

$1,000,000

Contracts, Insurances, IR and Recruitment

Based on IAS provisions for similar projects

Project Management $2,460,000 Onsite personnel


Training for logistics personnel $148,000 Logistics personnel

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Harwood to I-Store

$3,900,000

Decanting


I-Store to New Museum

$3,265,000

Relocation


Handling, Preparation and Protection

$250,000


Powerhouse FoH Large Objects to Large Store

$668,000

Decant and Relocate


Powerhouse FoH Small/Medium Objects to New Museum

$1,218,000

Decant and Relocate


Powerhouse FoH VLO to New

Museum (20 defined objects)

$955,000


Tooling for the relocation for the VLO's

$200,000


Materials — packing and crating

$800,000

Provisional sum allowance


Structural Engineering advice for the relocation of VLO's and underpinning

$250,000


New Museum acquisition

logistics

$500,000



Castle Hill objects to FoH New Museum

$250,000



Client Contingency

Not included

TOTAL ' .- ' -$17,451,000

All costs excluding GST

Table 12: IAS Decanting Cost Summary


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5.4 Large Object Storage Requirements and Options

The large object storage requirement options to accommodate the large objects currently on display at the Powerhouse has been covered in detail in Section 3 of this report. This includes the two options:

Option 1: the sizing of space required for leased storage until a new Large Object Store can be built.

Option 2: the sizing of a new permanent facility.

Both of which have been based on advice from Clayton Associates, ICS, IAS and MAAS.

Option 1: Leased Storage Space

Item Area

Storage requirements for Large Objects not on display

2,376 m2

Object growth allowance (150m2 per annum) from 2017 to 2025

1,350m2

Total Area 3,726m2

Table 13: Minimum large object storage requirements

IAS have provided leasing cost estimates for the following options based on 5 a five-year lease.

A summary of the leasing cost estimates associated with the large object store is set out in the table below:

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Non-climate controlled facility $7,452,000 $400m2 based on minimum 5 year period - $1,490,400 per annum

Based on IAS data for lease and fitout costs

Area inclusive growth from 2017 to 2025 (1,350m2). Total area 3,726m2

Lease period from 2021 - 2015

Climate controlled facility $9,315,000 $500m2 based on a minimum 5 year period

$1,863,000 per annum

Based on IAS data for lease and fitout costs.

Area inclusive growth from 2017 to 2025 (1,350m2). Total area 3,726m2

Lease period from 2021 - 2015

Table 15: Minimum large object storage leasing costs

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Option 2: New Large Storage Facility

The sizing of the new large object store has been determined using a combination of factors:

· The identification of large objects at Ultimo that will be on display at New Museum

· Analysis of the collection growth for large object stores

· Allowance for ten years of collection growth from 2016.

· Provision for a one-in-ten-year uplift in the large object collection acquisition (such as the Sydney Olympics collection)

Item Area

Storage requirements for Large Objects not on display

2,376 m2

Large Object collection growth 1,500m2

One-in-ten-year collection uplift Included in collection growth above

Total Envelope 3,876m2

Table 14: New Large Object Store requirements

5.5 Modifications to Ultimo to enable Collection Relocation

RLB have prepared a capital cost estimate for the proposed modifications to the Powerhouse Museum and the Harwood Building to enable the relocation process.

A summary of the cost estimates associated with the proposed modifications is set out in the table below:

Item Cost Estimate $ Comments

Building modifications to the Powerhouse Museum and Harwood Building

$2,626,900 Based on RLB database for similar projects

TOTAL $2,626,900

Table 15: Ultimo Building Modifications Cost Estimates

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62 64

I

6. Collection Logistics Procurement Plan

6.1 Introduction

The Collection Logistic Plan will require its own procurement plan. It is envisaged that this plan will ultimately be integrated into the overall procurement plan for the New Museum. The Collection Logistics Plan procurement requirements can be defined as two major work streams:

· Collections assessment, treatment and digitisation; and

· Decanting and logistics.

Each work stream has different resourcing requirements and requires particular expertise. MAAS has advised that its existing in house resources will not be available for this project and that all resource requirements will be procured specifically for the duration of this project.

6.2 Skill Profile and Resourcing Requirements

The skill profile for the collections assessment, treatment and digitisation work stream includes trained museum grade registrars with varying levels of expertise from recent graduates through to highly experienced registrars to act as team leaders. Conservators and photographers will also be required. In some circumstances the digitisation scope may be outsourced entirely. The overall FTE requirements for these work streams are as follows:

Collections Assessment, Treatment & Digitisation Resourcing

121105

9399 98

91 97 95

806 8

I I I 51

25 24 2412

II

0 1 Q 2 Q 3 Q 4 0 1 Q 2 Q 3 0 4 0 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 0 1 Q 2 Q 3 Q 4 0 , 1 0 2 Q 3 Q 4 Q 1 Q 2 0 3 0 4

2017 2018 2019 2020 2021 2022 2023

Figure 12: Resource profile for Collections assessment, treatment and digitisation

The skill set for the decanting and logistics works will range from experienced project managers, through to engineers, art handlers, riggers, packers and craters. Training and management of the packing and relocation workforce will be required with oversight from MAAS Collection staff. Specific move plans will be developed by aviation, structural and train engineers and these will require extensive consultation and shareholder engagement with the appropriate MAAS curators and the New Museum design team to understand the access and egress issues at the new location.

The overall FTE requirements for these work streams are as follows with resources peaking in Quarter 2 and 4 of 2021 and again in Quarter 1 in 2022:

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3 3 3ME

53 51

8•


Logistics Resourcing Total

60 60 60

37 37

I IQ 4 Q 1 Q 2 Q 3 Q 4 0 1

0 2 Q 3 Q 4 Q 1 1 D 2 Q 3 Q 4 Q 12019 2020 2021 2022 2023

Figure 13: Resource profile for Logistics

6.3 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 contractural appointments to MAAS with fixed contract periods aligned to the program of works. This option attracts standard NSW Government on-costs and would also require management via MAAS' HR division that would probably have to increase in size to accommodate the additional workload during the procurement phase and the ongoing administration of these individual contracts.

Option 2: Tendering to companies (possibly in joint venture arrangements) to supply the required resources with the skill sets necessary to undertake the work. The staff administration component would be managed by the external provider. This option does allow for the contract conditions to be drafted to enable MAAS to increase and decrease the resourcing if the programming of work streams changes. Given the large number of skilled individual required and potential limitations on both available and suitably skilled personnel the risk of sourcing and procuring these individuals transfers this risk to the contractor. In some instances there may need to be an upskilling of labour to meet the skill set requirements for the various projects.

Option 3: Selected internal contractural appointments and tendered outsourcing for the bulk of the resourcing requirements. It is anticipated that MAAS may require some resourcing uplift to assist in the management and oversight for some of the critical works relating to the collection relocation. This may result in some backfilling of existing positions to enable highly experience existing MAAS staff to participate in the project and mitigate risks to the collection.

The operating cost estimates provided in Section 5 are based on MAAS' preferred Option 2 - a fully outsourced model.

6.4 Specific Procurement Requirements

The development of the tendering packages for externally sourced resources should be undertaken by MAAS Collections staff to ensure that the correct scope and briefing is included to deliver the desired resourcing outcome. The procurement of these teams is due to commence in July 2017 with all teams contracted by May 2018 for the collection assessment, treatment and digitisation scopes. The decanting and logistics contract is programmed to be awarded by March 2020.

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The current program indicates a staggered approach to the procurement of the collection assessment, treatment and digitisation works. This would require further analysis to determine if a combined package of works could be developed and a single contract let for separable portions of work to commence in a sequential manner.

6.5 Procurement Co-ordination with the New Museum Project

The programming of works to deliver the Collection Logistic Plan predominately occurs during the planning phase of the New Museum. During this phase the key points of co-ordination between the projects are focused on the selection of objects for display at the New Museum. This can be easily articulated in the scoping documentation.

Further into the project there will be detailed planning for collection movement and positioning of Large and Very Large Objects in the New Museum. This will require co-ordination and interface between the CLP team, the design team and eventually the Main Works Contractor and Exhibition fit-out teams. The timing for the delivery of the VLO's occurs before Practical Completion is achieved, with the building design and build sequence developed to accommodate this process. The delivery of the collection to the New Museum with a large range of sub-contractors onsite will increase the risk to the collection during the installation process. There will be an even higher level of risk for these collection objects prior to practical completion when they could be damaged while the New Museum is in the final stages of the base build and fit-out process. Site preliminaries and contractural obligations for the Main Works Contractor during this period must be clearly articulated to safeguard the collection.

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7. New Museum Project Program

7.1 Introduction

The Powerhouse Museum Transition covers the full breadth of the New Museum Project. This includes the development of a new facility at Parramatta and the requirement for MAAS to act as a client and provide client input and management as required to achieve a successful and fit-for-purpose facility design and construction outcome. The Transition will also require the development of new content and associated collection management streams of work including collection treatment, documentation and digitisation, the installation of new content and the decanting to new storage facilities of the collection not required for front-of-house display at New Museum.

This section of the report details the program requirements for the various streams of work required to deliver the collection logistics planning aspect of the New Museum project.

7.2 Parramatta Project Transition Timeline

7.2.1 NEW MUSEUM PROJECT MASTER PROGRAMMAAS has advised that its interim funding is limited to the designated Government funding provided for business planning that includes the Preliminary and Final Business Cases and associated activities and there will be no other funds available to progress the development of the New Museum before the anticipated full project commencement in July 2017.

The provision of project funding in July 2017 has therefore been adopted as a principle constraint for the commencement of works associated with the Collection Logistics Planning aspects of the project.

MAAS has provided the Project Master Program for New Museum and key dates relating to the completion of the new museum and access timeframes for the decanting of the MAAS Collection for display or onsite storage have been used as constraint dates for the Collection Logistics Planning Program.

A copy of the Project Master Program has been included for information at Appendix 4.

7.2.2 NEW MUSEUM COLLECTION LOGISTICS PLANNING PROJECT MASTER PROGRAMThe Collection Logistics Planning Master Program has been developed in collaboration with ICS, IAS andClayton Associates. The Master Program has clearly defined phases of work:

· collection assessment,· treatment and digitisation,· decanting and relocation.

The duration of these works streams has been informed by the unique nature of the Collection and the prevailing conditions at the Ultimo site. As the New Museum is yet to be designed, optimal access has been assumed. The RPA consultant team has provided feedback on the site and key considerations for the collection during the decanting process so that this can be incorporated into the functional design brief.

A Collection Logistic Planning Program has been prepared and is included at Appendix 5.

A summary of the key milestones from the Collection Logistics Planning Program (inclusive of program contingency allowances) are as follows:ACTIVITY MILESTONE DATE Final isat ion of Business Case & Provis ion of

Project Funding

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Project Funding Available July 2017

Procurement of Collection Assessment/Treatment & Digitisation Resources

Collection Assessment Teams engaged November 2017

Collection Treatment Teams engaged February 2018

Collection Digitisation Teams engaged June 2018

Procurement of Relocation Contractor/Resources

Relocation Contractor/Resources engaged March 2020

Collection Assessment & Preparation

Switch House/Wran complete March 2018

Castle Hill complete August 2019

Boiler House/Steam Revolution/Turbine Gallery complete

August 2019

Harwood complete November 2020

Collection Treatment

Switch House/Wran complete July 2020


November 2020

Castle Hill complete April 2021

Harwood complete October 2021

Collection Digitisation

Switch House/Wran complete April 2019

Front of House Object Prioritisation determined January 2020


September 2021

Harwood Priority objects complete June 2021

Harwood non-priority objects complete August 2022

Castle Hill complete December 2022

Harwood Transition Store

Modifications to Harwood workshop into staging area complete

January 2018

Staging store ready for use January 2018

Staging store no longer required August 2022

Leased Large Object Store

Leased Large Object available October 2021

Decanting

Decant Ultimo Large objects to New Museum Front of House commences

January 2021

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Commence decanting of Harwood January 2021

Decant Ultimo Large objects to New Museum Front of House complete

December 2021

Decant Harwood objects to New Museum complete September 2021

Decant Ultimo large objects to Large Object Store complete

March 2022

Complete decanting of Harwood to I-Store August 2022

Decant Harwood objects to Castle Hill August 2022

Ultimo collection relocation complete August 2022

Relocate Castle Hill large object to New Museum Front of House complete

March 2022

Ultimo vacated December 2022

Construction of new MAAS Facilities

Progressive handover to MAAS commences December 2020

Construction Works Practical Completion May 2021

New Museum

Commence Exhibition Installation May 2021

Exhibition Installation Complete May 2022

New Museum Open December 2022

Table 16: Master Collection Logistics Planning Program milestone summary

7.2.3 PROGRAM CONSTRAINTS & OptionsThe collection logistics planning master program provides for an overall timeframe from funding being made available to completion of the New Museum and the decanting of the collection from Ultimo of six years from July 2017 to December 2022. Durations adopted for the collection logistics planning master program are considered typical for a project of this nature and complexity.

· MAAS Collection assessment and preparation — November 2017 to August 2020· MAAS Collection treatment/stabilisation for relocation and digitisation — March 2018 to October 2021· MAAS Collection digitisation — July 2018 to December 2022· Decanting collection from Ultimo to the New Museum — January 2021 to December 2021· Decanting collection from Ultimo to Castle Hill I-Store — January 2021 to August 2022· Decanting large objects from Ultimo to new Large Object Store — September 2021 to March 2022

Key constraints on the program are:

· Project funding not available until July 2017· MAAS to remain in Ultimo for as long as possible under a constrained operations mode· New Museum available to receive objects from December 2020· Decanting of objects from Ultimo to New Museum front of house commence from December

2020 (allowing 2.25 months of float) and to occur in a staged process· MAAS Exhibition fit-out to commence May 2021· MAAS relocation from Ultimo to be completed by December 2022· New Museum to open December 2022

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· MAAS Ultimo to maintain constrained front of house operations in touring galleries until December 2022

· MAAS Ultimo to be vacated by the end of December 2022

These constraints have been included in the program and meet the critical timeframes set in the ProjectMaster Program by having the collection relocated to various locations and ready for New Museum day one operations in December 2022 with the handover of Ultimo as a vacant site in the same month.

7.2.4 COLLECTION ASSESSMENT PROGRAMThe program for the collection assessment is included in the Collection Logistics Plan Master Program at Appendix 5 and is detailed in activities 10 to 21 of that program. The program activities for Collection Assessment cover the assessment of the whole of the MAAS Collection held at Ultimo and Castle Hill.

The total duration for the collection assessment program is some 37 months, commencing with the assessment process in November 2017, with completion of the Switch House and Wran occurring in March 2018, the completion of Castle Hill in August 2019 and the completion the Boiler House/Steam Revolution and the Turbine Hall in November 2019. The assessment of the collection held in Harwood is completed in August 2020.

The sequencing and staging of these areas has been driven by MAAS' requirements to maintain business-as-usual operations for as long as possible. To meet this requirement, the assessment process has commenced with objects within the Switch House and the Wran Building. These areas can be cordoned off as required, while not impacting on the remainder the Powerhouse and the pre-programmed events and exhibitions.

Castle Hill is a project that can be managed separately from Ultimo, and through careful sequencing and relocation of objects, minimise impacts and closures, if any, associated with the Discovery Centre located there.

The commencement of collection assessment at the Powerhouse will occur concurrently in the Boiler House/Steam Revolution and Turbine Hall. This signals the commencement of constrained operations at the Powerhouse with these areas cordoned off from the public for the duration of the assessment, treatment and digitisation process.

The Boiler House/Steam Revolution and Turbine Halls become a critical staging post areas that enable the subsequent processes for Collection logistics to occur onsite. Harwood is also proposed to be used as a staging post for collection treatment and digitisation, with assessment works constrained to the basement until modifications are completed in the workshop areas.

To achieve the program time-frames it is proposed that separate teams be deployed concurrently across the Ultimo site. The detailed resourcing profile required to achieve this is included in the ICS report found in Appendix 1.

The following key activity durations have been allowed, inclusive of program contingency allowances:

Item Activities Durations

1. Harwood collection assessment 37 Months

2. Boiler House/Steam Revolution and Turbine Hall collection assessment

3 Months (Some concurrency with Item 1 above)

3. Switch House and Wran Building collection assessment


4. Castle Hill collection assessment 20 Months (Some concurrency with Item 1 above)

Table 17: Collection Assessment Program

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7.2.5 COLLECTION TREATMENT/STABILISATION PROGRAMThe program for the collection treatment and stabilisation for relocation and digitisation is included in the Collection Logistics Plan Master Program at Appendix 5 and is detailed in activities 24 to 37 of that program. The program activities cover treatment and stabilisation for relocation and digitisation of the whole of the collection held at Ultimo and Castle Hill.

The duration for the collection assessment program is some 31 months, commencing with the treatment process in March 2018. Completion of each stage is planned as follows:

1. Switch House and Wran in July 2018,2. Boiler House/Steam Revolution and the Turbine Hall in November 2020;3. Castle Hill in April 2021;4. Harwood FoH Parramatta priority treatment in June 2021; and5. Balance of Harwood completed in October 2021.

In January 2020 MAAS will issue the preferred Object List for FoH Parramatta priority treatment for digitisation. This is a key milestone date and provides a focus to the treatment process to ensure that the objects destined for opening day exhibitions are ready to be digitised.

The process of deploying separate teams concurrently across the various collection logistics work streams continues during the collection treatment process. The detailed resourcing profile required is included in the ICS report found in Appendix 1.



1. Harwood collection treatment 36 Months

2. 150% Object List for FoH Parramatta priority treatment for digitisation determined

Milestone date — January 2020

3. Harwood — FoH Parramatta priority treatment for digitisation


4. Boiler House/Steam Revolution and Turbine Hall collection treatment

3 Months (Some concurrency with Items 1 and 3 above)

5. Switch House and Wran Building collection treatment

3 Months

6. Castle Hill collection treatment 20 Months (Some concurrency with Items 1, 3 and 4 above)

Table 18: Collection Treatment and Stabilisation Program

7.2.6 COLLECTION DIGITISATION PROGRAMThe total duration for the collection assessment, treatment and digitisation program is some 57 months commencing with the assessment process in March 2018, with completion of the prioritised front of house New Museum digitisation process occurring in June 2021, the completion of the Ultimo digitisation in August 2022 and completion Castle Hill in December 2022.

The lengthy duration of the digitisation process is in part due to the size of the collection — some 400,000 objects — as well as the nature of the collection that spans the extraordinary breadth required for a Museum of Applied Arts and Science. The collection is diverse in nature and scale. The eleven possible digitisation categories outlined in Section 2 of this report all have differing durations. This is also complicated by the large scale of some objects including air craft, steam engines and locomotives that require different

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approaches to digitisation. The planned end use of the digitised material (exhibition, research, publication or digital access) will also be a factor in determining the digitised category ultimately selected.

The prioritisation of digitisation for New Museum front of house or display purposes is a key element in theprogram. 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.



1. Harwood collection digitisation 30 Months

2. Harwood — FoH Parramatta priority digitisation


3. Harwood — remainder of collection digitisation


4. Boiler House/Steam Revolution and Turbine Hall collection digitisation

9 Months (Some concurrency with Items 1 and2 above)

5. Switch House and Wran Building collection digitisation


6. Castle Hill collection digitisation 20 Months (Some concurrency with Item 3 above)

Table 19: Collection Digitisation Program

7.2.7 COLLECTION DECANTING AND STAGING PROGRAMThe program for the collection decanting and staging is included in the Collection Logistics Plan Program at Appendix 5 and is detailed in activities 60 to 72 and 79 to 92 of that program. The program activities cover the decanting and associated staging requirements of the whole collection at Ultimo and the transfer of collection items to Castle Hill.

As part of the overall transition process, space will need to be made available to for the conversion of some existing ground floor area in Harwood into a suitable staging post for collection assessment, treatment, digitisation and finally the packing of the collection ready for decanting. Along with the staging post areas created with the Boiler House, Steam Revolution and the Turbine Hall, Harwood will be a critical element in the successful and timely delivery of the project.


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

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5. Relocation of Boiler House/Steam Revolution and Turbine Hall collection to New Museum

3 Months

6. Relocation of Switch House and Wran Building collection to New Museum


7. Relocation of Harwood collection to New Museum

3 Months (Some concurrency with Items 4 and5 above)

8. Relocation of Castle Hill to New Museum 3 Months (Some concurrency with Item 5 above)

Table 20: Collection Staging and Relocation Program

7.2.8 NEW MUSEUM BUILDING PROGRAMThe key dates for the New Museum Building program are included in the Collection Logistics Plan Program at Appendix 5 and are detailed in activities 73 to 78 of that program. These dates are derived from the MAAS Project Master Plan provided at Appendix 4. The program activities cover key milestone dates relating to the completion of the digitisation process and the commencement/completion of decanting of the collection from Ultimo.


Activities Durations

1. Building available to receive large objects 6 Months

2. Practical completion achieved Milestone date — May 2021

3. Exhibition Fit-out 12 Months

4. Launch Phase 8 Months

5. New Museum open Milestone date — December 2022

Table 21: New Museum Building Program

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START FRONT OF MAR 2022OCT 2017 HOUSE

FRONT 01- TREATASSESS NEW STORE MAR 2022

HOUSE DIGITISE MUSEUM

DISPI ATMAR 2022

MORE

ciiii ( I

Figure 14: CLP Process

The following diagram provides a summary of the key activities required for the collection relocation process noted above and the broad timelines for these tasks to be completed and aligned with the opening of the New Museum in December 2022.

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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 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.

Operational Risks

· Unforeseen changes in the timing and programming for constrained operations that impacts on existing public programs and the transition programming for assessment, treatment 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, treatment 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.

· 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.

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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 treatment required for the collection and the digitisation scope and program for delivery.

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Appendix 1 — ICS Collection Management Relocation Plan


Appendix 2 — Clayton Associates — Storage Analysis

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Appendix 5 —Collection Relocation Plan Program


Appendix 6 —Information provided by MAAS

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Risk Register

pinion

coilettfon lagYDa1NW1.561 / Event

Pink Owner

Likelihood

Consequence Rating

Dist. Treatment likelihood

:.:.,--1.11111.12E77 • '-'-.7.,.',. • -77...

Consequent e Paling Mitigation Status

.Attain Due

Pesponsbility,7,.,

1

All

Lack of available space Al, Interim storage dui g cons union of NewMneum

MMS

Likely

Major

Create a program of staged closures to allow for enough low

WPM,

Minor M place

All

PSI cif tim.gnot occurring to the different ...rm. Practical completion al. New Mineurn.11. Is a critical Mace which hes the capacity to substantially delay the logistlia of ahlects to move lino the new Museum. Cloture of saw existing exhibition areas.

This h important In order to enable these spaces to be med es staging and mange area

AvallabIlity of term., stand. space.

MAAS

Liken

Mayor

Ongoing monitoring a Me New Museum construction program and forward planning for any extended retentionof the collection v4011,1 the Powerhouse exhibition metes.Staged ha:MoverEnsure that .e constrained museum operations occur es plarased.Contingency In plug fa off site ImsIng.

Possible

Moderate

Pending

All

Labour resource ...balm

..6615 & Cn,,,,,ntractors

USA,

Major

e prinect mil require approximately ISO... people and the employment environment et the time Wdetermine availability of resourcesAward the tenden early to enable sufficient time to advertise. recruth contr. arid train resources.People Mil need to be contracted for • defined term.ne risk . nintramor

Possible

Moderate

Pending

4

All

Loss of km MAAS staff knowledge

WAS •CAVIV IIMe l

Likely

Likely

Major

Moderate

Yey people.. long terrn knovdedge of the collection

S0¢ession planning 16eg2luoing

Unlikely

Min. Pending

5

All

Security rink vdth new itriff and anntranors

weapons. tun, iianwsWWI theftNation e! Police Checks on tag MD and contrances

APWy rigour to contractors and staffProtean updated for staff md contract.

...WsObiect class sans depends an le. of employment

APprclorle. Prancing

Unlikely

Mi.! Pending

6

All

Access end egress into the New Museum

M A A S . C o n n . . 6UMW.

LAM

Moderate

e Design el the N../ Museumgrief to architects to coder requirements for ins.liation

Unlikely

Minor Pending

7

All

Quiet Enrownent

WAS

Likely

Likely

,T=1,T,.*.,""17,V.=27'..11,71,„'°,°=",=.1n.y,...,,—.—. may lead to 'WetModerate 6 nOyment. ...ions in Me DA and permits

Communication and advance notice around out alio. work _!Mtn get the Cr....th. Delv.....5iniModerate

movement plans for all Was

Possible

Possible

Minor Penang

Minor Pending

S

All

°lenge . environment in the Intervening period

Consults. & Cmtractors

9

All

Double HandlingMAAS & COn trectors

Likely

Moderate Ensure overall plan In plece to minimise the rund for double handing

Unlikely

Minor Pending

is

All

Access to collections —reduced ability la service Mins —potential fleputationel PIM

MAAS & Contractors

likely

Add staff to moderMoratorlim on Wu...rm.Uniting touring

orrmintran. us rolUaimea

Lbilainy

Minor Pending

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