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oC- :E aZ TI! l1 ,_S W du, Planning & NSW 9a. Project Definition GOVERNNENT Environment New Museum in Western

1, VtstoN

'o world closs 27st century museum in Western Sydney, focused on Science ond lnnovation, that will meet the needs ond ospirotions of the community ond deliver an exciting new culturol destinotion for the people of NSW and beyond.' 2. PnRavrrrRs

a Ssoo rvillion + site Acquisition a Riverbank Site a Site branded/managed: MAAS a lnvestigation of large scale complementary commercial activities on the site a Collections storage: Highlights only 3. Focus

lement tlie significant investment and growth of Western Sydney through the ble e place for young people to live, work and play. As a key catalyst for uely positioned to enliven the community of Western Sydney, through

4. OBJECTIVES

The for the Extended Business Case: New Museum in Western Sydney aligns with the objectives Final Business Case as much as practicable. The endorsed set of objectives based upon thE MAAS Trust bjectives and the new vision are provided below:

Objective 01 Create an architecturally iconic, and world-leading museum, which helps to shape each city, and is specifically designed for the needs of the 21st Century.

Objective 02 A contemporary museum that facilitates both physical and digital museum experiences through personalisation, Innovation, technology, knowledge sharing and exchange platforms.

Objective 03 World-class education and research facilities embedding interactive and emerging technology.

Objective 04 Create a facility that is has the capability to operate effectively, including to exhibit and store elements of existing collections and touring exhibitions to internationally recognised standards.

Objective 05 Create a museum for that serves the needs of the NSW cornmunity and visitors, informed by outcomes of engagement.

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Objective 06 Develop a place that encourages environmental and social sustainability.

Objective 07 Develop a sustainable MAAS operating model that enables revenue raising and commercial opportunities.

Objective 08 lnvestigate the potential for appropriate, large scale commercial development on the site.

Objective 09 Utilise robust planning and delivery strategies to enable transition to the new Western Sydney museum environment. Objective 10 Establish the foundation for a vibrant science, innovation and cultural precinct in Western Sydney.

Objective 11 The project is to achieve Value for Money and affordability for the Government.

To enable effective utilisation of the objectives forthe evaluation of the project options, criteria definitions have been developed to articulate the intention of each Objective, these definitions can be found A.

5. NSW GovERNMENT PoLrcy AND STRATEGy ALTGNMENT

A NSW Government Policy and Strategy Alignment Paper (Attachment B) has been develo that policy and strategies which align with the objectives and intention of the New Muse uml Project. The benefits of this paper are two fold, being the identification of pol icy a must be considered in the development of the Business Case, and also the identification of that will help

shape the Project scope, particularly in the early stages. I

5. MUSEUM ATTRIBUTES

The following long list of potential New Museum in have been developed in consideration of the requirements of MAAS and the a attributes have been endorsed by the PSC for testing within the prescribed Car Parking / other transport options Hours of operation Repeat Visitation ,, t,: ,t, ,i' j, .. Exhibitions .r Exhibition types / size Programmatic Touring Hall Long Term Gallery Space Temporary exhibition / blockbusters (# per year) Honds-on lnteroctive :tr lnteractive Digital Content Level of interactivity Facilities OmniMAX/Planetarium

Corporate Fu nctions/Events Retail/F&B Auditorium :r special Events (weddings/parties) Library Performing Arts Space Festival/Market Space/Public Space lnventors Space lndustry incubator spaces Research Research Family Maker Spaces Science and Tech Learning Labs Kids / Education

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Kid's facilities (1-5yrs) Kid's facilities (5 - 11yrs) Young Adult (12 - 18yrs) Education (children per year) Education Group Studios School Holiday Programs Tours Entrance fee Household lew

7. WTSTTRT! SYDNEY MUSEUM EXTENDED BUSINESS CASE

The Western Sydney Museum Extended Business Case will model: . Options for a new Museum in Western Sydney founded upon the testing of the in the Willingness to Pay survey. . Commercial Options. r Discrete Operational Model for Western Sydney Museum to interface governance model.

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ATTACHMENT A OBJECTIVEs AND CRITERIA

The endorsed Project Objectives have been developed to describe the intended purpose, goals and direction of the New Museum for Western Sydney Project. The Objectives will guide the development and implementation of the project and will be used to qualitatively evaluate the project options within the Business Case. To enable effective utilisation of the objectives for the evaluation of the project options, the following endorsed criteria definitions have been developed to further elaborate on, and articulate the intention of each Objective to better facilitate assessment.

OBJEcTIvE CRrtenra DEFrNrroN Objective 01: Create an architecturally iconic, and A high quality dcsigrr outcornc/brict that contributcs world-leading museum, which helps to shape each positively to tlrc urban environrrent of thc Rivcrbanl< is city, and specifically designed for the needs of s itc. the 21st Century. An 'iconic' outcome balances the requirements for high quality built form, with the delivery of a rnodern, flexible museum suitable to the rreeds of the community.

Objective 02: A contemporary museum that Outcome incorporates flexible envirorrments that facilitates both physical and digital museum facilitate proglam oriented cielrvery rnodels. experiences through personalisation, innovation, technology, knowledge sharing and exchange Outcome provides flexibility in its systenrs to enable platforms. programmatic and exhrbition experiences physically and digitally that deliver STEAI\,1.

Outcome facilitates the developrlent of .r rlrusr,unl focussed or-i science .rnd innova tion pa rticu la rly STEAM.

Objective 03: World-class education and research Outcome provides educational spaces that will facilities embedding interactive and emerging enable offerings to respond to the curriculLrm and technology. provide inspiring experiences for students.

Outcomc providcs rcscarch and workirrg orvironmcnts that facilitatc intcraction, and collaboration with industrV, rcsi.arclt and ti:rtiary in st it utio ns.

Objective 04: Create a facility that is has the Outcome provides flexible and environmentally capability to operate effectively, including to controlled exhibition spaces and storage, suitably exhibit and store elements of existing collections scaled to attract large scale, international, block- and touring exhibitions to internationally buster exhibitions. ised standards Objective 05: Create a museum for that serves the Outconre is inforrred by the outconres of the needs of the NSW community and visitors, willingness-to-pay study arrd corrrmunity

informed by outcomes of engagement. co rr su lta tior-r.

Outcome incorporates attributes that enable varied exhibitions, activities and spaces that are representative of thc interests of the people.

Objective 06: Develop a place that encourages Outcome cnablcs a socially sustainablc nruseunr environmental and social sustainability. expcrierrce that encourages dialoguc, social interaction and cornr-rrunitv engagerrcnt.

Outcome will enable incorporation of world-leading sustalnable design initiatives.

Objective 07: Develop a sustainable MAAS Outcome best enables the provision of self- operating model that enables revenue raising and gerrerated revenue, and responds to Government's commercial opportunities. expectations with respect to recurrent funding.

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Arts NSW, Create in NSW: The NSW Arts & Cultural Policy Framework, 2015

Ambition: Excellence. Action: lnnovation: "lncreose strotegic investment in Western Sydney"

Ambition: Excellence. Action: Leadership: "Develop creative pdrtnerships in Western Sydney"

Ambition: Excellence. Action: Revitalising "Creqte a Psrromatto Cultural Precind" lnfrastructure:

'Support for the NSW Arts ond Disobility Pannership" "Support the Credtive Ageing Program"

Ambition: Access. Action: Participation: '5 u p port cultura I volu nteeri ng"

"Ensure programs refled our culturally and Iinguiltlpgly diverse communitt'' I:: "'t ' , ,, ",i I 'i ;' .,. ,,', Ambition: Access. Action: Arts for young ' :r ortists in residency program" "":r :, I people: "focilttate , " ,

Ambition: Strength. Action: Professional "create coreer development 1r*o1Xritiiiei;"'ora exptore development partnerships with education qnd trdlnlig otganisations"

with locol Ambition: Strength. Action: Networks "Portner rlr,, and partnerships "Portnet agencies'

:i NSW 2021: A Plan to make NSW Number One, 2011

enhance the participotlon of people Goal 27. Enhance cultural, creativer,rl in orts, cultural octivfi and professionol sporting and recreation opportunitie_s,,:,r,

.. :it,.ii_,,,, lnfrastructure NSW, State -2032

i 'lkb"NSW eovernment's plon to double the visitor economy will require torgeted investment in inlrostructure relevant to visitors, porticulorly those aming from overseas. , i t, ,,,1, ' 1:,,. " . 1t:1:,.1x,1,. 14.2: Arts, recreatlon phfl the visitor The Visitor Economy Toskforce has identified potentiol lor afts infrastrudure to act as an enabler to support visitor growth, econc#rth .,, i:, ,:l creative industries and economic growth in regional NSW... ril r,i, 'l

ri The establishment of new partnership models with the private l Commonwealth, successful i sedor ond the based on the 'Development Partnership" models used in London and New York'

lnfrastructure NSW State lnfrastructure Strategy Update 2014

"Plan for and prioritise investment in a new Poramatta Culturol Precinct, bosed around the Riverside Theatre Complex, the old David tones site, Stadium and the old Kings School Opportunity: A new Parramatta Cultural Precinct

Urgently consider relocqtion of the Powerhouse Museum to the Po rra matto Cuhu ra I P re ci nd

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Promote sharing of collections from CBD-hased institutions (such os the Australian Museum) with the Parramotta Cultural Precinct'

NSW Department of Planning & Environment: A Plan for Growing Sydney, 2014

Directions and Actions. Promote Sydney's 'Grow the qrts and cuhural opportunities in Porramotto to Heritage, Arts and Culture: i nclude Stote-level loci lities"

NSW Department of Planning & Environment Draft West Central District Plan, 2016

This chapter of the Draft Plan outlines the and actions for the West Central District. The Plan ch people to improve the liveability of cities, by creating by supporting the creative arts and culture rnnS authorities to consider the following:

Directions and Actions. 4.2 Liveability . ointegrote arts ond culturol priorities: through planning proposols of an in everyday local spaces ond to the arts in oll communities a give due inclusion of ptanning the estoblishment and resourctng and accessible ortist- run spoces"

NSW Government Architect: Better Placed, Draft Policy,2015

: fne it4{1c ,iitn7 is the collective, communol port ol our cities ad towtls*.,with shored occess for oll. lt is the spoce of Directions. Urban Design and r:ri., dotemdpt,'tibcreotion, gotherlng, events, contemplotion and Architecture for the Public Realm 'f:il ,;Tplaxati$1. Thls includes our streets, porks, plozas, ploces ffiBin buildings ond waterways." "Stote Government will champion design excellence across oll sedors and will provide the policy and tools to n rLi ,,! ri lromework Actions. Who is resp-onsid-lei support good design processes and outcomes. lt will also lead by ,;i lit !l example demonstrating design excellence as pdrt of the t'" ',t1;:1' , ''r'i' 'i ' ' development ol state sponsored projeds" ,-,':]i,.

of and Community Services: NSW Disability lnclusion Plan, 2015

"li:r' " 'To increose participation ol people with disobility in all aspeas . Aim. Creating Liveable Communities: of community life, through tdrgeted approqches to address borriers in housing, leorning, tronsport, health and wellbeing"

NSW Ministry of Health: NSW State Health Plan - Towards 2021,2OL4

"NSW Health ls committed to building partnerships ond working across Government agencies to help keep people Direction One: Keeping People Healthy: healthy and to lmprove our overall quality of life, support our economy and reduce the burden ol chronic illness on the community''

Transport for NSW: NSW Long Term Transport Master Plan, 2012

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"lmprove liveobility - by shaping our cities and mojor centres, improving connedivity, providing seruices that support jobs growth in centres close to where people live, and focilitating 1.1: Our Transport Objectives: ease of movement in our major citles ond activity centres"

"Reduce social disadvantage - by improving access to goods, seruices ond employment ond educatian opportunitles fior people ocross all ports of the itote"

NSW Department of Family and Community Services, NSW Ageing Strclegy 2Ot6-2020

"Ageing lmpacts all areos of NSW. We will build a strong Strategic Approach : Whole-of- culture of shored responsibility arross the to govern ment and whole-of-community ensure all agencies ore committed to ohead for the future needs of our ogeing

"Some opportunities and challenges need consistent stote-wide decision- moking con generote the best Strategic Approach: State-wide change NSW Gove rn me nt oge ncie s shifis and locally-driven responses in seruice demond to meet ond engage with communities to and solutions that work lor theit local | . ti:,))

'Arts NSW wi,t;iiibflcdktne uptue ol engaging otder people Action: Support the Creative Ageing in orts and ii;rlkurf,l.,W ii outlined in the NSW Ageing Program Strategy" tl,,';'.

NSW Department of Education and Plan20t2-20ll

,i:i |iie'n ipnitivdte and undeftoke continual improvement to rii .rcspond,'to the chonging needs of the people ol New South tllgleqai We'll develop our stoff and support them in delivering "xibh"nr".'i' We'll form strong portnerships with others including porents and ,il,rl families, industry, dnd nongovernment educotion providers. .: We'll be open and occountoble in both our day-to-day husiness il iti;r't :i .. , rt,ii ril'.;i i o nd strateg ic o utco mes. ,,i i, :rir r :, .: I r i il ii ,:il :t :t.i :; itij' ;.':.. i, ir i: A syllabus is developed for each subject to outline the values, 'li, , attitudes, skills, knowledge and understanding that students are Priority: trletii,and better ways of doing expected to develop throughout their schooling life. For Science business and Technology, the syllabus calls for students to develop knowledge, understanding of and skills in applying the processes of Working Scientifically and Technologically, and to develop an appreciation of the contribution of science to finding solutions to personal, social and global issues relevant to their lives now and in the future. A New Museum offers an opportunity to partner with NSW DEC to help achieve this objective in an interactive learning environment.

A key strategic direction outlined in Museum Victoria Strategic Plan 2013-18 is to ensure the Museum works towards initiatives that allows the experiences and resources to be widely known and frequently used for education purposes. They seek to achieve

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this by "contributing and responding to notionol curriculum content, in order to provide inspiring experieices for school students at oll our venues",

Jobs for NSW, Jobs for the Future Report 2016

Priority lnitiol Adion

Priority t.2: Promote distinctive "ldentifi clusters and cluster chompions, to advonce their geographic clusters as a focus for policy, growth" development and energy of our globally competitive growth segments. "Lounch three place-based policy pilots, one eoch in inner ond western Sydney, ond in regional NSW" , ,;r.

"Lii i r. Priority 3.1: Accelerate reforms for "Explore pilot projects including interadive qiitts'iti integrating interactive-skills learning in lor f.Iltoots" schools "Explore additional schoohleover reodine'lfi !Mr,,n,e'f'lkine pilots"

t.

Priority 4.1: Make NSW the best place to li people , r ,trt rl work for 55 and over "Explore how to reduce barrierc for woikerc oged 65 ond over' ,,.::: .1 ..

r' :':;' 'lr'l]I , ,i:,i:i..ii I ,.:, rtt.ll Priority 4.2: Make NSW the best place to "Explore way! ,,\p ifiqlove d6resl to chlldcare and reduce work for women with children disincentives agifiisg WAgAql with chitdren increasing their hourc of paid work" , t' ;

t;. ' ,'' '; "ExplgrE lffiqbll@ and job outcome metrlcs for new trunsport Priority 4.4: Make NSW the most;rl proJects rl ond [ithfrlopd{1nl. tn addition to conventionat benefit- 'liveable' state ' tl dest andfi$ls" ,.:i;i , rii_

Industry NSW, Western Sydney Plan (Under Development)

NSW is currently developing a Western Sydney Economic rii Plan, which will identify key priorities for economic ,,ll development in Western Sydney. The key actions to be advanced Key in response to the identified priorities will likely focus on:

Advanced . Housing and Affordability . Amenity and Liveability Precinct . Transport and lnfrastructure tttr iiiU, Education Super o Education Pathways, which includes the development of initiatives to enhance students skills Research Education in the areas of advanced manufacturing, aeronautics Visitor and health. ln the development of the Business Case, the Project team will continue to liaise with lndustry NSW to ensure up-to-date initiatives are being considered and aligned where possible.

Parramatta City Council, Culture and our City: A Cultural Discussion Paper for Parramatta's CBD

Parramatta City Council has developed a discussion paper to create a conversation The paper includes for each goal a vision of what they City is with the community around the future seeking to implement by 2021, an understanding of what the development of cultural activities within current key strengths of the City are, what other strategies they the city. The City has undertaken an could implement to achieve the goals, and identification of extensive co consultation and

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REFERENCES

1. Arts NSW, Create in NSW: The NSW Arts & Cultural Policy Framework, 20'15, htto://www.planning.nsw.gov.aul-/media/Files/DPE/Plans-and-oolicies/draft-nsw-architecture-and- urban-desi gn-policy-201 6-09.ashx 2. lnfrastructure NSW, State lnfrastructure Strategy 2012 - 2032, htto://www.infrastructure.nsw.gov.aulpdfs/SlS Report Complete Print.pdf 3. lnfrastructure NSW, State lnfrastructure Strategy Update 2014, http://www.infrastructure.nsw.oov.aulmedia,/436221nf j14 871 sis report book web new.pdf 4. Jobs for NSW, Jobs for the Future Report 2016, htto://www.jobsfornsw.com.aul data./assets/odf file/0020/90740/Jobs-for-the-future-full-report- Auoust-2016.odf 5. Museum Victoria, Museum Mctoria Strategic Plan 2013-18,

6.

7

2014-12.ashx 8. NSW Department of Planning & Environment, Draft West Central public-1 .s3.amazonaws.com/s3f s-

9. NSW Department of Family and Community Services, NSW Plan, 2015,

2020.pdf 10. NSW Department of Family and Community Servi 2016 - 2020,

2020.pdt 11. NSW Government, Premier's Priorities 201 oriorities/ 12. NSW Government, NSW 2021 Ntimber One, 2011,

13. NSW Government Architect, and Design Policy, 201 6,

14. NSW Ministry o{ NSW State Plan - Towards 2021, 201 4,

15. Parram Culture our City: A Cultural Discussion Paper for Parramatta's CBD, 2017,

16. Long Term Transport Master Plan, 2012,

L .il

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