A major Australian cultural institution was progressing a significant capital works program alongside a review of its non-art storage services. Early planning identified a need to reduce risk before major construction commenced, improve coordination across facilities and curatorial teams, and ensure decisions were well-sequenced and evidence-based.
At the same time, the institution sought to market-test and redesign its non-art storage arrangements. Requirements were spread across multiple portfolios, and the procurement needed to balance operational continuity, budget constraints and long-term flexibility. They required experienced, pragmatic support to strengthen readiness, manage complexity and enable confident decision-making.
Our approach
Holan provided senior project management and procurement expertise, working closely with stakeholders to address risk early and create clarity where complexity existed.
Capital works pre-planning and early works. We supported early remediation planning for priority property and site issues, focusing on reducing downstream risk before construction and refurbishment commenced. This included close engagement with facilities, curatorial teams and external advisers to align requirements, manage impacts on operations and collections, and ensure issues were addressed in the right sequence — contributing to early works plans, schedules and reporting to support governance and readiness.
Strategic procurement for non-art storage. We led a discrete procurement project to market-test and redesign the non-art storage services — aggregating requirements across portfolios, finalising and releasing the RFT, and managing an evaluation process that was fit-for-purpose, defensible and aligned to operational needs. We supported governance and stakeholder forums, managed integrated project plans and reporting, and contributed to transition planning to maintain continuity of services, including decant and disposal activities.
Outcomes
The organisation strengthened its readiness for major capital works through early risk identification, remediation planning and improved stakeholder alignment. Decisions were better sequenced, risks were clearer, and the foundations were laid for lower-risk delivery in later phases.
The procurement activity delivered a robust, transparent market engagement process and a clear pathway for implementation and continuous improvement of non-art storage services. Across both streams, the work reduced uncertainty, improved coordination and enabled the organisation to move forward with clarity and confidence.
Frequently asked questions
What does early works and readiness planning actually mean?
It means identifying and addressing risks, site issues and dependencies before major works or procurement begin, so decisions are better sequenced and delivery risks are reduced.
Why is early stakeholder engagement so important in complex environments?
Because operational, technical and specialist teams often have competing priorities. Early engagement helps align requirements, manage impacts, and avoid late-stage surprises that delay delivery or increase risk.
How does a fit-for-purpose procurement approach reduce risk?
By clearly defining requirements, engaging the market early and using robust evaluation processes, organisations can make defensible decisions that balance value, continuity of service and long-term flexibility.
What role does governance and reporting play in project success?
Good governance and clear reporting give decision-makers confidence that risks, trade-offs and dependencies are understood, enabling timely and informed decisions.
Why is transition planning often overlooked, and why does it matter?
Transition planning ensures services continue smoothly after a decision is made. Without it, even well-run projects can create disruption during handover or implementation.
